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Introduction

This report is a short study on managing change in organisations. The company taken for analysis is Tata Advanced Materials Ltd. an aerospace company in Bangalore, India. In the first part of the report we look into the background to the change i.e. the type of environment and the organisation. The level of bureaucracy in this company is analysed and it is found that this is particularly high comparing to other similar organisations. Then the type of change required is analysed in brief. In the next part the actual process of change with various models like, stake holder, culture etc are studied.

The possible response from the employees of the organisation is studied in detail. There is a comparison with other organisations also given to give an understanding of the other types of changes. Finally the continuity of changes is given and recommendations like…… are given to continue the process in the future.

Tata
Advanced Materials Ltd. (TAML) is a company coming under the reputed Tata
Industries Board of management. Tata’s in India and abroad has a reputation for
having good organisational and human resource policies. While most of the
companies under Tata Industries follow the Tata code of conduct, TAML is an
organisation which is falling behind. It was constituted around 20 years ago as
an aerospace company mainly to cater to the growing market of aerospace
components in India and abroad. While there is a huge market for the products
there is difficulty within the management of the organisation due to its
policies and practices. Hence there was a push from the Tata Board to
reorganise the management and the working of the company in 2007. In the
following report TAML’s organisational policies with the changes taking place,
the nature and reasons for the change etc is analysed.

Background to change

As
said in the introduction TAML was not able to harness the full potential of the
brand name of TATA to grow when there was enormous opportunities in the first
part of 2000. The main reason was the high level of resistance and the
complacency within the organisation which had developed during the initial
years of growth of the company. A look into the initial years shows that the
company was largely neglected by the Tata Industries Board and there was no
growth or opportunities to grow for TAML. During the liberalisation of the
defence and the aerospace industry in India by the government Tata Industries
Board saw enormous potential for TAML to grow. The board of directors then
started giving resources in the form of money and management to TAML. But due
to the complacency developed within the company TAML was not able to utilise
the resources properly and   At that time
Tata Industries Board recognised that TAML had to reorganise its management

  1. Type of Environment
    1. Type of Organisation
    1. Bureaucracy                                               
    1. Type of change

Process of change  

  • Stakeholder
    • Culture
    • Other
    • Response from
      organisation
    • Comparison with other
      organisations
  • Ongoing change
    • Future

References

Bibliography