pastiche permission: Change management in godrej company

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Introduction

The objective of this paper is to critically evaluate the organizational change and its effects on its future success and glory. This paper aims to enlighten different organizational changes in Godrej group; this includes technology management and core competence. The Godrej Company has travelled many years which was an eventful for the company. The company was moved from the business of security equipments to many businesses. Hence it has gained good name in the market for it products with high quality. Godrej has believed to become an initiator as the first recognizer for real and long term needs and it has worked towards fulfilling them with whole determination. It has started different new product categories and these products themselves have established as the classics. Hence it can be said that Godrej has constantly and consistently an agent of change where change is present in the blood of Godrej.

The underlying issues of the company are technology management and core competence for its performance. As the Indian market is growing faster where the white goods are considered to be luxury and accepted as inevitable requirements, the company has to focus on the product categories for its promising future and hence leading to a change in the core competence for its performance and the management of technology.

Generally the organizational change of any company refers to the change management involving the mission of controlling change. Controlling change in the organization is to make some changes in an organized and planned manner. Primarily, change is this situation entails the implementation of entire range of best and good practices i.e. in the organizational structure or streamlining industry in order to promote quick decision making, successful implementations at various levels of the company, controlling industrial relations in order to effect the enhancements in production, launching constructive industry-government coordination to enable speedier, effective response to change and also identifying capabilities to make change management program successful (Heifetz, R. A., & Laurie, D. L 2001).

Key issues of Godrej

As there is an increase in competition in the Indian markets, the Godrej Company has been forced to adopt some organizational changes so as to be more competitive and the change is made as a response of the internal and external elements of this modern organization. The external elements include the manufacturing of consumer durable products in order to access the technology as a principal importance. The internal and external elements underlies in the engineering, promoting and advertizing its products. The core competence must lie on the corporate identity and has to overcome the vulnerabilities of Godrej. For a change in the core competence, the company has adopted the dedicated professionals for implementing the strategic processes. This change adds value to the customers and its products. Adopting the dedicated professionals has motivated the manpower and emphasized the management making it possible to have good and high quality service that resulting in the consumer faith. Adopting the strategic process has dominated the core competence for its corporate performance and management of technology and the changes has occurred in the following: conscious training programs in order to sharpen its talented people, keeping a continuous effort on Research & Development which is a great deal of reserves set for this activity of change, building good communication among the employees and superiors and finally the effective advertisement of their products through electronic media which makes sure that the high product recalls value (Nair, V. Syam, Patnaik, R. and K. Sahoo, Prasant, 2008).

Due to the decreased significance its products and high competence of other company products in the Indian markets; Godrej Company has assimilated the technology management. This change helps to build a strong network mainly for the customer line of durables and goods. Hence by making the customers to easily access their needs as per their accessibility to new technology as a result of obtaining from other sources. Mostly the technologies are managed and used for some products which are both offensive and defensive. The changes in technology have defined to achieve the greater shares of markets which are due to varied fields and series of network capabilities (Cao, G., Clarke, S., & Lehaney, B, 2004). Hence the change in technology encouraged the Godrej Company to attribute to different cultures of the Indian markets. At the same time, there are some resistances and barriers in times of technology assimilation. It can be overcome by discussing in groups about their reticences and educating its employees about the contribution of new technology. When there is any change in the technological environment then there is also some resistance to the change. Hence this barrier has been overcome by constantly educating its employees about the technologies (Kak and Anjana, 2002).

ADKAR Change Model

ADKAR model is the framework to understand the changes done at the individual level. This model gives us a brief description of how the Godrej group can amplify the likelihood if the changes are applied successfully. The ADKAR model has five elements or objectives. These elements are the building blocks and should be placed for a transform to realize. The main factors in ADKAR model are Awareness (A), Desire (D), Knowledge (K), Ability (A), and Reinforcement (R). This model is used to overcome the issues that are related to Core competence for its performance and Technology management in Godrej group.

ADKAR Model allows the change management to focus on their activities on specific business results. This model originally used as a means for shaping the change management activities like improving communications and training and these gave the preferred results while change in organization. The outcomes that are defined by ADKAR are sequential and cumulative. While using this model the manager has to recognize the space in the change management process and try to provide training for your staff as the communication is lagging in the organization (Esther Cameron, Mike Green, 2004).

This model has the capability to make out why the amendments are not working and assists to acquire the essential steps to put together the change successful. By using this ADKAR model, it is understood that where the change is weakening and deal with that contact point as it is feasible to split down the change in to dissimilar parts. This model is used for discussing with the persons throughout the organization, from change management practitioners to the executives regarding where the organization is today and where the organization need to be in the near future.

The first step of the ADKAR model is Awareness it facilitates the amendment to make awareness of the requirement for change. Awareness is the initial element of the ADKAR model and is accomplished while a individual is conscious of and recognizes the character of the change and why it is required and the threats if not changed. Awareness also comprise of data about the internal and the external drivers that are created for the need of change. In a study with some companies which are undergoing major change projects, the main rationale for resistance to change was lack of awareness, Godrej group also lack in the attentiveness of why change was being made, that is the main rationale of why we are considering the ADKAR model. The managers of these organizations stated that the organization staff and managers alike is required to know the business rationale for changes so they can better comprehend the change and maintain themselves with the way of the particular organization. When an association has a high scale of control over a person's actions and needs, and verifies whether through situation or common agreement, this point of view may not be an obstruction in changing model.

Organization's control over the every day tasks of Godrej staff is also less. The data age brought more sophisticated and mobile staff in the organizations. When these staff does not agree to the reasons for change and if they do not understand they can make fearsome struggle and obstruction in the change model in an organization (Jeffrey M. Hiatt, 2006).

The second element in ADKAR model is Desire. Every organization must have a desire to change the list of good and bad factors, which includes the individual's assurance in these factors and the related good or bad factors. The second element of this model characterizes the inspiration and eventual option to maintain and contribute in the change. In awareness-building it had ultimate steps to produce awareness of the call for change, but in desire the change residue intangible and by definition it is not under our control. A familiar fault made by lots of organization leaders is to presume that by constructing awareness of the want for change, they have also created desire. The managers of the Godrej has to make a note of these changes as the confrontation to change from staff takes them by revelation and they get themselves unqualified to handle this confrontation. This was happened with the organization managers of Godrej, so this model helps the managers of the Godrej to take them to a successful scale and makes them to overcome the issues of core competence and technology management. By understanding the fundamental factors that manipulate an individual's desire to change is an imperative step to accomplish this element of ADKAR model.

The third element of ADKAR model is Knowledge and this element represents how to implement the change. Godrej group has to improve this element of the ADKAR's model as this gives the information about the Education and training on the skills and behaviors that need to change. This gives the complete information on new processes, systems and tools and also gives information how to use them. This gives the understanding of the new roles and tasks that are related with the change model. A person has the awareness of the requirement and the desire to participate for change, knowledge will be the next realizing factor for the change model. The fourth element of ADKAR model is Ability; this represents the capability of implementing the change and acquires the desired performance level. The fifth element in ADKAR model is Reinforcement, this model lists the reinforcements which helps to retain the change, this model supports all the above elements of ADKAR model (Jeffrey M. Hiatt, 2006).

Manage Change

Change is a phenomenon that takes place automatically as result of the changing tendency and increased access of new technologies at the access way and the intense of adapting the theme of globalization which has been turning out as localization. It has been observed that the there a drastic change in the outlook of the new generation of mankind who are more demanding and quick learners in the terms of latest trends, knowledge and the emerging technologies. Even the old generation is encouraging them to take the challenge and face the situations for the betterment of their life style so as to give them the best out of it in the competitive world. Thus making them to grow up as perfect individuals with own mindset, which is identified and respected by the old generations and thus adapting to the change of their improvement in the society.

Organizations like Godrej look for the change in their business process for nourishment. In the terms of change Godrej have adopt strategy to have their change in the perspective in positive and realistic way. The Chairman and Managing Director Jamshyd Godrej have confine set of principles which were followed by him in the business process and to maintain and get through the high standards effectively and elegantly. The organization has best practice that not only the Chairman with respect to the position thinks of the change in the process but also works as bolstering factor between his superiors and his peers. In order to achieve the better outcome of the change the Chairman keeps the efforts with respect to the organization's interests and even it is required to counsel some of the stakeholders and showing them a better way to achieve the success. It has been proven from the earlier experiences that the change in an organization cannot be done merely by making change in one or two strategies of individuals but it has to be a two- way process. Godrej has a quality of taking things generously but not selectively about the change in the organization as they believe that they have to be more clear-cut and quick in their actions. The delay in any of the processes at any stage may breeds to the de-motivation and annoyance, particularly when the organization expects each and every employee of their organization put their best in their performance. The organization even has to concentrate on the benefits accumulating wherever and whenever it is due to the employees thus laying a bound that endorse the inter-human relations and take out the best performance from the employees (B. K. Karanjia, 2002).

Godrej has adopted some of the strategies to manage the change in their organization so has to get the good results from the change that they have made. They name these strategies as the lessons to manage the change in the organization which they have learnt from their former experiences. Those seven lessons to Manage Change are given below:

* There should be proper communication to all the stakeholders regarding the change that the organization had made.

* A clear report of the achievements that have to be gained by the employees with the change.

* Make a clear intimation that the old process is no longer going to work with introduction of the change in the process.

* Employees have to be trained or helped out to adjust their determination to the new process.

* Employees' feelings are to be considered and even respect those who are willing to change according to the changes made as there might be a reason for that.

* Employees should be encouraged to achieve their goals according to the change.

* Instead of changing the employees just communicate them about the change and encourage them to adapt themselves to change.

These are the lessons that are learned and followed by the Godrej to Manage Change in the organization. Thus Godrej is managing the change with help these strategies and confined principles of the administration effectively and efficiently (B. K. Karanjia, 2002).

Recommendations

* Godrej is a reputed company in India. It has changed its technology according to the changing market and world. It is providing the modern machinery with latest technology used in it. Change management process could be proactive enough to analyze markets and customers to get business from them.

* It is recommended to apply change and innovation not only for improvements in technology but also in all aspects and departments.

* It can be suggested that Godrej has to provide online booking and home delivery services which would save time of busy customers. Using of latest technology for such functions would prove to be fruitful and even profitable.

* It will be good if company consults employees and other needed departments while making any innovation in the company.

* Change applied must build good relations among the employees and it should be clear in vision for which change has been proposed.

* Its change and innovation strategy should increase the core proficiency of company and also abilities of employees working in Godrej.

* Communication tools within the organization must be strong and must be in a position to alert everyone at a time, because after implementing technological change every one should be alert to react accordingly if required.

* It can be recommended that before applying change and innovation in the organization it should remove obstacles which will enable to construct a valuable and long lasting business structure.

* It is strictly advised to experiment with innovation and change factors only after taking proper guidance and training to follow or apply those changes in carrying business.

Bibliography

* B. K. Karanjia (2002), ?Change for Renewal? journal on Change Management, Vol. 2, No. 5.

* Cao, G., Clarke, S., & Lehaney, B. (2004), ?The need for a systemic approach to change management: A case study?, Systemic Practice and Action Research, Vol. 17, No. 2, pp. 103.

* Esther Cameron, Mike Green (2004), ?Making sense of change management: a complete guide to the models, tools & techniques of organizational change?, Published by Kogan Page, pp. 280.

* Heifetz, R. A., & Laurie, D. L. (2001), ?The work of leadership?. Harvard Business Review, Volume: 79, No. 11, pp. 131-141.

* Jeffrey M. Hiatt (2006), ?A model for change in Business, Government and Our Community?, Published by Prosci, pp. 146.

* Kak and Anjana (2002), ?Strategy Based on Core Competence and Flexibility: Learning Issues for Four Indian Organizations?, Global Journal of Flexible Systems Management.

* Nair, V. Syam, Patnaik, R. and K. Sahoo, Prasant (2008), ?Strategies for Brand Godrej Interio: A Competitor Study and Customer Survey?, the Icfai University Journal of Business Strategy, Vol. V, No. 3, pp. 35-50.

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