A Project Report on Change Management in the Public Sector at BSNL

BHARAT SANCHAR NIGAM LIMITED (BSNL)

A PROJECT REPORT ON

“CHANGE MANAGEMENT IN THE PUBLIC SECTOR UNDERTAKING - BSNL”

UNDERTAKEN AT BHARAT SANCHAR NIGAM LIMITED

,

BELGAUM

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BHARAT SANCHAR NIGAM LIMITED (BSNL) TABLE OF CONTENTS S. NO.

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TOPICS

EXECUTIVE SUMMARY INTRODUCTION NEED FOR THE STUDY LITERATURE REVIEW STATEMENT OF THE PROBLEM OBJECTIVES OF THE STUDY SCOPE OF THE STUDY RESEARCH METHODOLOGY RESEARCH DESIGN SAMPLING FRAME SAMPLING UNIT SAMPLING SIZE LIMITATION OF THE STUDY SOURCE FOR DATA COLLECTION DATA ANALYSIS INTRODUCTION TO CHANGE MANAGEMENT FORCES OF CHANGE THE KEY STEPS IN MANAGING CHANGE RESISTANCE TO CHANGE TYPES OF CHANGE REASONS FO FOR FA FAILURE IN IN CH CHANGE MA MANAGEMENT FORCE FIELD ANALYSIS FORCE FIELD ANALYSIS APPROACH HOW TO CONDUCT FORCE FIELD ANALYSIS PROFILE OF BHARAT SANCHAR NIGAM LTD BHARAT SANCHAR NIGAM LTD PHILOSOPHY HISTORY OF BHARAT SANCHAR NIGAM LTD ANALYSIS FI FINDINGS SUGGESTIONS CONCLUSION REFERENCE ANNEXURE


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Executive Summary Bharat Sanchar Nigam Ltd, is the world's 6th largest Telecommunications company that provides provides a comprehensive comprehensive range of telecom telecom services services in India such as Wire line, Code Division Multiple Access mobile (CDMA), Global System for Mobile communication (GSM), (GSM), Internet, Internet, Broadband, Broadband, Carrier Carrier service, service, Multi Protocol Label (MPLS) Switching. Virtual Private Networks (VPN), Very Small Aperture Terminal (VSAT), Voice Over IP (VoIP) services, Wireless in Local Loop (WLL) Mobile Telephone Connection etc. Within a span of five years it has become one of the largest public sector units in India.

Today in the era of incessant competition between the public and private sectors managing the changing environment environment has become very very curtail. Change management management is a systematic systematic approach to dealing with change, both from the perspective of an organization and on the individu individual al level. level. It som somewha ewhatt ambigu ambiguous ous term, term, change change manage management ment has at least least three three different aspects, including: adapting to change, controlling change, and effecting change. A proactive approach to dealing with change is at the core of all three aspects. For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities.

To satisfy the growing needs of the customers coupled with the inherent loopholes in the public sectors, the change in Bharat Sanchar Nigam Ltd (B.S.N.L.) (B.S.N.L.) appears very apt and essential. essential. The public sectors sectors have certain certain limitations limitations like the larger larger clientele, clientele, need for subsidization, subsidization, restriction restriction in recruitments and unproductive unproductive class of employees, employees, centralized administration etc.

From the conducted study it was understood that most of the public sector units like Bharat Sanchar Nigam Ltd (B.S.N.L.) have changed drastically so that they could fight back competition competition from the other private players. These Public Sector Undertakings have indeed created a brand identity for themselves and for the customer.


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This study takes us through the journey that has been taken by Bharat Sanchar Nigam Ltd (B.S.N.L.) (B.S.N.L.) from the days when it was just an insignificant insignificant department department in the Public Sector undertaking to this day when it is the 6th largest telecommunication company in the world offering all kinds of telecommunication services to its customers across the country.

In this project an attempt is made to suggest the areas requiring the change for a better growth with the help of Force field analysis. This theory has helped in identifying the current current level (i.e. (i.e. 6th larg larges estt comp company any in the the worl world) d) and the the desi desire red d leve levell where where the company wants to reach in due course of time (i.e. become the No.1 service provider in Asia). This theory has also fetches the various driving and restraining forces that have an impact impact over the change change process process.. Thus by studyin studying g these these forces forces affectin affecting g the change, change, suitable suggestions have been in order to help Bharat Sanchar Nigam Ltd (B.S.N.L.) to work more effectively and efficiently.


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Introduction Today in the era of incessant competition between the public and private sectors managing the changing environment environment has become very very curtail. Change management management is a systematic systematic approach to dealing with change, both from the perspective of an organization and on the individu individual al level. level. It som somewha ewhatt ambigu ambiguous ous term, term, change change manage management ment has at least least three three different aspects, including: adapting to change, controlling change, and effecting change. A proactive approach to dealing with change is at the core of all three aspects. For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities.

To satisfy the growing needs of the customers coupled with the inherent loopholes in the public sectors, the change in Bharat Sanchar Nigam Ltd (B.S.N.L.) (B.S.N.L.) appears very apt and essential. essential. The public sectors sectors have certain certain limitations limitations like the larger larger clientele, clientele, need for subsidization, subsidization, restriction restriction in recruitments and unproductive unproductive class of employees, employees, centralized administration etc.

In order to stay competitive in today’s transforming world, change is the need of the hour! The public sector is undergoing substantial change. We have seen the desire of public sectors trying to get more competitive by replication of their action of the private sector, with an emphasis on “outsourcing” and “downsizing”. Whilst these processes continue to happen around the world, we also increasingly see a desire to improve the capabilities of the public sector, often described in terms of capacity building or institutional or sectoral development. This in turn leads to significant changes to, and within, individual public sector organizations.


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Need for the study In order to stay competitive in today’s transforming world, change is the need of the hour! The public sector is undergoing substantial change. We have seen the desire of public sectors trying to get more competitive by replication of their action of the private sector, with an emphasis on “outsourcing” and “downsizing”. Whilst these processes continue to happen around the world, we also increasingly see a desire to improve the capabilities of the public sector, often described in terms of capacity building or institutional or sectoral development. This in turn leads to significant changes to, and within, individual public sector organizations.

Managing change is a complex process as it involves the interdependencies between the business environment, environment, the organizatio organization, n, its people and and supporting supporting technologies; technologies; any change change in one aspect will affect the other aspects.

Now, this this study has been been conducted: conducted: •

In order to understand and manage change in a way that people can cope effectively with the changes in the organization.

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To solve the problems that may arise due to the process of change

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To stay aggressive & competitive in the market

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To achieve the organizational goals

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To enable the organization to function effectively

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To be competitive in the business

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To increase the revenue of the organization

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To increase the employee satisfaction

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To increase the market share of the company

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To be the leader in the business


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Literature Review There There is huge literatu literature re availabl availablee on industr industrial ial automat automation ion and force force field field analysi analysiss in industrial automation. Kurt Lewin proposed a “Force field” analysis model to understand the organizational change.

Force field analysis proposes that the organization is typically in a state of equilibrium. There are two forces, which maintain organizational stability: driving forces and resisting forces. If the two forces are equal, the organization will remain static. Change occurs when one of these forces becomes stronger than the other. In this study, the force field analysis appro approach ach has show shown n the the drivi driving ng and resi resist sting ing force forcess whic which h are are the the main main forc forces es and and respons responsibl iblee for changing changing from from manual manual convent conventiona ionall manufa manufactur cturing ing to the Indust Industria riall automation for manufacturing units.

Groo Groove verr

and and

Zimme immers rs (198 (1984) 4) has has

disc discus usss

the the

“Com “Compu pute terr-A Aide ided

Design sign and and

Manufacturing” which says that the use of (CAD) is to assist in the creation, modification, analysis or optimization of a design in a manufacturing firm as well as in (CAM) the computer system use to plan, manage and control the operations of a manufacturing plant. The main aim of CAD/CAM is to reduce the product life cycle and to increase productivity as well as integrating the functions of design and manufacturing.

Harring Harrington ton (1973) (1973) made made a resear research ch on “Compute “Computerr integr integratin ating g manufac manufactur turing” ing” which which includes all the Engg. Functions have CAD/CAM as well as business functions of the firm and have all the operationa operationall functio functions ns and informa informatio tion n from from order order receipt receipt to product product shipment.

A. M. Barret,(1954) Barret,(1954) developed a “automated guided vehicle system” which which is dependently operated, self-propelled vehicles guided along defined pathways. On-board batteries that allow many hours of operation operation about 16 hours between recharging power the vehicles. An


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BHARAT SANCHAR NIGAM LIMITED (BSNL) AGVS is appropriate where different materials are moved from various load points to various unload points.

Automated material handling and storage system has given by Weiss Carousel (1983), which state that an automated storage/retrieval system can be defined as a storage system that performs storage and retrieval operations with speed and accuracy under a defined degree of automation.

Rile Riley y (198 (1983) 3) sugg sugges este ted d an “asse “assembl mbly y autom automat ation ion,” ,” whic which h perfor performs ms a seque sequence nce of automated assembly operations to combine multiple components in to a single entity. The single entity can be a final product or a sub assembly in a larger product and the assembled entity consisting of a base part on which the components are attached.

Saul (1985) has discussed “Flexible manufacturing system at shop floor” which is a highly automated GT machine cell, consisting of a group of processing workstations (usually CNC machine machine tools), tools), intercon interconnect nected ed by an automat automated ed materi material al handlin handling g and storag storagee system, and controlled by a distributed computer system, and it is capable of processing a variety of different part styles simultaneously at the various workstations.

Craw ford has discussed a “Designing Robot, End effectors and Robotics today” which says that an industr industrial ial robot robot is a general general purpose purpose,, progra programma mmable ble machine machine possessing possessing certain anthropomorphic characteristics. The most obvious anthropomorphic characteristic of an industrial robot is its mechanical arm that is used to perform various industrial tasks. Other human-like characteristics are the robot’s capability to respond to sensory inputs, communicate with other machines, and make decisions. The capabilities permit robots to perform a variety variety of useful useful task.

Artley (1982) invented Automated visual Inspection System,” which is an acquisition of image data, followed by the processing and interpretation of this data by the computer for a useful application. The system can be used either for 2 dimensional or 3 dimensional objects.


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David H. Jenkins (1949) has used force field analysis in in “Social engineering in educational change” The approach of this paper is towards problems sort out in school setting where there is no enough teacher, pupil planning in the class room in a single school and want to set a change by finding resisting forces.

Jitesh Thakker, S. G. Deshmukh and Anil Shastree (2006) has used force field analysis approach “TQM in self financed technical institutions” finding the barriers in self financed institutions like faculty, student, alumni, financial bodies and AICTE.


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Statement of the Problem

Public sector undertakings are mainly controlled and governed by the government, thus bringing in any change in these sectors sectors is a tedious task. Handling Handling change in a governmental organization is far more challenging than handling change in the private companies. Under Underst stand anding ing this this,, the the study study on chang changee manag managem ement ent at Bhar Bharat at Sanch Sanchar ar Niga Nigam m Ltd Ltd (B.S.N.L.) has been taken up.

Objective of the study •

To stud study y the evol evolut utio ion n of the Bhar harat Sanc Sancha harr Niga Nigam m Ltd (B.S (B.S.N .N.L .L.) .) telecommunication company.

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To study study the the change change of Bhar Bharat at Sanch Sanchar ar Niga Nigam m Ltd Ltd (B.S (B.S.N .N.L. .L.)) from from Post Post & Telegraph to Department of Telecommunication

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To study the gap caused due to the change

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To rectify the problems caused (to customer and employees) due to the change process process

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To recommend appropriate suggestions in order set right the existing problem

Scope of the study

The scope of the study is limited to Bharat Sanchar Nigam Limited (B.S.N.L.), Belgaum where the sum total of employees is 184 employees consisting of different cadre groups. It is also restricted to the customers using BSNL connection in Belgaum.

Research Methodology

The research was carried out with the help of questionnaires and personal interviews. The questionnaire helped in gathering information relating to various driving and restraining forces to change. The study is mainly based on the theory of force field analysis.


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BHARAT SANCHAR NIGAM LIMITED (BSNL) The personal interview helped to accumulate information as regards to the current situation prevailing prevailing in the organizatio organization n and the desired desired result result from from the study. study.

Research design

Research design is the specification of the procedure for collecting the data necessary to help identify the crux to a problem or opportunity such that the cost of obtaining various levels of accuracy is minimized. Research design includes the steps involved in market researc research. h. As writte written n commun communicat ication ion mus mustt be present presented ed sequent sequential ially, ly, we present present the research design process as distinct series of steps.

Sampling frame

Respo Responde ndents nts have have been been sele select cted ed rando randoml mly y (Bha (Bhara ratt Sanch Sanchar ar Niga Nigam m Ltd Ltd (B.S (B.S.N .N.L .L.) .) employees, Belgaum customers using the services)

Sampling unit

The sampling unit is an individual (customer using the service & Bharat Sanchar Nigam Ltd (B.S.N.L.) employee)

Sampling size (150) Sample

Total population

Bharat Sanchar Nigam Ltd

50

(B.S.N.L.) employees Customer

100


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Limitation of the study •

Employees lacked interest in sharing their opinion, due to their busy schedule

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The study is very exhaustive and demanded for superfluous time

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The sample size may not be enough considering the large number population in Belgaum

Source for data collection

The primary data was collected with the help of questionnaires and personal interviews. The study included 2 questionnaires; one to study the organization (36Q) and the other one to understand the customer (12Q) The secondary data was collected with the help of various books & articles on change management and force field analysis.

Data analysis

The primary data was collected with the help of questionnaires and personal interviews. Further, analysis was made with the help of using SPSS software, with the use of simple percentage percentage method. The data that was collected collected has been clearly clearly and unambiguously unambiguously depicted through tables and pie charts, which clearly give the picture of the results obtained by the survey. survey.

Software

Tool

SPSS

Simple percentage method.


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Introduction to Change Management Change is not only the order of life but also the sign of progress. Change becomes inevi inevita tabl blee due to the paucit paucity y with with the old old syst system emss and and belie beliefs fs neces necessi sitat tating ing a new new improvement. As the progress is never-ending, there is always a scope for a continued improvement, which makes one to find out a perceived deficiency in an existing system that has gone unnoticed. Deficiency also reflected the inability of a system to respond to environmental pressure and technological impacts. Thus change may be defined as “To make or become different, to give or begin to have a different form.”

Change is inevitable. It affects every country, industry, organization and household in all shapes and sizes. We don’t always know what exactly thes these e chan change ges s will will brin bring, g, but but we know know for for cert certai ain n that that chan change ge is unavoidable and will bring an element of fear until the end of time.

To survive and eventually prosper, an organization must monitor its external environment and align itself with changes that occur or tend to occur. Sometime change could be so rapid that there is no time to adjust before the actual change takes place. Yet, it is the ability to plan for, implementing and managing the change seems to be the core factor that separates successful organization from unsuccessful ones.

Change management therefore refers to a systematic approach to deal with change, both from the perspective of an organization and on the individual level. The term, change manag managem ement ent has at leas leastt thre threee diff differ erent ent aspec aspects ts,, inclu includi ding: ng: adapti adapting ng to chan change ge , controlling change , and effecting change . A proactive approach to dealing with change is

at the core of all three aspects. For an organization, change management means defining and implementing procedures and/or technologies to deal with changes in the business environment and to profit from changing opportunities.

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BHARAT SANCHAR NIGAM LIMITED (BSNL) Change management is an important process, because it can deliver vast benefits (by improving the system and thereby satisfying customer needs), but also enormous problems (by (by ruin ruinin ing g the the syst system em and/ and/or or mixi mixing ng up the the chan change ge admi admini nist stra rati tion on). ). Manag anagin ing g organizational change will be more successful only if it entails thoughtful planning and sensitive sensitive implementation, implementation, and above all, consultation consultation with, and involvement involvement of, the people affected by the changes. If you force change on people normally problems arise. Change must be realistic, achievable and measurable.

Forces of change Organiz Organizati ations ons encounte encounterr many many differ different ent forces forces for change. change. These These forces forces come come from from external sources outside the organization and from internal sources. sources. This section examines the forces that create the need for change. Awareness of these forces can help managers determine when they should consider implementing an organizational change.

External forces

External forces for change originate outside the organization. Because these forces have global effects, they may cause an organization to question the essence of what business it is in and the process by which products and services are produced. There are five key external forces for change: Demographic characteristics, characteristics, Technological advancements, advancements, Increased Increased global competition, and Social and political pressures and Economic forces

Internal forces

Internal forces for change come from inside the organization. These forces may be subtle, such as low morale, or can manifest in outward signs, such as low productivity and confl conflic ict. t. Inte Interna rnall forc forces es for chang changee come come from from both both hum human an reso resour urce ce prob proble lems ms and managerial behavior/decisions.

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The key steps in managing change are:

Gaining a thoroug thorough h underst understandi anding ng of the bus busines inesss environ environment ment,, the Understanding : Gaining organization organization and its culture - knowing the organization’s organization’s capability to respond respond is a critical factor in deciding whether the changes can be coped with and how they might be handled Setting ing the stra strate tegic gic direc directi tion; on; comm communi unicat cating ing at all all level levelss - both both the Planning: Sett organization and its people need to have a clear idea of where it is going and why Implementing: Establishing a change program, led by a manager empowered as change

champion to make things happen. Support the people through training and development Controlling the change process: expecting the unexpected; keeping track of progress;

continuing to improve and learn from experience.

Resistance to Change Indi Indivi vidu dua al Sour Source cess of of Res Resis ista tanc ncee

Org Or ganiz anizat atio iona nall Sour Sourcces of of Res Resis ista tanc ncee

Fear of the Unknown

Structural Inertia

Self-Interest

Bureaucratic Inertia

Habit

Group Norms

Personality Conflicts

A Resistant Or Organizational Culture

Differing Perceptions

Threatened Power

General Mistrust

Threatened Expertise

Social Disruptions

Threatened Resource Allocation

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Types of change This is is change change that that is rathe ratherr unp unpre redi dict ctabl ablee and that that take takess place place Happened change : Th naturally due to external factors. This type of change occurs when the organization reaches a plateau in its life cycle and falls due to unwieldy demands from the environment. For example: political changes, in the case of Uganda, president passed the order to foreign companies in the country were forced to close down and leave the country. This change was unimaginable to foreign companies operating in Uganda.

Reactive change: Changes that are clearly in response to an event or a series if events are

termed reactive. Generally, most companies are engaged in reactive, often incremental, change. change. These These change changess are attempt attempted ed when when the demand demand for company company's 's product product/se /servic rvicee registers an increase or decreased, or a problem/crises occurs or develops. For example: the case of Shell Canada’s polypropylene plant provides an example. In this case, the plant design was new in both its technical and work design. The incorporation of the latest technology was in reaction to the increased demand for the product.

Anticipatory change: Change carried out in expectation of an event or a series of events is

called anticipatory change. It involves changing the organization from the existing state towards a designed future state and managing the transition process. For example: in the year 1938, Pepsi announced that it would invest in Mexico $ 750 million over five years to increase its market share.

Planned change: Planned change or development change is undertaken to improve upon

the current current ways of operati operating. ng. It is calcula calculated ted change, change, initiated initiated to achieve achieve a certain certain desirable output /performance and to make the organization more responsive to internal and external demand. For example: in the year 1993 Volvo changed the job through and introd introduc uced ed work work group groupss this this was intro introduc duced ed to increa increase se the the produc productiv tivity ity of the workers

These change changess are are direc directe ted d at the micr micro o level level and focuse focused d on Incremental change : These units/s units/subu ubunits nits/com /compone ponents nts within within an organiz organizati ation on are termed termed increm incrementa entall changes. changes.

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BHARAT SANCHAR NIGAM LIMITED (BSNL) Changes are brought in gradually and are usually adaptive in nature. A failed incremental change will cause less damage to the total system than an unsuccessful large-scale change. For example: Japanese organizations bring in innovations in gradual stages.

Operational change: This is necessitated when an organization needs to improve the

quali quality ty of its its produ product ctss or serv service icess due to exter external nal compet competit ition ion,, custo custome mers rs changi changing ng requirements. The organizational goals remains the same the only focuses on how to improve existing operations to perform better. For example: quality management, better distribution and delivery of products and enhancing interdepartmental coordination.

Strategic change: Change that is addressed to the organization as a whole or to most of the

organizations components, including strategy. For example: Toyota changed its overall corporate management philosophy in an attempt to create an organization, which is less hierarchical, flexible, decentralized. decentralized. Directional change: A change in direction may become imperative for an organization due

to severe competition or regulatory shifts in government policy and control. It is critical when the organizations is developing a new strategy and makes the current operations effective. For For examp example: le: develo developm pment ent of resea research rch & develo developm pment ent activ activiti ities es for for becoming more competitive.

Fundamental change: This entails a redefinition of the current purpose or mission of the

organization. It may be necessitated by drastic changes in the business environment, the failure of the current corporate leadership, problems with employee, or a low turnover

Total change: For total change, the organization is constrained to develop a new vision

and a stro strong ng link link betw betwee een n its its stra strate tegy gy,, empl employe oyees es and busi busines nesss perfo perform rmanc ance. e. Th Thee organization has to achieve a turnaround or perish. Total change is necessary t extricate the organization from the root that has set in due to long term failure of business. A new vision and drastic surgery could be the only way out for the organization.

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BHARAT SANCHAR NIGAM LIMITED (BSNL) Transformational Transformational change: such a change involves the entire or a grater part of the

organization. it could be a change in the shape (size), structure (systems, ownership) or nature (culture, (culture, technology). technology). For For examp example le an organ organiza izatio tion n can can shift shift from from being being a product driven to being a technology or customer driven.

Revolutionary Revolutionary change: A change that is sudden, drastic and organizational wide. Abrupt

changes in organizational organizational strategy strategy and design represent revolutionary revolutionary change, such change comprises 3 aspects - envisioning: which is to articulate a clear and credible vision and a new strategy to realize the vision.- energizing: which is the mobilizing of employees, individually and collectively, as well as demonstrating and inculcating the excitement for change - enabling : which is to provide the necessary necessary resources, resources, support support structures structures and processes. processes.

Reasons for failure in change management

Force field analysis Force Force field field analysi analysiss is a valuabl valuablee change-m change-manag anageme ement nt tool. tool. Kurt Kurt Lewin, Lewin, an expert expert in experiential learning, group dynamics and action research, developed this management

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BHARAT SANCHAR NIGAM LIMITED (BSNL) technique. Although Kurt Lewis contributed greatly to the field of social science, he is best known for his development of the Force field analysis model in 1947.

It is very useful while looking at the variables involved in planning and implementing a change program and will undoubtedly be of use in team building projects, when attempting to overcome resistance to change.

Lewin assumes that in any situation there are both driving and restraining forces that influence any change that may occur. Hence driving forces are all forces that push for and promote change. These change drivers drivers promote and encourage encourage the change process. process. Some examples of driving forces are human safety, customer demands, increased efficiency and trend of labour towards service sector. Restraining forces are forces that make change more difficult. These forces counteract driving forces and lead to the avoidance or resistance of change. Some examples of restraining forces are fear of unemployment, lack of training, the lack of incentives and high capital investment. When these two sets of forces are equal change is in a static state of equilibrium meaning that no movement towards or away from change is happening.

Force Field Analysis is a valuable technique that facilitates in listing, discussing, and evaluating the various forces for and against a proposed change. When a change is planned, Force Field Analysis helps you look at the big picture by analyzing all of the forces impacting impacting the change and weighing the pros and cons. By knowing the pros and cons, you can develop strategies to reduce the impact of the opposing forces and strengthen the supporting forces. There are three main applications of the force field analysis tool: 1. Change management. 2. Productivity improvement 3. Decision making Change management is the one application for force field analysis and it is a regular occurre occurrence nce in the manufa manufactur cturing ing environm environment ent.. Like Like compute computeriz rizati ation on of manufac manufactur turing ing

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BHARAT SANCHAR NIGAM LIMITED (BSNL) systems systems.. Worker Workerss have widely widely varying varying attitudes attitudes toward toward compute computers rs and change change in the workplace; strategies must be developed to assist workers for automated environment. Productivity improvement is the second main application of force field analysis. This univers universal al applicat application ion sho shows ws how to increa increase se employ employee ee product productivit ivity y and this this analysi analysiss suggest the methods, strategies, and systems that can promote long-term improvements in employee productivity.

Force field analysis is also a powerful decision-making tool. By evaluating the forces supporting and opposing a specific decision, Management can know the influencing forces to maximize the potential for acceptance and success. The force field model is a valuable tool for use in these three applications; and it is not limited to these forms of application. This This techn techniqu iquee can be custo customi mize zed d for for use use in a large large varie variety ty of situ situat atio ions ns in many many applications.

Force field analysis approach

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BHARAT SANCHAR NIGAM LIMITED (BSNL) According to Kurt Lewin Lewin "An issue issue is held held in balan balance ce by the the inter interac actio tion n of two opposing sets of forces - those seeking to promote change (driving forces ) and those

attempting to maintain the status quo ( restraining forces )". Lewin viewed organizations as systems in which the present situation was not a static pattern, but a dynamic balance ("equilibrium") ("equilibrium") of forces working in opposite opposite directions. In order for any change to occur, the driving forces must exceed the restraining forces, thus shifting the equilibrium. The force field analysis is a technique used in achieving organizational efficiency and understanding organizational change. Force field analysis proposes that an organization is typicall typically y in a state state of equilib equilibrium rium.. There There are two forces that maintai maintain n organiz organizati ational onal stability: driving forces and restraining forces. The driving forces are those elements of the organization, which support a desired organizational change. Keeping the organization in equilibrium are the restraining forces. If the two forces are equal, the organization will remain static. Change occurs when one of these two forces becomes stronger than the other (dis-equilibri (dis-equilibrium). um). Once the change has occurred, the organization organization reverts to a new state of equilibr equilibrium ium,, which which reflec reflects ts the desire desired d change. change. And organiz organizati ational onal change change tends tends to emphasize organizational efficiency and social change.

In this way difficulty in implementing a change can be assessed, and plans for overcoming barriers barriers to change can be developed. developed. Through this type of analysis, an over all picture can be developed which can help in the identification identification of the positive positive and negative negative forces forces .The evolution evolution of these forces can be carried out in terms of ease of change and impact. Ease of change indicates how far it is possible to influence or change the force, whereas impact indicates how significant the consequences would be if the force were changed .The quantification of net force effect is context specific and hence here an attempt has been made to provide a generalized frame work of force analysis. For any industry, the only task left is to assign the rating to each of the positive and negative forces depending on their limitations and constraints.

How to conduct a Force Field Analysis?

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BHARAT SANCHAR NIGAM LIMITED (BSNL) 

Describe the current situation

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Describe the desired situation

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List all the forces driving change toward the desired situation

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List all the forces resisting change toward the desired situation –

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Discuss and interrogate all of the forces: are they valid? Can they be changed? Which are the critical ones?

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Allocate a score to each of the forces using a numerical scale e.g. 1=extremely weak and 10=extremely strong

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Chart the forces by listing (to strength scale) the driving forces on the left and restraining forces on the right.

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Determine whether change is viable and progress can occur

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Disc Discuss uss how the the change change can can be affe affecte cted d by decre decreas asing ing the the stre strengt ngth h of the the restraining forces or by increasing the strength of driving forces.

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Keeps in mind that increasing the driving forces or decreasing the restraining forces may increase or decrease other forces or even create new ones.

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Profile of Bharat Sanchar Nigam Ltd (B.S.N.L.) Bharat Sanchar Nigam Limited is one of the oldest telecommunication service providers in India. It is also the largest phone service providers providers in India. Bharat Sanchar Nigam Ltd (B.S.N.L.) has their network throughout the major cities as well as some of the rural interiors in India. However Bharat Sanchar Nigam Ltd (B.S.N.L.) does not operate in New Delhi and Mumbai where its counterpart Mahanagar Telephone Nigam Limited (MTNL) operates.

Bharat Sanchar Nigam Limited is a public sector company with its head office at New Delhi. Bharat Sanchar Nigam Ltd (B.S.N.L.) is supposed to offer the best facilities in the field of telecommunication in India. The universal telecom service is one of the oldest services of this company.

Bharat Sanchar Nigam Limited is also the largest communication service provider in fixed line. Bharat Sanchar Nigam Limited offers cellular connection in India. It is one of the largest providers providers of cellular phone connection connection in the country. Subscribers prefer Bharat Sanchar Nigam Ltd (B.S.N.L.) for its reasonable rate and wide range of network. The cellular service of BSNL is marketed under the trade name of Cell one which uses the GSM platfor platform. m. Excel Excel is the prepaid prepaid cellul cellular ar connect connection ion from from Bharat Bharat Sanchar Sanchar Nigam Nigam Limite Limited. d. Bharat Bharat Sanchar Sanchar Nigam Nigam Ltd (B.S.N (B.S.N.L.) .L.) also also boasts boasts itself itself for offering offering other intelligent network services like toll free calling, Tele voting and premium calling services also. Bharat Sanchar Nigam Ltd (B.S.N.L.) also offers Internet connection. If you have a fixed line telephone connection from Bharat Sanchar Nigam Ltd (B.S.N.L.) you can use this line for Internet connectivity. This is technically known as the dial up connection. You can also be a subscriber for Bharat Sanchar Nigam Ltd (B.S.N.L.) broadband connectivity, which which is avail availab able le in the the marke markett und under er the trade trade name name of Data Data one. one. The broad broadba band nd connectivity is quite advantageous over the dial up connection. It has a good speed and you can upload or download images and videos at a faster pace. There are various plans for the broadband connectivity connectivity so that you can choose according to your need and pocket. There are 24 telecom circles for Bharat Sanchar Nigam Ltd (B.S.N.L.). The two metro districts

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BHARAT SANCHAR NIGAM LIMITED (BSNL) for Bharat Sanchar Nigam Ltd (B.S.N.L.) lies in Chennai and Kolkata. There are also 5 project circles circles for Bharat Sanchar Nigam Ltd (B.S.N.L.) (B.S.N.L.) in India in the 4 zones as well as in Pune. Specialized Specialized telecom units for Bharat Sanchar Nigam Ltd (B.S.N.L.) include Data Networks, Networks, Quality Quality assurance, assurance, national center center fore electronic electronic switching switching as well as Technical Technical and development circle.

On October 1, 2000 the Department Department of Telecom Operations, Operations, Government Government of India became a corporation and was renamed Bharat Sanchar Nigam Limited (B.S.N.L.). Bharat Sanchar Nigam Ltd Ltd (B.S.N.L.) (B.S.N.L.) is now India’s leading leading Telecommunicat Telecommunication ion Company and the the largest public sector undertaking. undertaking. It has a network of over 45 million million lines covering 5000 towns with over 35 million telephone connections. The state-controll state-controlled ed Bharat Sanchar Nigam Ltd (B.S.N (B.S.N.L.) .L.) operate operatess basic, basic, cellul cellular ar (GSM (GSM and CDMA) CDMA) mob mobile ile,, Internet Internet and long distance services throughout India (except Delhi and Mumbai). Bharat Sanchar Nigam Ltd (B.S.N.L.) will be expanding the network in line with the Tenth Five-Year Plan (1992-97). The aim is to provide a telephone density of 9.9 per hundred by March 2007.Bharat Sanchar Nigam Ltd (B.S.N.L.), is the third operator of GSM mobile services in most circles, it now has plans to overtake Bharti to become the largest GSM operator in the country. Bharat Sanchar Nigam Ltd (B.S.N.L.) is also the largest operator in the Internet market, with a share of 21 per cent of the entire subscriber base.

Bharat Sanchar Nigam Ltd, is the world's 6th largest Telecommunications company that provides provides a comprehensive comprehensive range of telecom telecom services services in India such as Wire line, Code Division Multiple Access mobile (CDMA), Global System for Mobile communication (GSM), (GSM), Internet, Internet, Broadband, Broadband, Carrier Carrier service, service, Multi Protocol Label (MPLS) Switching. Virtual Private Networks (VPN), Very Small Aperture Terminal (VSAT), Voice Over IP (VoIP) services, Wireless in Local Loop (WLL) Mobile Telephone Connection etc. Within a span of five years it has become one of the largest public sector units in India.

Bharat Bharat Sanchar Sanchar Nigam Nigam Ltd (B.S.N (B.S.N.L.) .L.) has instal installed led Qualit Quality y Telecom Telecom Network Network in the country country and now focusing focusing on improv improving ing it, expandi expanding ng the networ network, k, introduc introducing ing new telecom telecom service servicess with with ICT applicat applications ions in villag villages es and wining wining custom customer's er's confide confidence. nce.

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BHARAT SANCHAR NIGAM LIMITED (BSNL) Today, it has about 47.3 million line basic telephone capacity, capacity, 4 million WLL capacity, 20.1 20.1 Milli Million on GS GSM M Capac Capacity ity,, more more than than 3738 37382 2 fixed fixed excha exchange nges, s, 18000 18000 BT BTS, S, 287 287 Satellite Stations, 480196 Rkm of OFC Cable, 63730 Rkm of Microwave Network connecting 602 Districts, 7330 cities/towns and 5.5 Lakhs villages .

Bharat Sanchar Nigam Ltd (B.S.N.L.) is the only service provider, making focused efforts and planned initiatives to bridge the Rural-Urban Digital Divide ICT sector. In fact there is no telecom operator in the country to beat its reach with its wide network giving services in every every noo nook k & corner corner of country country and operate operatess across across India except Delhi & Mum Mumbai. bai. Whether it is the inaccessible areas of Siachen glacier or the North-eastern region of the country, Bharat Sanchar Nigam Ltd (B.S.N.L.) serves its customers with its wide bouquet of telecom services. Bharat Sanchar Nigam Ltd (B.S.N.L.) has more than 2.5 million WLL subscribers and 2.5 million Internet Customers who access Internet through various modes viz. Dial-up, Leased Line, DIAS, Account Less Internet (CLI). Bharat Sanchar Nigam Ltd (B.S.N.L.) has been adjudged as the number one ISP in the country.

Bharat Sanchar Nigam Ltd (B.S.N.L.) has set up a world-class multi-gigabit, multi-protocol convergent IP infrastructure that provides convergent services like voice, data and video through the same Backbone and Broadband Access Network. At present there are 0.6 million Data One broadband customers.

The company company has vast vast experie experience nce in Planning Planning,, Instal Installat lation, ion, network network integra integration tion and Maintenance of Switching & Transmission Networks and also has a world class ISO 9000 certified Telecom Training Institute. Scaling new heights of success, the present turnover of Bharat Bharat Sanchar Sanchar Nigam Ltd (B.S.N.L.) (B.S.N.L.) is more than Rs.351, 820 million (US $ 8 billion) with net profit to the tune of Rs.99, 390 million (US $ 2.26 billion) for last financial year. The infrastructure asset on telephone alone is worth about Rs.630, 000

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BHARAT SANCHAR NIGAM LIMITED (BSNL) million million (US $ 14.37 billion). billion). Bharat Sanchar Nigam Ltd (B.S.N.L.) plans to expand its customer base from present 47 millions lines to 125 million lines by December 2007 and infrastructure investment plan to the tune of Rs. 733 crores (US$ 16.67 million) in the next three years. The turnover, nationwide coverage, reaches, comprehensive range of telecom services and the desire to excel has made Bharat Sanchar Nigam Ltd (B.S.N.L.) the No. 1 Telecom Company of India.

Major Players in telecommunication industry

There are three types of players in telecom services: • State owned companies (BSNL and MTNL) • Private Indian owned companies (Reliance Infocomm, Tata Teleservices,) • Fore Foreig ign n inves investe ted d compan companie iess (Voda (Vodafon fone, e, Bhart Bhartii Tele Tele-Ve -Ventu nture res, s, Idea Idea Cell Cellul ular, ar, BPL BPL Mobile, Spice Communication)

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Bharat Sanchar Nigam Ltd (B.S.N.L.) Philosophy

Vision To become the largest telecom Service Provider in Asia

Mission Mission To provide provide world world class class State-o State-of-a f-art rt technol technology ogy telecom telecom services services to its custom customers ers on demand at competitive prices

To provide world-class telecom infrastructure in its area of operation and to contribute to the growth of the country's economy

Objectives To be a Lead Telecom Services Provider To provide quality and reliable fixed telecom service to our customer and there by increase customer's confidence To provide mobile telephone service of high quality and become no. 1 GSM operator in its area of operation To provide point of interconnection to other service provider as per their requirement promptly promptly To facilitate R & D activity in the country Contribute towards: National Plan Target Target of 500 500 million-subs million-subscribe criberr bases for for the country country by December December 2010. Broadband customers base of 20 million in India by 2010 as per Broadband Policy 2004. Providing telephone connection in villages as per government proposition Implementation of Triple play as a regular commercial proposition

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TELECOM COMPANIES MARKET SHARES IN INDIA Company

Million Subs

% Share

BSNL Reliance Bharti MTNL Vodafone Idea Cellular BPL Tata Teleservices Spice Escotel Fascel Airtel Hexacom Shyam Telelink

(Nov 2005) 40.3 6.1 5.7 4.9 2.9 2.1 1.4 1.3 1.0 0.8 0.8 0.9 0.2 0.1

58.8 8.9 8.3 7.2 4.2 3.0 2.1 1.9 1.4 1.1 1.1 1.4 0.3 0.2

History History of Bharat Bharat Sancha Sancharr Nigam Nigam Ltd Ltd (B.S.N (B.S.N.L.) .L.) A brief history of BSNL: This telecommunication service was originally founded by the British during the 19th century. The BSNL was once a part of the Post and Telegraph

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BHARAT SANCHAR NIGAM LIMITED (BSNL) Department of India. Previously BSNL used to operate in the whole country but later on took over the operations in New Delhi and Mumbai. Presently Bharat Sanchar Nigam Limited functions as a public sector domain. Today BSNL also has its regional offices in various locations throughout the country.

From Post & Telegraph (P&T) to Department of Telecommunication (DoT)

Till Till 31s 31stt Decemb December er 1984, 1984, the Posts Posts and Telegr Telegraphs aphs Depart Department ment managed managed the postal, postal, telegraph telegraph and telephone services. services. In January January 1985, two separate Departments Departments for the Posts and the Telecommunications were created. The Accountant General of the P&T, initially, maint aintaained ned

the

acco ccount unts

of

the

depar partment. nt.

Howeve weverr,

by

April 1972,

the

telecommunications accounts were separated. Simultaneously the department also started preparing the balance balance sheet annually. With With the takeover of the accounts from the audit and delegation of larger financial powers to the field units, internal Financial Advisers were posted to to all the circles circles and units. units.

DEPARTMENT OF TELECOMMUNICATIONS (DoT)

The Telecommunication Board consisted of the Secretary Telecommunications, who was the Chairman Chairman with Member (Finance), (Finance), Member Member (Operations) (Operations),, Member Member (Development) (Development),, Membe Memberr (Pers (Personn onnel el)) and Memb Member er (Tec (Techno hnolo logy gy). ).

Thee Tele Th Telecom com Comm Commis issi sion on was was

constituted in 1989. The Commission has the DoT DoT Secretary as its Chairman with Member Member (Services), (Services), Member Member (Technology) and Member Member (Finance) as its full time members. members. The Secretar Secretary y (Financ (Finance), e), Secret Secretary ary (DoE), (DoE), Secretar Secretary y (Indust (Industrie ries) s) and Secretar Secretary y (Planni (Planning ng Comm Commiss issio ion) n) are are part part time time membe members rs of the the Comm Commis issi sion. on. Th Thee Depar Departme tment nt in 198 1986 6 reorganised the Telecommunication Circles with the Secondary Switching Areas as basic units. This was implement implemented ed in a phased manner. manner. Bombay Bombay and Delhi Telephones Telephones were separated to create the new entity called Mahanagar Telephone Nigam Ltd. (MTNL). The service servicess of the Depart Department ment of Teleco Telecom m Service Servicess (DTS) (DTS) and Depart Department ment of Telecom Telecom Operati Operations ons (DTO) (DTO) were were profess professiona ionalze lzed d on 1st October October 200 2000 0 with with the name Bharat Sanchar Nigam Limited (BSNL). The make over could be made six months earlier than the

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BHARAT SANCHAR NIGAM LIMITED (BSNL) proposed date of 1-4-2001, 1-4-2001, due to the wholehearted wholehearted support given by NFTE and other Federations.

History of Indian Ind ian Telecommunications Industry Year

Events

1851 1851

Firs Firstt ope opera rati tion onal al land land line liness wer weree lai laid d by by the the gove govern rnme ment nt near near Calc Calcut utta ta (sea (seatt

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BHARAT SANCHAR NIGAM LIMITED (BSNL) of British power) 1881 1883

Telephone se service in introduced in in In India Merger wi with th the po postal system

1923

Formation of of Ind Indiian Ra Radio Telegraph Compan pany (I (IRT)

1932 1932

Merge ergerr of ETC ETC and and IRT IRT int into o the the Ind India ian n Rad Radio io and Cabl Cablee Com Comm munic unicat atio ion n Company (IRCC)

1947 1947

Nati Nation onal aliz izat atio ion n of of all all fore foreig ign n tel telec ecom ommu muni nica cati tion on comp compan anie iess to to for form m the the Posts, Telephone and Telegraph (PTT), a monopoly run by the government's Ministry of Communications

1985 1985

Depa Depart rtme ment nt of of Tel Telec ecom ommu muni nica cati tion onss (DO (DOT) T) esta establ blis ishe hed, d, an excl exclus usiv ivee prov provid ider er of domestic and long-distance service that would be its own regulator (separate from the postal system)

1986 1986

Conve onvers rsio ion n of DOT into into two two who wholl lly y gove govern rnme ment nt-o -ow wned ned com compa pani nies es:: the the Videsh Sanchar Nigam Limited (VSNL) for international telecommunications and Mahanagar Telephone Nigam Limited (MTNL) for service in metropolitan

1997 1999

areas. Telecom com Regulat ulator ory y Autho uthorrity ity of Indi ndia created ated.. Cellula Cellularr Service Servicess are launche launched d in India. India. New National National Telecom Telecom Policy is

2000 2000

adopted. Depar partme tment of Tele Teleco comm mmun unic icat atio ion n bec becom omes es a cor corpo pora rattion, ion, BSNL SNL

Data analysis (customer satisfaction survey) Diagram no.1

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BHARAT SANCHAR NIGAM LIMITED (BSNL) duration of using the services

Valid

Fr e qu en cy 14

Pe r cen t 28.0

Va lid Pe r cen t 28 .0

Cumulative Percent 28.0

5-10 years

15

30.0

30 .0

5 8.0

10-15 years

10

20.0

20 .0

7 8.0

15 and more

11

22.0

22.0

1 0 0 .0

Total

50

10 0.0

1 00 .0

1-5 years

duration of using the services 16 14 12 10 8 6

y c n e u q e r F

4 2 0 1-5 years

5-10 years

10-15 years

15 and more more

duration duration of using the services

The first question that we asked the customers was about the duration of their association with BSNL to which they replied as follows: 28% of the customers were associated with the company for 1-5 years 30% of the customers were associated with the company for 5-10 years 20% of the customers were associated with the company for 10-15 years 22% of the customers were associated with the company for 15 years or more

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Diagram no.2 satisfied satisfied with wi th the services

Valid

Freque requenc ncy y 5

Perce Percent nt 10 .0

Vali Valid d Perc Percent ent 10 .0

Cumulative Percent 10 .0

satisfied

22

44 .0

44 .0

54 .0

moderately satisfied

14

28.0

28.0

82.0

dissatisfied

7

14 .0

14 .0

96 .0

very dissatisfied

2

4.0

4 .0

100.0

50

1 00.0

100 .0

very satisfied

Total

satisfied satisfied with with the services s ervices 30

20

10 y c n e u q e r F

0 very satisfied

moderately moderately satisfied satisfied

very dissatisfied

dissatisfied

satisfied with with the s ervices

To the question about if the customers were satisfied with the service provided: •

10% of the customers were very satisfied

•

44% of the customers were satisfied

•

28% of the customers were moderately satisfied

•

14% of the customers were dissatisfied

•

4% of the customers were very dissatisfied

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Diagram no.3 reasons reasons for d issatisfaction issatisfaction

Frequ Frequen ency cy Valid

Perce Percent nt

Vali Valid d Perce Percent nt

Cumulative Percent

poor qua lity lity of signal or network

5

10.0

1 0.0

1 0.0

poor voice clarity clarity

13

26.0

26.0

36.0

higher cost

11

22.0

22.0

5 8.0

8

16.0

1 6.0

7 4.0

poor customer care services

13

26.0

26.0

10 0.0

Total

50

1 00 .0

100 .0

billing error

reasons for dissatisfaction 14 12 10 8 6

y c n e u q e r F

4 2 0 poo poor qu alit y of sign

higher cost

poor voice clarity

poor customer care s billing error

reasons for dissatisfaction

To the question about the reasons for dissatisfaction amongst the customers: •

10% of the customers stated poor quality of network

•

26% of the customers stated poor voice quality

•

22% of the customers stated high costs

•

16% of the customers stated errors in billing

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BHARAT SANCHAR NIGAM LIMITED (BSNL) •

26% of the customers stated poor customer care services

Diagram no.4 are you satisfied with the pricing of products

Valid

Frequen requency cy 26

Perce Percent nt 52.0

Vali Valid d Perce Percent nt 52.0

Cumulative Percent 5 2.0

no

24

48.0

48 .0

10 0.0

Total

50

1 00 .0

1 00 .0

yes

are you satisfied with the pricing of products 30

20


0 yes

no

are you satisfied with the pricing of products

To the question on the pricing of the products: •

52% of the customers said that they were satisfied

•

48% of the customers said that were dissatisfied

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Diagram no.5 r ate ate the representative on being courteous

Valid


Perc Percen entt 2.0

Vali Valid d Perc Percen entt 2.0


very good

12

24.0

24.0

26 .0

fair

27

5 4.0

54.0

80.0

poor

6

12.0

12.0

92.0

moderate

4

8 .0

8.0

1 00 .0

50

10 0.0

10 0.0

excellent

Total

rate the representative on being courteous 30

20


0 excellent

very ver y goo good

fair

poor

moderate

rate the representati representative ve o n being c ourteous

To the question on the courteousness of the representative:

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2% of the customers rated them excellent

•

24% of the customers rated them as very good

•

54% of the customers rated them as fair

•

12% of the customers rated them poor

•

8% of the customers rated them moderate

Diagram no.6 rate the the representative representative on h aving knowledge knowledg e

Valid


Perc Percent ent 4 .0

Vali Valid d Perce Percent nt 4 .0


5

1 0.0

10.0

14.0

fair

18

36 .0

36 .0

50.0

poor

18

36 .0

36 .0

86.0

moderate

5

1 0.0

10.0

96.0

6.00

2

4 .0

4 .0

100 .0

Total

50

10 0.0

1 00.0

excellent very good

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rate the representative on having knowledge 20

10

y c n e u q e r F

0 excellent

very good

fair

poor

moderate

6.00

rate the representati representative ve on having knowledge

To rate the representative on the knowledge that they possessed: •

4% of the customers rated them excellent on this trait

•

10% of the customers rated them as very good on this trait

•

36% of the customers rated them as fair on this trait

•

36% of the customers rated them as poor on this trait

•

10% of the customers rated them as moderate on this trait

Diagram no.7 waiting period before speaking to the representative

Freque requenc ncy y Valid

was taken care immediately

Perc Percen entt

Vali Valid d Perc Percen entt

Cumulative Percent

8

16.0

16.0

16 .0

within 5-10 minutes

21

42.0

42.0

58 .0

more than 10 minutes

16

32.0

32.0

90 .0

5

10.0

10.0

1 00.0

50

100.0

100.0

not taken care of Total

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waiting period before speaking to the representative 30

20


0 was taken care immed

more than 10 minutes

within 5-10 minutes

not taken care of

waiting period before speaking to the representative

To the question on the waiting period before getting to speak to the representative: •

16% of the customers said that their queries were taken care of immediately

•

42% of the customers said that their queries were taken care of in 5-10 mins

•

32% of the customers said that their queries were taken care of after 10 mins

•

10% of the customers said that their queries were not taken care of

Diagram no.8

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BHARAT SANCHAR NIGAM LIMITED (BSNL) time taken to solve the problem

Valid

Pe r c e n t 20 .0

between 2-3 2-3 days

18

36 .0

36 .0

5 6 .0

between 3-5 days

15

30 .0

30 .0

8 6 .0

more than than a week

5

1 0 .0

1 0 .0

9 6 .0

the prob lem is still resolved

1

2.0

2.0

9 8 .0

8.00

1

2.0

2.0

1 0 0 .0

Total

50

1 0 0 .0

1 0 0 .0

immediately resolved

Va lid Pe r ce n t 20 .0


Fr e q u e n cy 10

time taken to solve the problem 20

10

y c n e u q e r F

0 immediately r esolved

between 3-5 days

between 2-3 days

the problem is still

more than a week

8.00

time taken taken to s olve the problem

To the question on the time taken to solve their query by the representative: •

20% of the customers said that their query was immediately resolved

•

36% of the customers said that their query was resolved in 2-3 days

•

30% of the customers said that their query was resolved in 3-5 days

•

10% of the customers said that their query was resolved after a week

•

2% of the customers said that their query was yet to be resolved

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Diagram no.9 would you lik e to reta retain in the serv ices

Valid

Fr e q ue ncy 29

Per cen t 58 .0

Valid Pe r cen t 58 .0


20

40 .0

40 .0

9 8.0

9.00

1

2.0

2.0

10 0.0

Total

50

1 00 .0

1 0 0.0

yes no

would you like to reta re tain in the the services s ervices 40

30

20

y c n e u q e r F

10

0 yes

no

9.00

would yo u like like to retain the services

To the question on whether the customers would want to continue with the services of the company: •

58% of the customers said yes

•

40% of the customers said no

•

2% of the customers were not sure

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Diagram no.10 would y ou recommend recommend the BSNL products & servces to others others

Valid



Vali Valid d Perc Percen entt 60.0


no

20

40.0

40.0

100.0

Total

50

10 0.0

1 00.0

yes

would ldyoure recommendth theBSNLproducts ts &serv rvces tooth thers 40

30

20

y c n 10 e u q e r F 0 yes

no

woulld dyoure recommendtheBSNLproducts ts&serv rvce cesto tooth thers

To the question if the customers would like to recommend the products and services to others: •

60 % said they would

•

40% said they would not

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Diagram no.11 i believe BSNL deserves my loyalty

Valid





no

20

40.0

40 .0

10 0.0

Total

50

1 00 .0

1 00 .0

yes

i believe BSNL deserves my loyalty 40

30

20

y c n e u q e r F

10

0 yes

no

i believe believe BSNL deserves deserves my loyalty

To the question whether the customer felt that they felt that BSNL deserves their loyalty: •

60% said yes

•

40% said no

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Diagram no.12 my loyalty to BSNL has grown stronger over the past years

Valid





no

23

46.0

46 .0

10 0.0

Total

50

1 00 .0

1 00 .0

yes

my loyalty loyalty to BSNL has has grown stronger stronger over the past years 30

20


0 yes

no

my loyalty to BSNL has grown stronger over the past years

The last question in the survey amongst the customers was whether their loyalty to BSNL had grown stronger to which the response was as follows: •

54% of the customers agreed

•

46% of the customers disagreed

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Data analysis (Job satisfaction survey) Diagram no.1 fair fair amount amount paid for the work done

Valid

Freq Freque uenc ncy y 6


Vali Valid d Perc Percent ent 12.0


disagree slightly

1

2.0

2.0

14.0

agree slightly

4

8.0

8 .0

22.0

agree moderately moderately

17

34.0

34.0

56.0

agree very much

22

44.0

44.0

1 00.0

Total

50

100 .0

1 00 .0

disagree very much

fair amount paid for the work done

agree very much disagree very much disagree slightly agree sligh sligh tly

agree moderately

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In the employee survey on their job satisfaction, the first question was the fairness of the salary paid to which the employees replied as follows: •

12% of the employees disagreed very much

•

2% of the employees disagreed slightly

•

8% of the employees agreed slightly

•

34% of the employees agreed moderately

•

44% of the employees agreed very much

Diagram no.2 little chance for promotion

Valid

Pe r ce n t 1 8 .0

disagree moderately moderately

9

1 8 .0

1 8 .0

36 .0

disagree slightly

5

1 0 .0

1 0 .0

4 6 .0

agree slightly

8

1 6 .0

1 6 .0

6 2.0


10

20 .0

20 .0

8 2.0

agree very much

9

1 8 .0

1 8 .0

1 0 0 .0

50

1 0 0 .0

1 0 0 .0

disagree very much

Total

BABASAB PATIL

Va lid Pe r ce n t 1 8 .0

Cumulative Percent 1 8 .0

Fr e q u e n c y 9

48


little chance for promotion agree very much

disagree very much

disagree moderately agree moderately

disagree slightly agree agree slightl y

To the question on whether they felt if there was little chance for promotion: •


•

18% of the employees disagreed moderately

•


•


•


•


Diagram no.3

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BHARAT SANCHAR NIGAM LIMITED (BSNL) supervisor is competent in doing his job

Valid

Fr eq ue ncy 3

Per ce nt 6 .0

Valid Per ce n t 6.0


2

4 .0

4.0

1 0.0


19

38 .0

38.0

4 8.0

agree very much

26

52.0

52.0

1 0 0.0

Total

50

1 00 .0

10 0.0

disagree slightly agree slightly slightly

supervisor is competent in doing his job disagree disagree slightl y agree slightly

agree very much


On whether they felt if the supervisor is competent in doing his job, the following was the response: 6% of the employees disagreed slightly •

•


•


•


BABASAB PATIL

50


Diagram no.4 not satisfied satisfied with w ith the benifits benifits i receive

Valid

Frequ Frequenc ency y 30

Perc Percent ent 6 0.0

Vali Valid d Perc Percent ent 6 0.0



5

1 0.0

1 0.0

7 0.0

disagree slightly slightly

3

6.0

6.0

7 6.0

agree slightly slightly

4

8.0

8.0

8 4.0

agree moderately

5

1 0.0

1 0.0

9 4.0

agree very much

3

6.0

6.0

10 0.0

50

10 0.0

1 00 .0

disagree very much

Total

not satisfied with the benifits i receive

agree very much agree moderately moderately

agree sli sli ghtly

disagree disagree slightl y disagree very much disagree moderately moderately

On whether they were satisfied with the benefits they received: •


•


•


•


•


BABASAB PATIL

51



Diagram no.5 rules restrict from doing a good job

Valid


Perc Percent ent 20.0




5

1 0.0

1 0.0

30.0


8

1 6.0

1 6.0

4 6.0


9

1 8.0

1 8.0

6 4.0

agree moderately

7

1 4.0

1 4.0

7 8.0

agree very much

11

22.0

22.0

10 0.0

Total

50

10 0.0

1 00 .0

disagree very much

rules restrict from doing a good job agree very much

disagree very much

disagree moderately


disagree slightly agree sligh sligh tly

If whether the rules were restricting them from doing a good job: •


•


•


•


BABASAB PATIL

52



•


Diagram no.6 i like the people i work with

Valid

Pe r ce n t 4 .0

agree modera tely tely

19

38 .0

38 .0

4 2.0

agree very much

29

5 8 .0

5 8 .0

1 0 0 .0

Total

50

1 0 0 .0

1 0 0 .0

agree slightly



Fr e q u e n cy 2

i like the people i work with

agree slightly slightl y

agree moderately

agree very much

To the question whether the employees liked the people they worked with: •


•


•


BABASAB PATIL

53


Diagram no.7 i sometime feel my job is meaningless

Valid

Frequ requen ency cy 42

Perc Percen entt 84 .0

Vali Valid d Percen ercentt 84 .0


disagree moderately

3

6 .0

6 .0

90 .0


3

6 .0

6 .0

96 .0

agree moderately

2

4 .0

4 .0

1 00 .0

50

1 00 .0

1 00 .0

disagree very much

Total

i sometime feel my job is meaningless agree moderately agree slightly disagree moderately

disagree very much

To the question if the employees sometimes find their job meaningless:

BABASAB PATIL

54



•


•


•


Diagram no.8 communication is good within the organisation

Valid






3

6.0

6.0

8.0


2

4.0

4.0

1 2.0


2

4.0

4.0

1 6.0

agree moderately

19

38.0

38.0

5 4.0

agree very much

23

4 6.0

4 6.0

10 0.0

Total

50

10 0.0

1 00 .0

disagree very much

communication is good within the organisation disagree very much disagree moderately agree very much

disagree slightly agree slightly

agree moderately

To the question whether the internal communication of the organization was good:

BABASAB PATIL

55



•


•


•


•


•


Diagram no.9 raises r too few and far between

Valid






1

2.0

2.0

1 0.0


9

1 8.0

1 8.0

28.0


8

1 6.0

1 6.0

4 4.0

agree moderately

16

32.0

32.0

7 6.0

agree very much

12

24.0

24.0

10 0.0

Total

50

10 0.0

1 00 .0

disagree very much

raises r too few and far between

disagree very much disagree moderately agree very much

disagree disagree slightl y

agree slightl y agree moderately

BABASAB PATIL

56

BHARAT SANCHAR NIGAM LIMITED (BSNL) To the question on whether the raises are too few and far between: •


•


•


•


•


•


Diagram no.10 fair jobs, fair promotions

Valid






4

8.0

8.0

4 0.0


8

1 6.0

1 6.0

5 6.0


5

1 0.0

1 0.0

6 6.0

10

20.0

20.0

8 6.0

7

1 4.0

1 4.0

10 0.0

50

10 0.0

1 00 .0

disagree very much

agree moderately agree very much Total

BABASAB PATIL

57


fair jobs, fair promotions

agree very much

disagree very much

agree moderately

disagree moderately agree slightly disagree slightly

To the question on fair job, fair promotion: •


•


•


•


•


•


Diagram no.11 supervisor unfair to me

Valid


Perc Percen entt 88 .0

Vali Valid d Perc Percen entt 88 .0


disagree moderately

4

8 .0

8 .0

96 .0

agree modera tely

2

4 .0

4 .0

1 00 .0

50

1 00 .0

1 00 .0

disagree very much

Total

BABASAB PATIL

58


supervisor unfair to me agree moderately moderately disagree moderately moderately

disagree very much

Whether the supervisor was unfair to the employee: •


•


•


Diagram no.12

BABASAB PATIL

59

BHARAT SANCHAR NIGAM LIMITED (BSNL) benefits are good compaired to other organisation

Valid

Fr e q u e n cy 2

Pe r ce n t 4 .0

Va lid Pe r c e n t 4 .0



7

1 4 .0

1 4 .0

1 8 .0

disagree slightly

3

6 .0

6 .0

24 .0

agree slightly

11

22.0

22.0

4 6 .0


10

20 .0

20 .0

6 6 .0

agree very much

17

34 .0

34 .0

1 0 0 .0

Total

50

1 0 0 .0

1 0 0 .0

disagree very much

benefits are good compaired to other organisation

disagree very much disagree moderately moderately agree very much disagree disagree slightl y

agree sligh sligh tly

agree moderately

To the question on whether the benefits are good compared to other organizations: •


•


•


•


•


•


BABASAB PATIL

60


Diagram no.13 my work not appreciated

Valid

Fr e q u e n cy 16

Pe r ce n t 32.0

Va lid Pe r c e n t 32.0



8

1 6 .0

1 6 .0

4 8 .0

disagree slightly

7

1 4 .0

1 4 .0

6 2.0

agree slightly

6

1 2.0

1 2.0

7 4 .0


8

1 6 .0

1 6 .0

9 0 .0

agree very much

5

1 0 .0

1 0 .0

1 0 0 .0

50

1 0 0 .0

1 0 0 .0

disagree very much

Total

my work not appreciated

agree very much

disagree very much agree moderately


disagree moderately disagree disagree slightl y

On whether the work of the employee was being appreciated: •


•


•


•


•


•


BABASAB PATIL

61


Diagram no.14 the efforts of my job are blocked by red tape

Valid

Fr e q u e n cy 27

Pe r ce n t 5 4 .0

Va lid Pe r c e n t 5 4 .0



9

1 8 .0

1 8 .0

7 2.0

disagree slightly

7

1 4 .0

1 4 .0

8 6 .0

agree slightly

1

2.0

2.0

8 8 .0


3

6 .0

6 .0

9 4 .0

agree very much

3

6 .0

6 .0

1 0 0 .0

50

1 0 0 .0

1 0 0 .0

disagree very much

Total

the efforts of my job are blocked by red tape agree very much agree moderately agree agree slightl y

disagree slightly

disagree very much

disagree moderately

On whether the efforts of the job of the employee are blocked by red tape: •


•


•


BABASAB PATIL

62



•


•


Diagram no.15

incompetence of other people makes me work harder

Valid






8

1 6.0

1 6.0

5 0.0


7

1 4.0

1 4.0

6 4.0


5

1 0.0

1 0.0

7 4.0

agree moderately

7

1 4.0

1 4.0

8 8.0

agree very much

6

12.0

1 2.0

10 0.0

50

10 0.0

1 00 .0

disagree very much

Total

incompetence of other people makes me work harder

agree very much

disagree very much agree moderately

agree agree slightl y

disagree slightly

disagree moderately

On whether the incompetence of the other people makes the employee work harder: •


•


BABASAB PATIL

63



•


•


•


Diagram no.16 the goals of this org are not clear to me

Valid






3

6.0

6.0

7 8.0


4

8.0

8.0

8 6.0


3

6.0

6.0

9 2.0

agree moderately

3

6.0

6.0

9 8.0

agree very much

1

2.0

2.0

10 0.0

50

10 0.0

1 00 .0

disagree very much

Total

the goals of this org are not clear to me agree very much agree moderately agree slightly

disagree slightly

disagree moderately

disagree disagree very much

On the question whether the goals of the organization are clear to the employee:

BABASAB PATIL

64



•


•


•


•


•


Diagram no.17 people get ahead as fast here as they do in other places

Valid






9

1 8.0

1 8.0

34.0


5

1 0.0

1 0.0

4 4.0

17

34.0

34.0

7 8.0

agree moderately

8

1 6.0

1 6.0

9 4.0

agree very much

3

6.0

6.0

10 0.0

50

10 0.0

1 00 .0

disagree very much


Total

eople get ahead as fast here as they do in other places

agree very much disagree very much agree moderately

disagree moderately

a g re e sl i g h tl y

BABASAB PATIL

d i sa g ree sli g h tl y

65

BHARAT SANCHAR NIGAM LIMITED (BSNL) On whether growth prospects are as good as it is in other places: •


•


•


•


•


•


Diagram no.18 my su pervi pervisor sor sh ows too little little interest in the feeling feeling s of the sub

Valid






4

8.0

8.0

6 8.0


6

12.0

1 2.0

8 0.0


6

12.0

1 2.0

9 2.0

agree moderately

3

6.0

6.0

9 8.0

agree very much

1

2.0

2.0

10 0.0

50

10 0.0

1 00 .0

disagree very much

Total

BABASAB PATIL

66


upervisor shows too little interest in the feelings of the su agree very much agree moderately

agree slightly

disagree slightly disagree very much

disagree moderately

On the question of the supervisor showing too little feelings for others: •


•


•


•


•


•


Diagram no.19

BABASAB PATIL

67

BHARAT SANCHAR NIGAM LIMITED (BSNL) the benefits package we have is equitable

Valid






1

2.0

2.0

1 0.0


7

1 4.0

1 4.0

24.0


9

1 8.0

1 8.0

4 2.0

agree moderately

16

32.0

32.0

7 4.0

agree very much

13

26.0

26.0

10 0.0

Total

50

10 0.0

1 00 .0

disagree very much

the benefits package we have is equitable

disagree very much disagree moderately agree very much disagree slightly


agree moderately

On the question whether the benefits package is equitable: •


•


•


•


•


•


Diagram no.20

BABASAB PATIL

68


there r few rewards for those who work here

Valid






3

6.0

6.0

20.0


9

1 8.0

1 8.0

38.0


8

1 6.0

1 6.0

5 4.0

agree moderately

10

20.0

20.0

7 4.0

agree very much

13

26.0

26.0

10 0.0

Total

50

10 0.0

1 00 .0

disagree very much

there there r few rewards for those those who work here

disagree very much agree very much disagree moderately

disagree disagree sligh tly

agree moderately

agree slightl slightl y

On the question if there are few rewards for the employees: •


•


•


•


•


•


BABASAB PATIL

69


Diagram no.21 i have too much to do at work

Valid

Fr e q u e n c y 4

Pe r ce n t 8 .0


4

8 .0

8 .0

1 6 .0

disagree slightly

5

1 0 .0

1 0 .0

26 .0

agree slightly

11

22.0

22.0

4 8 .0


14

28 .0

28 .0

7 6 .0

agree very much

12

24 .0

24 .0

1 0 0 .0

Total

50

1 0 0 .0

1 0 0 .0

disagree very much



i have too much to do at work

disagree very much agree very much

disagree moderately

disagree disagree slightl y

agree moderately


On whether the employees have too much work to do: •


•


•


•


•


BABASAB PATIL

70



Diagram no.22 i enjoy my coworkers

Valid



Valid alid Perc Percen entt 2.0


5

10 .0

1 0 .0

1 2.0

agree moderately

13

26 .0

26.0

38.0

agree very much

31

62.0

62.0

1 0 0.0

Total

50

1 00 .0

10 0 .0

disagree slightly slightly agree slightly slightly

i enjoy my coworkers disagree slightly agree agree slightl y

agree moderately

agree very much

On the enjoyment with coworkers: •


•


BABASAB PATIL

71



•


Diagram no.23 i often often feel feel that i donot know what is g oing on with the org

Valid






5

1 0.0

1 0.0

5 6.0


4

8.0

8.0

6 4.0


9

1 8.0

1 8.0

8 2.0

agree moderately

4

8.0

8.0

9 0.0

agree very much

5

1 0.0

1 0.0

10 0.0

50

10 0.0

1 00 .0

disagree very much

Total

ften feel that i donot know what is going on with the org

agree very much agree moderately

disagree very much agree slightly

disagree slightly disagree moderately

On the feeling that the employee may have that he does not know what is going on in the organization: •


•


BABASAB PATIL

72



•


•


•


Diagram no.24 i feel feel a sense of pride pride in doing my job

Valid

Fr e q u e n cy 1

Pe r c e n t 2.0

Va lid Pe Pe r ce n t 2.0


agree slightly

5

1 0 .0

1 0 .0

1 2.0


9

1 8 .0

1 8 .0

30 .0

agree very much

35

7 0 .0

7 0 .0

1 0 0 .0

Total

50

1 0 0 .0

1 0 0 .0

disagree very much

i feel a sense of pride in doing my job disagree very much agree slightly

agree moderatel moderately y

agree very much

On whether the employees feel a sense of pride in doing the job: •


BABASAB PATIL

73



•


•


Diagram no.25 i feel feel sat s atisfied isfied with my chances for salary salary incr eases eases

Valid

Freq Frequen uency cy 1





2

4.0

4.0

6.0


2

4.0

4.0

1 0.0

agree slightly

7

14 .0

1 4.0

24 .0


9

18 .0

1 8.0

42.0

agree very much

29

58 .0

5 8.0

100.0

Total

50

100 .0

1 00.0

disagree very much

i feel satisfied with my chances for salary increases disagree very much disagree moderately disagree slightly

agree slightly


BABASAB PATIL

74

BHARAT SANCHAR NIGAM LIMITED (BSNL) On feeling satisfied for the chances of increasing the salary: •


•


•


•


•


•


Diagram no.26 i like my supervisor

Valid






2

4.0

4.0

6.0


1

2.0

2.0

8.0

agree slightly

3

6.0

6.0

1 4.0


12

24.0

24 .0

38 .0

agree very much

31

62.0

62.0

100.0

Total

50

100 .0

1 00.0

disagree very much

BABASAB PATIL

75


i like my supervisor disagree very much disagree moderately disagree slightly agree slightly

agree moderately agree very much

On whether the employee likes his supervisor: •


•


•


•


•


•


Diagram no.27 i have too much paper work

Valid





4

8 .0

8.0

30 .0


11

22.0

22.0

52.0


10

20.0

20.0

72.0


7

14 .0

14.0

86 .0

agree very much

7

14 .0

14.0

100 .0

50

1 00 .0

1 00 .0

disagree very much disagree moderately moderately

Total

BABASAB PATIL

76


i have too much paper work

agree very much disagree very much

agree moderately

disagree moderately

agree sli sli ghtly disagree disagree slightl y

On whether the employees have too much paper work: •


•


•


•


•


•


Diagram no.28

BABASAB PATIL

77

BHARAT SANCHAR NIGAM LIMITED (BSNL) i dont d ont feel feel my efforts efforts r rewarded the way they s hould be

Valid






9

1 8.0

1 8.0

4 4.0


3

6.0

6.0

5 0.0

14

28.0

28.0

7 8.0

agree moderately

8

1 6.0

1 6.0

9 4.0

agree very much

3

6.0

6.0

10 0.0

50

10 0.0

1 00 .0

disagree very much


Total

dont feel my efforts r rewarded the way they should be

agree very much

agree m oderately oderately

agree slightly

disagree very much

disagree m oderately oderately

disagree slightly

On whether the employees feel that they are not rewarded the way they should: •


•


•


•


•


•


BABASAB PATIL

78


Diagram no.29 im satisfied satisfied with my ch ances for promotion promotion

Valid

Fr e q u e n cy 8

Pe r ce n t 1 6 .0

disagree modera tely

4

8 .0

8 .0

24 .0

disagree slightly

3

6 .0

6 .0

30 .0

agree slightly

8

1 6 .0

1 6 .0

4 6 .0


9

1 8 .0

1 8 .0

6 4 .0

17

34 .0

34 .0

9 8 .0

1

2.0

2.0

1 0 0 .0

50

1 0 0 .0

1 0 0 .0

disagree very much

agree very much 61.00 Total

Va l i d Pe r c e n t 1 6 .0


im satisfied with my chances for promotion

61.00 disagree very much

agree very much

disagree moderately

disagree slightly

agree sligh sligh tly agree moderately

On whether the employees is satisfied with his chances for promotion: •


•


•


•


•


BABASAB PATIL

79



Diagram no.30 ther is too much bickering and fighting at work

Valid



Vali Valid d Perce Percent nt 7 2.0



4

8.0

8.0

80.0


5

1 0.0

1 0.0

90.0

agree slightly

2

4.0

4.0

94.0


3

6.0

6.0

100.0

50

100.0

1 00 .0

disagree very much

Total

ther is too much bickering and fighting at work agree moderately agree agree sligh tly disagree slightly disagree moderately

disagree very much

On whether there is too much bickering and fighting at work: •


•


•


•


BABASAB PATIL

80



Diagram no.31 work assignments are not fully explained

Valid






3

6.0

6.0

5 6.0


5

1 0.0

1 0.0

6 6.0


6

12.0

1 2.0

7 8.0

agree moderately

9

1 8.0

1 8.0

9 6.0

agree very much

2

4.0

4.0

10 0.0

50

10 0.0

1 00 .0

disagree very much

Total

work assignments are not fully explained


disagree very much agree slightly

disagree disagree slightl y disagree moderately

On whether the work assignments are not fully explained: •


•


•


BABASAB PATIL

81



•


•


Diagram no.32 i receive recognition for good job

Valid


Perc ercent ent 4 .0

Vali alid Perc ercent ent 4.0


disagree moderately

2

4 .0

4.0

8.0

disagree slightly

8

16 .0

16.0

24 .0

agree slightly

11

22.0

22.0

46.0

agree moderately

15

30 .0

30.0

76.0

agree very much much

12

24 .0

24.0

100 .0

Total

50

100 .0

100.0

disagree very much

i receive rec eive recogn reco gnit ition ion for good job disagree very much disagree moderately agree very much disagree slightly

agree slightly agree moderatel moderately y

On whether the employees receive recognition for a good job: •


•


BABASAB PATIL

82



•


•


•


Diagram no.33 i like doing the things i do at work

Valid

Freq uen cy 6

Pe rcent 12.0

Valid Percent 12.0


disagree modera tely tely

1

2.0

2.0

14.0


2

4.0

4.0

18.0


5

10.0

10.0

28.0

agree modera tely tely

9

18.0

18.0

46.0

agree very much

27

54.0

54.0

100.0

Total

50

100.0

10 0.0

disagree very much

i like doing the things i do at work

disagree very much disagree moderately disagree slightly

agree slightly

agree very much

agree moderately

On whether the employees like doing the things they do at work: •


•


BABASAB PATIL

83



•


•


•


Diagram no.34 pay makes me feel unappeciated

Valid


Perc Percen entt 5 4.0

Vali Valid d Perce ercent nt 5 4.0


disagree modera tely

9

1 8.0

1 8.0

72.0


7

1 4.0

1 4.0

86.0


4

8.0

8.0

94.0


2

4.0

4.0

98.0

agree very much

1

2.0

2.0

100.0

50

100 .0

10 0.0

disagree very much

Total

pay makes makes me feel unappeciated agree very much agree moderately agree sligh sligh tly

disagree slightly

disagree very much

disagree moderately

On whether the employees feel that the pay makes them feel unappreciated:

BABASAB PATIL

84



•


•


•


•


•


Diagram no.35 ther r benefits we do not have which we should have

Valid

Fr eq ue n cy 13

Pe r c e n t 26 .0

Va lid Per cent 26 .0



4

8 .0

8.0

34.0

disagree slightly

9

18 .0

1 8.0

52.0

agree slightly

11

22.0

22.0

7 4.0


10

20 .0

20 .0

9 4.0

3

6 .0

6.0

10 0 .0

50

1 00 .0

1 00 .0

disagree very much

agree very much Total

ther r benefits we do not have which we should have

agree very much disagree very much agree moderately


agree slightl slightl y disagree disagree slightl y

BABASAB PATIL

85

BHARAT SANCHAR NIGAM LIMITED (BSNL) On whether the employees feel that there should be more benefits: •


•


•


•


•


•


Diagram no.36 my job is enjoyable

Valid

Fre qu en cy 2

Pe r c e n t 4.0

Valid Per cent 4.0


disagree slightly

2

4.0

4.0

8 .0

agree slightly

5

1 0.0

1 0.0

18 .0


12

24 .0

24.0

42.0

agree very much

29

5 8.0

5 8.0

100 .0

Total

50

10 0.0

10 0.0

disagree moderately

BABASAB PATIL

86


my job is enjoyable disagree moderately disagree slightly agree slightly

agree very much


On whether the employees enjoy their work: •


•


•


•


•


FINDINGS

The Public sector View Point 

Public sectors have now understood the need for change & have been working for managing change in their organization.



There is a sturdy war between the private and public telecommunication industry for capturing a major share in the market.

BABASAB PATIL

87


Insufficient ad campaigns are still one of the major concerns of the public sector undertakings.

The Customer View Point 

A small portion of the total population (i.e.20%) have been using the services of BSNL for a very long duration.



BSNL has around 44% of the total customer satisfied with the services, but most of the customers are moderately satisfied with their services.



The customer are dissatisfied with the services primarily due to billing error, high cost, and poor customer care services.



Customers like to stay with BSNL to be associated with their strong brand name, but at the same time they are dissatisfied dissatisfied with the quality quality of service provided by BSNL.

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BSNL has around 60% loyal customers, but this loyalty has not been growing over the period, thus BSNL must plan good strategies in order to grow in the minds of their customers.



Customers are dissatisfied with the behavior of the customer care executives.



BSNL brand name is very strong as it has been in the market for more than 50 years. Therefore customers have the awareness of the brand.

The BSNL Employee Employee View View Point Point 

44% of the total employees agree that they’re paid fair enough for their jobs.



The average age of the employees working at BSNL is above 40



These employees are incompetent and are unwilling to take up excess pressure.

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52% of the employees agree on having competent supervisor who help them in performing performing their jobs effectively effectively as they show interest and support them in doing the work.



60% of the employees are satisfied with the benefits that they receive.



Employees often feel that their attempt to do a good job has often been restricted with rules and regulations of the organization.



A good working environment is created, as most of the employees are comfortable comfortable with their co-workers.



Employees feel that their jobs are well explained and most of them are clear as to what one needs to do in the organization.

And finall finallyy the Force field analysis analysis View View Point Point 

Current level: No.1 Telecommunication Company in India



Desired level: To become To become the the largest largest telecom telecom Service Service Provider Provider in Asia. Asia.



The study illustrated number of driving & restraining forces to the change process that has been listed below. These forces are rated from number 1-5 (5-very strong, 4-strong, 3-some what strong, 2-weak, 1-very weak).



The degree of restraining forces can be abridged with the help of the suggestions made in the study.

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Driving forces

(+)

s e c r o F g n i t s i s e R

s r e s u n o i t a c i n u m m o c e l e t n i h t w o r G ) 5 (

) (

Traditional method of working (4)

e r u s s e r p ’ s r o t i t e p m o C ) 5 (

Improvement in quality of service (4)

s r o t i t e p m o c r e h t o y b d e d i v o r p t s o c w o L ) 4 (

Increased cost due to wasteful activities (3)

r e m o t s u c e h t f o s d n a m e d g n i g n a h C ) 3 (

Clarity of service is low (2)

r e m o t s u c e h t f o n o i t c a f s i t a s s i D ) 4 (

w o r g o t y t i c a p a C ) 3 (

s e e y o l p m e l l a o t y t i r u c e s b o J ) 3 (

Plan:

NO1. Telecommu nication Company in India

y g o l o n h c e t n i e g n a h c d i p a R ) 5 (

Absence of right manpower, centralization (3) authority

Poor work environment, centralized authority (4)

Unproductive manpower, compensation recruitment (3)

Average workforce above 40 (3)

n i s a e r c n I e c u d e r o t e v i r D e r u t i d n e p x e g ) 4 (

Lethargic work force (4)

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Evade training programs due to excess (3) (3) ((((((((999((3)work

pressure

m a r g o r p g n i n i a r t e c n a v d a f o y t i l i b a l i a v A ) 2 (

e e y o l p m e d i a p l l e W ) 2 (

Employees feel that their growth is limited (2)

SUGGESTIONS 1. Trai Train n the the exis existi ting ng empl employ oyee ee to adop adoptt to new new tech techno nolo logy gy & make make them them mo more re competitive to face the current market situation 2. Recruit Recruit fresh candidate candidatess so as to to generate generate new ideas ideas & working working techniques techniques in order to improve the productivity of the employees. 3. Redesign Redesign jobs, set rational rational & achievable achievable targets targets for each each employee, employee, which which would in in turn help in achieving the organizational goals. 4. Implem Implement ent discipli discipline ne in the organizat organization ion by imposing imposing - dress code, code, swipe swipe cards, cards, professional professional demeanor demeanor as as done in other competit competitor’s or’s organizatio organization. n. 5. Encourage Encourage new working working technique techniquess by inducing inducing Japanese Japanese operatio operational nal styles styles such such as TQM, Kaizen, Quality audit, 5-S etc. 6. En Encou coura rage ge Qual Quality ity circle circless with within in the the orga organiz nizat ation ion that can help help in bring bringing ing the employee together to solve problems related to the work. 7. Endow Endow the employees employees with better better infrastr infrastructu ucture re that will facilita facilitate te in providin providing g better working working conditions conditions,, which would would build build up employee’s employee’s morale. morale.

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BHARAT SANCHAR NIGAM LIMITED (BSNL) 8. Implem Implement ent rewards rewards and apprec appreciat iation ion to the employee employeess who have worked worked hard and brought in remarkable remarkable improveme improvement nt in the organizat organization ion 9. To consult consult an Organiz Organization ation Development Development practitioner practitioner frequentl frequently y who would would help in managing the change effectively. 10. Provide additional additional incentive incentive to the basic salary that would promote promote employees to put in extra extra efforts efforts in perform performing ing their their job.

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CONCLUSION Although the management at Bharat Sanchar Nigam Limited has been managing the change right from the beginning, there has been no adequate momentum to face the present day challenges. The reason could be the magnitude of the administrative system, workforce involved and possibly the interferences from the political angle. Therefore there is not only a need for a tremendous planning but also vigorous implementation to achieve the desired results.

The survey conducted in the study with the help of questionnaire coupled with the personal interviews with the employees and customer of Bharat Sanchar Nigam Limited has helped in understanding the actual problem prevailing in the organization thereby proclaiming a platform platform for the the application application of the force field analysis analysis theory. theory.

The Force field analysis used at Bharat Sanchar Nigam Limited has enabled to identify the driving forces and resisting forces; the degree of restraining forces can be abridged with the help of the suggestions made in the study. In this way difficulty in implementing a change can be assessed and plans for overcoming barriers barriers to change can be developed. developed.

BSNL is yet to en-cash the potential youth population that has been very well attracted by Hutch (now Vodafone). The strategy of Hutch is that once a student takes a connection with them, he will continue to use the services even when he enters the corporate world simply because he finds it difficult to change his number. The Hutch was clearly evident in their aggressive campaign to promote the brand amongst the youth. BSNL is yet to enter this hugely potential market.

BSNL has the best network connecting even the far untouched villages where the private players are diffident diffident of entering entering those areas areas due to to lack of awarene awareness ss and the the fear of failure failure..

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REFERENCE

Bibliography

Behavioral processes in organization by Uday Pareek, T.V. Rao, D.M. Pestonjee Published by Oxford & IBH Publishing Co. PVT. LTD.-2005 PP 260-269 Management of organizational change by K. Harigopal Published by Response Books – A division of Sage Publication India Pvt. Ltd. PP 93-127 Total Quality Management by Poornima M.Charantimath Published by Pearson Education Pvt. Ltd.- 2004 P 5, 36, 233

Websites:

http://www.bsnl.co.in/ http://en.wikipedia.org/wiki/Change_Management_(ITIL)) http://en.wikipedia.org/wiki/Change_Management_(ITIL http://searchcio-midmarket.techtarget.com/sDefinition/0,,sid183_gci799426,00.html http://dictionary.bnet.com/definition/change+management.html http://www.indiana.edu/~change/defofchange.html http://www.accel-team.com/techniques/force_field_analysis.html http://www.valuebasedmanagement.net/methods_lewin_force_field_analysis.html http://www.ifm.eng.cam.ac.uk/dstools/represent/forcef.html http://www.iied.org/NR/agbioliv/pla_notes/documents/plan_03604.PDF

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ANNEXURE

JOB SATISFACTION SURVEY Paul E. Spector Department of Psychology University of South Florida Copyright Paul E. Spector 1994, All rights reserved .

PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION

THAT

COMES

CLOSEST

REFLECTING YOUR OPINION

TO

h c u m y r e v e e r g a s i D

ABOUT IT. y l e t a r e d o m e e r g a s i D

y l t h g i l s e e r g a s i D

y l t h g i l s e e r g A

y l e t a r e d o m e e r g A

h c u m y r e v e e r g A

1

I feel I am being paid a fair amount for the work I do.

BABASAB PATIL

1

2

3 4

5

6

95

BHARAT SANCHAR NIGAM LIMITED (BSNL) 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

There is really too little chance for promotion on my job. My supervisor is quite competent in doing his/her job. I am not satisfied with the benefits I receive. When When I do a good good job, job, I rece receiive the recog ecogni nittion ion for it that hat I shou shoulld recei eceive ve.. Many of our rules and procedures make doing a good job difficult. I like the people I work with. I sometimes feel my job is meaningless. Communications seem good within this organization. Raises are too few and far between. Those who do well on the job stand a fair chance of being promoted. My supervisor is unfair to me. The The benef enefiits we recei eceive ve are as good as most other her organ ganization tionss offer. er. I do not feel that the work I do is appreciated. My efforts to do a good job are seldom blocked by red tape. I find find I hav havee to wor work k hard harder er at at my job job bec becau ause se of of the the inco incomp mpet eten ence ce of of

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5 5 5 5

6 6 6 6 6 6 6 6 6 6 6 6 6 6 6

17 18

people I work with. I like doing the things I do at work. The goals of this organization are not clear to me.

1 1

2 2

3 3

4 5 4 5

6 6

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PLEA PLEASE SE CIRC CIRCLE LE THE THE ONE ONE NUMB NUMBER ER FOR FOR EACH EACH QUESTION THAT COMES CLOSEST TO REFLECTING YOUR OPINION

h u c m y r e v e e r g a s i D

ABOUT IT. Copyright Paul E. Spector 1994, All rights reserved .

y l e t a r e d o m e e r g a s i D

y l t h g i l s e e r g a s i D

y l t h g i l s e e r g A

y l e t a r e d o m e e r g A

h c u m y r e v e e r g A

19

I feel unappreciated by the organization when I think about what they pay

1

2

3

4

5

6

20 21 22 23 24 25 26 27 28 29 30 31

me. Peopl Peoplee get ahead ahead as fast fast here here as they they do in other other plac places. es. My sup superv ervisor show hows too lit little interes erestt in the feel eelings of subor bordinates. es. The benefit package we have is equitable. There are few rewards for those who work here. I have too much to do at work. I enjoy my coworkers. I often feel that I do not know what is going on with the organization. I feel a sense of pride in doing my job. I feel satisfied with my chances for salary increases. There are benefits we do not have which we should have. I like my supervisor. I have too much paperwork.

1 1 1 1 1 1 1 1 1 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2

3 3 3 3 3 3 3 3 3 3 3 3

4 4 4 4 4 4 4 4 4 4 4 4

5 5 5 5 5 5 5 5 5 5 5 5

6 6 6 6 6 6 6 6 6 6 6 6

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BHARAT SANCHAR NIGAM LIMITED (BSNL) 32 33 34 35 36

I don't feel my efforts are rewarded the way they should be. I am sati satisf sfie ied d with with my chan chance cess for for prom promot otio ion. n. There is too much bickering and fighting at work. My job is enjoyable. Work assignments are not fully explained.

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2 2 2 2 2

3 4 5 3 4 5 3 4 5 3 4 5 3 4 5

98

6 6 6 6 6

A Project Report on Change Management in the Public Sector at BSNL

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