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

7/31/2019 A Project Report on Change Management in the Public Sector at BSNL

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BHARAT SANCHAR NIGAM LIMITED (BSNL)

A PROJECT REPORT ON

CHANGE MANAGEMENT IN THE PUBLIC SECTOR

UNDERTAKING - BSNL

UNDERTAKEN ATBHARAT SANCHAR NIGAM LIMITED

, BELGAUM

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TABLE OF CONTENTS

S. NO. TOPICS PAGE

1 EXECUTIVE SUMMARY 12 INTRODUCTION 4

3 NEED FOR THE STUDY 5

4 LITERATURE REVIEW 6

5 STATEMENT OF THE PROBLEM 9

6 OBJECTIVES OF THE STUDY 9

7 SCOPE OF THE STUDY 9

8 RESEARCH METHODOLOGY 9

9 RESEARCH DESIGN 10

SAMPLING FRAME 10

SAMPLING UNIT 10

SAMPLING SIZE 1110 LIMITATION OF THE STUDY 11

11 SOURCE FOR DATA COLLECTION 11

12 DATA ANALYSIS 11

13 INTRODUCTION TO CHANGE MANAGEMENT 12

FORCES OF CHANGE 13

THE KEY STEPS IN MANAGING CHANGE 14

RESISTANCE TO CHANGE 14

TYPES OF CHANGE 15

REASONS FOR FAILURE IN CHANGE MANAGEMENT 17

14 FORCE FIELD ANALYSIS 18

FORCE FIELD ANALYSIS APPROACH 20

HOW TO CONDUCT FORCE FIELD ANALYSIS 21

15 PROFILE OF BHARAT SANCHAR NIGAM LTD 22

BHARAT SANCHAR NIGAM LTD PHILOSOPHY 27

HISTORY OF BHARAT SANCHAR NIGAM LTD 29

16 ANALYSIS 32

17 FINDINGS 80

18 SUGGESTIONS 83

19 CONCLUSION 84

20 REFERENCE 85

21 ANNEXURE 86



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Executive Summary

Bharat Sanchar Nigam Ltd, is the world's 6th largest Telecommunications company that

provides a comprehensive range of telecom services in India such as Wire line, Code

Division Multiple Access mobile (CDMA), Global System for Mobile communication

(GSM), Internet, Broadband, Carrier 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 has become very curtail. Change management is a systematicapproach to dealing with change, both from the perspective of an organization and on the

individual level. It somewhat ambiguous term, change management has at least 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.) appears very apt and

essential. The public sectors have certain limitations like the larger clientele, need for

subsidization, restriction in recruitments and unproductive class of 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 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.) from the days when it was just an insignificant 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 ofForce field analysis. This theory has helped in identifying the

current level (i.e. 6th largest company in the world) and the desired level 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 over the change process. Thus by studying these forces affecting the 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 has become very curtail. Change management is a systematicapproach to dealing with change, both from the perspective of an organization and on the

individual level. It somewhat ambiguous term, change management has at least 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.) appears very apt and

essential. The public sectors have certain limitations like the larger clientele, need for

subsidization, restriction in recruitments and unproductive class of employees, centralized

administration etc.

In order to stay competitive in todays 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 todays 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 thebusiness environment, the organization, its people and supporting technologies; any change

in one aspect will affect the other aspects.

Now, this study has been conducted: -

In order to understand and manage change in a way that people can cope effectively

with the changes in the organization.

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

To stay aggressive & competitive in the market

To achieve the organizational goals

To enable the organization to function effectively

To be competitive in the business

To increase the revenue of the organization

To increase the employee satisfaction

To increase the market share of the company

To be the leader in the business



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Literature Review

There is huge literature available on industrial automation and force field analysis 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

approach has shown the driving and resisting forces which are the main forces andresponsible for changing from manual conventional manufacturing to the Industrial

automation for manufacturing units.

Groover and Zimmers (1984) has discuss the Computer-Aided Design 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.

Harrington (1973) made a research on Computer integrating manufacturing which

includes all the Engg. Functions have CAD/CAM as well as business functions of the firm

and have all the operational functions and information from order receipt to product

shipment.

A. M. Barret,(1954) developed a automated guided vehicle system which is dependently

operated, self-propelled vehicles guided along defined pathways. On-board batteries that

allow many hours of operation about 16 hours between recharging power the vehicles. An



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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.

Riley (1983) suggested an assembly automation, which performs a sequence 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 tools), interconnected by an automated material handling and storage

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 industrial robot is a general purpose, programmable machine 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 robots capability to respond to sensory inputs,

communicate with other machines, and make decisions. The capabilities permit robots to

perform a variety of 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 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 is a tedious task. Handling change in a

governmental organization is far more challenging than handling change in the private

companies.

Understanding this, the study on change management at Bharat Sanchar Nigam Ltd

(B.S.N.L.) has been taken up.

Objective of the study

To study the evolution of the Bharat Sanchar Nigam Ltd (B.S.N.L.)

telecommunication company.

To study the change of Bharat Sanchar Nigam Ltd (B.S.N.L.) from Post &

Telegraph to Department of Telecommunication

To study the gap caused due to the change

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

process

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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The personal interview helped to accumulate information as regards to the current situation

prevailing in the organization and the desired result from the 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

research. As written communication must be presented sequentially, we present the

research design process as distinct series of steps.

Sampling frame

Respondents have been selected randomly (Bharat Sanchar Nigam Ltd (B.S.N.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)

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Sample Total population

Bharat Sanchar Nigam Ltd

(B.S.N.L.)employees

50

Customer 100

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Limitation of the study

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

The study is very exhaustive and demanded for superfluous time

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 method. The data that was collected has been clearly and unambiguously

depicted through tables and pie charts, which clearly give the picture of the results obtainedby the 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

inevitable due to the paucity with the old systems and beliefs necessitating a 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 dont always know what exactlythese changes will bring, but we know for certain that change 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

management has at least 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.

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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 ruining the system and/or mixing up the change administration). Managing

organizational change will be more successful only if it entails thoughtful planning and

sensitive implementation, and above all, consultation with, and 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

Organizations encounter many different forces for change. These forces come from

external sources outside the organization and from internal 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, Technological advancements, 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

conflict. Internal forces for change come from both human resource problems and

managerial behavior/decisions.

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The key steps in managing change are:

Understanding: Gaining a thorough understanding of the business environment, the

organization and its culture - knowing the organizations capability to respond is a critical

factor in deciding whether the changes can be coped with and how they might be handled

Planning: Setting the strategic direction; communicating at all levels - both the

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

Individual Sources of Resistance Organizational Sources of Resistance

Fear of the Unknown Structural Inertia

Self-Interest Bureaucratic Inertia

Habit Group Norms

Personality Conflicts A Resistant Organizational Culture

Differing Perceptions Threatened Power

General Mistrust Threatened Expertise

Social Disruptions Threatened Resource Allocation

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Types of change

Happened change: This is change that is rather unpredictable and that takes place

naturally due to external factors. This type of change occurs when the organization reachesa 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. These changes are attempted when the demand for company's product/service

registers an increase or decreased, or a problem/crises occurs or develops. For example:

the case of Shell Canadas 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 ways of operating. It is calculated change, initiated to achieve a 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

introduced work groups this was introduced to increase the productivity of the

workers

Incremental change: These changes are directed at the micro level and focused on

units/subunits/components within an organization are termed incremental changes.

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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

quality of its products or services due to external competition, customers changing

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.

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 example: development of research & development activities 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 strong link between its strategy, employees and business performance. The

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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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, technology). For example an organization can shift from being a

product driven to being a technology or customer driven.

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

changes in organizational strategy and design represent 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 resources, support structures and

processes.

Reasons for failure in change management

Force field analysis

Force field analysis is a valuable change-management tool. Kurt Lewin, an expert in

experiential learning, group dynamics and action research, developed this management

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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 promote and encourage the change 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 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

occurrence in the manufacturing environment. Like computerization of manufacturing

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systems. Workers have widely varying attitudes toward computers and 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

universal application shows how to increase employee productivity and this analysis

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 technique can be customized for use in a large variety of situations in many

applications.

Force field analysis approach

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According to Kurt Lewin "An issue is held in balance by the interaction 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") of forces working in 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

typically in a state of equilibrium. There are two forces that maintain organizational

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-equilibrium). Once the change has occurred, the organization reverts to a new state of

equilibrium, which reflects the desired change. And organizational change tends to

emphasize organizational efficiency and social change.

In this way difficulty in implementing a change can be assessed, and plans for overcoming

barriers to change can be developed. Through this type of analysis, an over all picture can

be developed which can help in the identification of the positive and negative forces .The

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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Describe the current situation

Describe the desired situation

List all the forces driving change toward the desired situation

List all the forces resisting change toward the desired situation Discuss and interrogate all of the forces: are they valid? Can they be changed?

Which are the critical ones?

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

weak and 10=extremely strong

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

restraining forces on the right.

Determine whether change is viable and progress can occur

Discuss how the change can be affected by decreasing the strength of the

restraining forces or by increasing the strength of driving forces.

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 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 counterpartMahanagar 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 oldestservices 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 of cellular phone 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 platform. Excel is the prepaid cellular connection from Bharat Sanchar Nigam

Limited. Bharat Sanchar Nigam Ltd (B.S.N.L.) also boasts itself for 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 is available in the market under the trade name of Data one. The broadband

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 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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for Bharat Sanchar Nigam Ltd (B.S.N.L.) lies in Chennai and Kolkata. There are also 5

project circles for Bharat Sanchar Nigam Ltd (B.S.N.L.) in India in the 4 zones as well as

in Pune. Specialized telecom units for Bharat Sanchar Nigam Ltd (B.S.N.L.) include Data

Networks, Quality assurance, national center fore electronic switching as well as Technical

and development circle.

On October 1, 2000 the Department of Telecom Operations, Government of India became

a corporation and was renamed Bharat Sanchar Nigam Limited (B.S.N.L.). Bharat Sanchar

Nigam Ltd (B.S.N.L.) is now Indias leading Telecommunication Company and the largest

public sector undertaking. It has a network of over 45 million lines covering 5000 towns

with over 35 million telephone connections. The state-controlled Bharat Sanchar Nigam

Ltd (B.S.N.L.) operates basic, cellular (GSM and CDMA) mobile, 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 a comprehensive range of telecom services in India such as Wire line, Code

Division Multiple Access mobile (CDMA), Global System for Mobile communication

(GSM), Internet, Broadband, Carrier 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 Sanchar Nigam Ltd (B.S.N.L.) has installed Quality Telecom Network in the

country and now focusing on improving it, expanding the network, introducing new

telecom services with ICT applications in villages and wining customer's confidence.

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Today, it has about 47.3 million line basic telephone capacity, 4 million WLL capacity,

20.1 Million GSM Capacity, more than 37382 fixed exchanges, 18000 BTS, 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 nook & corner of country and operates across India except Delhi & Mumbai.

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 bouquetof 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 has vast experience in Planning, Installation, network integration 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 Sanchar Nigam Ltd (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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million (US $ 14.37 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,)

Foreign invested companies (Vodafone, Bharti Tele-Ventures, Idea Cellular, 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

To provide world class State-of-art technology telecom services to its customers 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

To facilitate R & D activity in the country

Contribute towards:

National Plan Target of 500 million-subscriber bases for the country by 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

(Nov 2005)

% Share

BSNL 40.3 58.8

Reliance 6.1 8.9

Bharti 5.7 8.3

MTNL 4.9 7.2

Vodafone 2.9 4.2

Idea Cellular 2.1 3.0

BPL 1.4 2.1

Tata Teleservices 1.3 1.9

Spice 1.0 1.4Escotel 0.8 1.1

Fascel 0.8 1.1

Airtel 0.9 1.4

Hexacom 0.2 0.3

Shyam Telelink 0.1 0.2

History of Bharat Sanchar Nigam Ltd (B.S.N.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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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 31st December 1984, the Posts and Telegraphs Department managed the postal,

telegraph and telephone services. In January 1985, two separate Departments for the Posts

and the Telecommunications were created. The Accountant General of the P&T, initially,

maintained the accounts of the department. However, by April 1972, the

telecommunications accounts were separated. Simultaneously the department also started

preparing the balance sheet annually. 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 all the circles and units.

DEPARTMENT OF TELECOMMUNICATIONS (DoT)

The Telecommunication Board consisted of the Secretary Telecommunications, who was

the Chairman with Member (Finance), Member (Operations), Member (Development),

Member (Personnel) and Member (Technology). The Telecom Commission was

constituted in 1989. The Commission has the DoT Secretary as its Chairman with Member

(Services), Member (Technology) and Member (Finance) as its full time members. The

Secretary (Finance), Secretary (DoE), Secretary (Industries) and Secretary (Planning

Commission) are part time members of the Commission. The Department in 1986

reorganised the Telecommunication Circles with the Secondary Switching Areas as basic

units. This was implemented in a phased manner. Bombay and Delhi Telephones wereseparated to create the new entity called Mahanagar Telephone Nigam Ltd. (MTNL). The

services of the Department of Telecom Services (DTS) and Department of Telecom

Operations (DTO) were professionalzed on 1st October 2000 with the name Bharat

Sanchar Nigam Limited (BSNL). The make over could be made six months earlier than the

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proposed date of 1-4-2001, due to the wholehearted support given by NFTE and other

Federations.

History of Indian Telecommunications Industry

Year Events1851 First operational land lines were laid by the government near Calcutta (seat

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of British power)

1881 Telephone service introduced in India

1883 Merger with the postal system

1923 Formation of Indian Radio Telegraph Company (IRT)

1932 Merger of ETC and IRT into the Indian Radio and Cable Communication

Company (IRCC)

1947 Nationalization of all foreign telecommunication companies to form the

Posts, Telephone and Telegraph (PTT), a monopoly run by the government's

Ministry of Communications

1985 Department of Telecommunications (DOT) established, an exclusive provider

of domestic and long-distance service that would be its own regulator (separate

from the postal system)

1986 Conversion of DOT into two wholly government-owned companies: the

Videsh Sanchar Nigam Limited (VSNL) for international telecommunications

and Mahanagar Telephone Nigam Limited (MTNL) for service in metropolitan

areas.1997 Telecom Regulatory Authority of India created.

1999

Cellular Services are launched in India. New National Telecom Policy is

adopted.

2000 Department of Telecommunication becomes a corporation, BSNL

Data analysis (customer satisfaction survey)

Diagram no.1

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duration of using the services

14 28.0 28.0 28.0

15 30.0 30.0 58.0

10 20.0 20.0 78.0

11 22.0 22.0 100.0

50 100.0 100.0

1-5 years

5-10 years

10-15 years

15 and more

Total

Valid

Frequency Percent Valid Percent

Cumulative

Percent



15 and more10-15 years5-10 years1-5 years

Frequency

16

14

12

10

8

6

4

2

0

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



22% of the customers were associated with the company for 15 years or more

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Diagram no.2

satisfied with the services

5 10.0 10.0 10.0

22 44.0 44.0 54.0

14 28.0 28.0 82.0

7 14.0 14.0 96.0

2 4.0 4.0 100.0

50 100.0 100.0

very satisfied

satisfied

moderately satisfied

dissatisfied

very dissatisfied

Total

ValidFrequency Percent Valid Percent

Cumulative

Percent



very dissatisfied

dissatisfied

moderately satisfied

satisfied

very satisfied

Frequen

cy

30

20

10

0

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 for dissatisfaction

5 10.0 10.0 10.0

13 26.0 26.0 36.0

11 22.0 22.0 58.0

8 16.0 16.0 74.0

13 26.0 26.0 100.0

50 100.0 100.0

poor quality of

signal or network

poor voice clarity

higher cost

billing error

poor customer

care services

Total

Valid


Cumulative

Percent



poor customer care s

billing error

higher cost

poor voice clarity

poor quality of sign

Frequency

14

12

10

8

6

4

2

0

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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26% of the customers stated poor customer care services

Diagram no.4

are you satisfied with the pricing of products

26 52.0 52.0 52.0

24 48.0 48.0 100.0

50 100.0 100.0

yes

no

Total

Valid


Cumulative

Percent



noyes

Frequency

30

20

10

0

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

rate the representative on being courteous

1 2.0 2.0 2.0

12 24.0 24.0 26.0

27 54.0 54.0 80.06 12.0 12.0 92.0

4 8.0 8.0 100.0

50 100.0 100.0

excellent

very good

fairpoor

moderate

Total

Valid


Cumulative

Percent



moderatepoorfairvery goodexcellent

Freq

uency

30

20

10

0

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 representative on having knowledge

2 4.0 4.0 4.0

5 10.0 10.0 14.0

18 36.0 36.0 50.0

18 36.0 36.0 86.0

5 10.0 10.0 96.0

2 4.0 4.0 100.0

50 100.0 100.0

excellentvery good

fair

poor

moderate

6.00

Total

Valid


Cumulative

Percent

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6.00moderatepoorfairvery goodexcellent

Fre

quency

20

10

0

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

8 16.0 16.0 16.0

21 42.0 42.0 58.0

16 32.0 32.0 90.0

5 10.0 10.0 100.0

50 100.0 100.0

was taken care

immediately

within 5-10 minutes

more than 10 minutes

not taken care of

Total


Cumulative

Percent

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not taken care of

more than 10 minutes

within 5-10 minutes

was taken care immed

Frequency

30

20

10

0

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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time taken to solve the problem

10 20.0 20.0 20.0

18 36.0 36.0 56.0

15 30.0 30.0 86.0

5 10.0 10.0 96.0

1 2.0 2.0 98.0

1 2.0 2.0 100.0

50 100.0 100.0

immediately resolved

between 2-3 days

between 3-5 days

more than a week

the problem is still

resolved

8.00

Total

Valid


Cumulative

Percent



8.00

the problem is still

more than a week

between 3-5 days

between 2-3 days

immediately resolved

Frequen

cy

20

10

0

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 like to retain the services

29 58.0 58.0 58.0

20 40.0 40.0 98.0

1 2.0 2.0 100.0

50 100.0 100.0

yes

no

9.00

Total

Valid

Frequency Percent Valid PercentCumulative

Percent



9.00noyes

Freq

uency

40

30

20

10

0

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 you recommend the BSNL products & servces to others

30 60.0 60.0 60.0

20 40.0 40.0 100.0

50 100.0 100.0

yes

no

Total

Valid


Cumulative

Percent



noyes

Fre

quency

40

30

20

10

0

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

30 60.0 60.0 60.0

20 40.0 40.0 100.0

50 100.0 100.0

yes

no

Total


Cumulative

Percent



noyes

Frequency

40

30

20

10

0

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

27 54.0 54.0 54.0

23 46.0 46.0 100.0

50 100.0 100.0

yes

no

Total


Cumulative

Percent



noyes

Frequency

30

20

10

0

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.1fair amount paid for the work done

6 12.0 12.0 12.0

1 2.0 2.0 14.0

4 8.0 8.0 22.0

17 34.0 34.0 56.0

22 44.0 44.0 100.0

50 100.0 100.0

disagree very much

disagree slightly

agree slightly

agree moderately

agree very much

Total


Cumulative

Percent

BABASAB PATIL

fair amount paid for the work done

agree very much

agree moderately

agree slightly

disagree slightly

disagree very much

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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

9 18.0 18.0 18.0

9 18.0 18.0 36.0

5 10.0 10.0 46.0

8 16.0 16.0 62.0

10 20.0 20.0 82.0

9 18.0 18.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

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supervisor is competent in doing his job

3 6.0 6.0 6.0

2 4.0 4.0 10.0

19 38.0 38.0 48.0

26 52.0 52.0 100.0

50 100.0 100.0

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

supervisor is competent in doing his job

agree very muchagree moderately

agree slightly

disagree slightly

On whether they felt if the supervisor is competent in doing his job, the following was theresponse:





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Diagram no.4

not satisfied with the benifits i receive

30 60.0 60.0 60.0

5 10.0 10.0 70.0

3 6.0 6.0 76.0

4 8.0 8.0 84.0

5 10.0 10.0 94.0

3 6.0 6.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Percent

not satisfied with the benifits i receive

agree very much

agree moderately

agree slightly

disagree slightly

disagree moderately

disagree very much

On whether they were satisfied with the benefits they received:


10% of the employees disagreed moderately




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Diagram no.5

rules restrict from doing a good job

10 20.0 20.0 20.0

5 10.0 10.0 30.0

8 16.0 16.0 46.0

9 18.0 18.0 64.0

7 14.0 14.0 78.0

11 22.0 22.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

rules restrict from doing a good job

agree very much

agree moderately

agree slightly

disagree slightly

disagree moderately

disagree very much

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





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Diagram no.6

i like the people i work with

2 4.0 4.0 4.0

19 38.0 38.0 42.0

29 58.0 58.0 100.0

50 100.0 100.0

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

i like the people i work with

agree very much

agree moderately

agree slightly

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




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Diagram no.7

i sometime feel my job is meaningless

42 84.0 84.0 84.0

3 6.0 6.0 90.0

3 6.0 6.0 96.0

2 4.0 4.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

agree slightly

agree moderately

Total

Valid


Cumulative

Percent

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:

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Diagram no.8

communication is good within the organisation

1 2.0 2.0 2.0

3 6.0 6.0 8.0

2 4.0 4.0 12.0

2 4.0 4.0 16.0

19 38.0 38.0 54.0

23 46.0 46.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

communication is good within the organisation

agree very much

agree moderately

agree slightly

disagree slightly

disagree moderately

disagree very much

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

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4% of the employees agreed slightly 38% of the employees agreed moderately


Diagram no.9

raises r too few and far between

4 8.0 8.0 8.01 2.0 2.0 10.0

9 18.0 18.0 28.0

8 16.0 16.0 44.0

16 32.0 32.0 76.0

12 24.0 24.0 100.0

50 100.0 100.0

disagree very muchdisagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

raises r too few and far between

agree very much

agree moderately

agree slightly

disagree slightly

disagree moderately

disagree very much

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To the question on whether the raises are too few and far between:







Diagram no.10

fair jobs, fair promotions

16 32.0 32.0 32.0

4 8.0 8.0 40.0

8 16.0 16.0 56.0

5 10.0 10.0 66.0

10 20.0 20.0 86.0

7 14.0 14.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Percent

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fair jobs, fair promotions

agree very much

agree moderately

agree slightly

disagree slightly

disagree moderately

disagree very much

To the question on fair job, fair promotion:







Diagram no.11

supervisor unfair to me

44 88.0 88.0 88.0

4 8.0 8.0 96.0

2 4.0 4.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

agree moderately

Total

Valid


Cumulative

Percent

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supervisor unfair to me

agree moderately

disagree moderately

disagree very much

Whether the supervisor was unfair to the employee:




Diagram no.12

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benefits are good compaired to other organisation

2 4.0 4.0 4.0

7 14.0 14.0 18.0

3 6.0 6.0 24.0

11 22.0 22.0 46.0

10 20.0 20.0 66.0

17 34.0 34.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

benefits are good compaired to other organisation

agree very much

agree moderately

agree slightly

disagree slightly

disagree moderately

disagree very much

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



6% of the employees disagreed slightly 22% of the employees agreed slightly



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Diagram no.13

my work not appreciated

16 32.0 32.0 32.0

8 16.0 16.0 48.0

7 14.0 14.0 62.0

6 12.0 12.0 74.0

8 16.0 16.0 90.0

5 10.0 10.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total


Cumulative

Percent

my work not appreciated

agree very much

agree moderately

agree slightly

disagree slightly

disagree moderately

disagree very much

On whether the work of the employee was being appreciated:







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Diagram no.14

the efforts of my job are blocked by red tape

27 54.0 54.0 54.0

9 18.0 18.0 72.0

7 14.0 14.0 86.0

1 2.0 2.0 88.0

3 6.0 6.0 94.0

3 6.0 6.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

the efforts of my job are blocked by red tape

agree very much

agree moderately

agree slightly

disagree slightly

disagree moderately

disagree very much

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




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Diagram no.15

incompetence of other people makes me work harder

17 34.0 34.0 34.0

8 16.0 16.0 50.0

7 14.0 14.0 64.0

5 10.0 10.0 74.0

7 14.0 14.0 88.0

6 12.0 12.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

incompetence of other people makes me work harder

agree very much

agree moderately

agree slightly

disagree slightly disagree moderately

disagree very much

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



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Diagram no.16

the goals of this org are not clear to me

36 72.0 72.0 72.0

3 6.0 6.0 78.0

4 8.0 8.0 86.03 6.0 6.0 92.0

3 6.0 6.0 98.0

1 2.0 2.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightlyagree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

the goals of this org are not clear to me

agree very much

agree moderately

agree slightly

disagree slightly

disagree moderately

disagree very much

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

BABASAB PATIL 64


65/98





6% of the employees agreed slightly 6% of the employees agreed moderately


Diagram no.17

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

8 16.0 16.0 16.09 18.0 18.0 34.0

5 10.0 10.0 44.0

17 34.0 34.0 78.0

8 16.0 16.0 94.0

3 6.0 6.0 100.0

50 100.0 100.0

disagree very muchdisagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

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

agree very much

agree moderately

agree slightly disagree slightly

disagree moderately

disagree very much

BABASAB PATIL 65


66/98


On whether growth prospects are as good as it is in other places:







Diagram no.18

my supervisor shows too little interest in the feelings of the sub

30 60.0 60.0 60.0

4 8.0 8.0 68.0

6 12.0 12.0 80.0

6 12.0 12.0 92.0

3 6.0 6.0 98.0

1 2.0 2.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

BABASAB PATIL 66


67/98


upervisor shows too little interest in the feelings of the su

agree very much

agree moderately

agree slightly

disagree slightly

disagree moderately

disagree very much

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







Diagram no.19

BABASAB PATIL 67


68/98


the benefits package we have is equitable

4 8.0 8.0 8.0

1 2.0 2.0 10.0

7 14.0 14.0 24.0

9 18.0 18.0 42.0

16 32.0 32.0 74.0

13 26.0 26.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

the benefits package we have is equitable

agree very much

agree moderately

agree slightly

disagree slightly

disagree moderately

disagree very much

On the question whether the benefits package is equitable:







Diagram no.20

BABASAB PATIL 68


69/98


there r few rewards for those who work here

7 14.0 14.0 14.0

3 6.0 6.0 20.0

9 18.0 18.0 38.0

8 16.0 16.0 54.0

10 20.0 20.0 74.0

13 26.0 26.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

there r few rewards for those who work here

agree very much

agree moderately

agree slightl y

disagree sligh tly

disagree moderately

disagree very much

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







BABASAB PATIL 69


70/98


Diagram no.21

i have too much to do at work

4 8.0 8.0 8.0

4 8.0 8.0 16.0

5 10.0 10.0 26.0

11 22.0 22.0 48.0

14 28.0 28.0 76.0

12 24.0 24.0 100.0

50 100.0 100.0

disagree very much

disagree moderately

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Percent

i have too much to do at work

agree very much

agree moderatelyagree sligh tly

disagree slightly

disagree moderately

disagree very much

On whether the employees have too much work to do:






BABASAB PATIL 70


71/98



Diagram no.22

i enjoy my coworkers

1 2.0 2.0 2.0

5 10.0 10.0 12.0

13 26.0 26.0 38.0

31 62.0 62.0 100.0

50 100.0 100.0

disagree slightly

agree slightly

agree moderately

agree very much

Total

Valid


Cumulative

Percent

i enjoy my coworkers

agree very much

agree moderately

agree slightly

disagree slightly

On the enjoyment with coworkers:



BABASAB PATIL 71


72/98




Diagram no.23

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

23 46.0 46.0 46.0

5 10.0 10.0 56.0

Date post:	04-Apr-2018
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A Project Report on Change Management in the Public Sector at BSNL

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