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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
6 OBJECTIVES OF THE STUDY
! SCOPE OF THE STUDY
" RESEARCH METHODOLOGY
RESEARCH DESIGN 1#
SAMPLING FRAME 1#
SAMPLING UNIT 1#
SAMPLING SI$E 111# LIMITATION OF THE STUDY 11
11 SOURCE FOR DATA COLLECTION 11
12 DATA ANALYSIS 11
13 INTRODUCTION TO CHANGE MANAGEMENT 12
FORCES OF CHANGE 13
THE %EY STEPS IN MANAGING CHANGE 14
RESISTANCE TO CHANGE 14
TYPES OF CHANGE 15
REASONS FOR FAILURE IN CHANGE MANAGEMENT 1!
14 FORCE FIELD ANALYSIS 1"
FORCE FIELD ANALYSIS APPROACH 2#
HOW TO CONDUCT FORCE FIELD ANALYSIS 21
15 PROFILE OF BHARAT SANCHAR NIGAM LTD 22
BHARAT SANCHAR NIGAM LTD PHILOSOPHY 2!
HISTORY OF BHARAT SANCHAR NIGAM LTD 2
16 ANALYSIS 32
1! FINDINGS "#
1" SUGGESTIONS "3
1 CONCLUSION "4
2# REFERENCE "5
21 ANNEXURE "6
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Bharat Sanchar Nigam Ltd, is the world's th largest Telecomm!nications com"an# that
"ro$ides a com"rehensi$e range o% telecom ser$ices in &ndia s!ch as ire line, (ode
Di$ision )!lti"le Access mo*ile +(D)A, -lo*al S#stem %or )o*ile comm!nication
+-S), &nternet, Broad*and, (arrier ser$ice, )!lti .rotocol La*el +).LS Switching/
0irt!al .ri$ate Networs +0.N, 0er# Small A"ert!re Terminal +0SAT, 0oice $er &.
+0o&. ser$ices, ireless in Local Loo" +LL )o*ile Tele"hone (onnection etc/ ithin
a s"an o% %i$e #ears it has *ecome one o% the largest "!*lic sector !nits in &ndia/
Toda# in the era o% incessant com"etition *etween the "!*lic and "ri$ate sectors managing
the changing en$ironment has *ecome $er# c!rtail/ (hange management is a s#stematica""roach to dealing with change, *oth %rom the "ers"ecti$e o% an organi3ation and on the
indi$id!al le$el/ &t somewhat am*ig!o!s term, change management has at least three
di%%erent as"ects, incl!ding4 ada"ting to change, controlling change, and e%%ecting change/
A "roacti$e a""roach to dealing with change is at the core o% all three as"ects/ 5or an
organi3ation, change management means de%ining and im"lementing "roced!res and6or
technologies to deal with changes in the *!siness en$ironment and to "ro%it %rom changing
o""ort!nities/
To satis%# the growing needs o% the c!stomers co!"led with the inherent loo"holes in the
"!*lic sectors, the change in Bharat Sanchar Nigam Ltd +B/S/N/L/ a""ears $er# a"t and
essential/ The "!*lic sectors ha$e certain limitations lie the larger clientele, need %or
s!*sidi3ation, restriction in recr!itments and !n"rod!cti$e class o% em"lo#ees, centrali3ed
administration etc/
5rom the cond!cted st!d# it was !nderstood that most o% the "!*lic sector !nits lie Bharat
Sanchar Nigam Ltd +B/S/N/L/ ha$e changed drasticall# so that the# co!ld %ight *ac
com"etition %rom the other "ri$ate "la#ers/ These .!*lic Sector Undertaings ha$e indeed
created a *rand identit# %or themsel$es and %or the c!stomer/
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This st!d# taes !s thro!gh the 8o!rne# that has *een taen *# Bharat Sanchar Nigam Ltd
+B/S/N/L/ %rom the da#s when it was 8!st an insigni%icant de"artment in the .!*lic Sector
!ndertaing to this da# when it is the th largest telecomm!nication com"an# in the world
o%%ering all inds o% telecomm!nication ser$ices to its c!stomers across the co!ntr#/
&n this "ro8ect an attem"t is made to s!ggest the areas re9!iring the change %or a *etter
growth with the hel" o% F/(' +' 0+. This theor# has hel"ed in identi%#ing the
c!rrent le$el +i/e/ th largest com"an# in the world and the desired le$el where the
com"an# wants to reach in d!e co!rse o% time +i/e/ *ecome the No/1 ser$ice "ro$ider in
Asia/ This theor# has also %etches the $ario!s dri$ing and restraining %orces that ha$e an
im"act o$er the change "rocess/ Th!s *# st!d#ing these %orces a%%ecting the change,
s!ita*le s!ggestions ha$e *een in order to hel" Bharat Sanchar Nigam Ltd +B/S/N/L/ to
wor more e%%ecti$el# and e%%icientl#/
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Toda# in the era o% incessant com"etition *etween the "!*lic and "ri$ate sectors managing
the changing en$ironment has *ecome $er# c!rtail/ (hange management is a s#stematica""roach to dealing with change, *oth %rom the "ers"ecti$e o% an organi3ation and on the
indi$id!al le$el/ &t somewhat am*ig!o!s term, change management has at least three
di%%erent as"ects, incl!ding4 ada"ting to change, controlling change, and e%%ecting change/
A "roacti$e a""roach to dealing with change is at the core o% all three as"ects/ 5or an
organi3ation, change management means de%ining and im"lementing "roced!res and6or
technologies to deal with changes in the *!siness en$ironment and to "ro%it %rom changing
o""ort!nities/
To satis%# the growing needs o% the c!stomers co!"led with the inherent loo"holes in the
"!*lic sectors, the change in Bharat Sanchar Nigam Ltd +B/S/N/L/ a""ears $er# a"t and
essential/ The "!*lic sectors ha$e certain limitations lie the larger clientele, need %or
s!*sidi3ation, restriction in recr!itments and !n"rod!cti$e class o% em"lo#ees, centrali3ed
administration etc/
&n order to sta# com"etiti$e in toda#o!tso!rcing? and >downsi3ing?/ hilst these "rocesses contin!e to
ha""en aro!nd the world, we also increasingl# see a desire to im"ro$e the ca"a*ilities o%
the "!*lic sector, o%ten descri*ed in terms o% ca"acit# *!ilding or instit!tional or sectoral
de$elo"ment/ This in t!rn leads to signi%icant changes to, and within, indi$id!al "!*lic
sector organi3ations/
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&n order to sta# com"etiti$e in toda#o!tso!rcing? and >downsi3ing?/ hilst these "rocesses contin!e to
ha""en aro!nd the world, we also increasingl# see a desire to im"ro$e the ca"a*ilities o%
the "!*lic sector, o%ten descri*ed in terms o% ca"acit# *!ilding or instit!tional or sectoral
de$elo"ment/ This in t!rn leads to signi%icant changes to, and within, indi$id!al "!*lic
sector organi3ations/
)anaging change is a com"le@ "rocess as it in$ol$es the interde"endencies *etween the *!siness en$ironment, the organi3ation, its "eo"le and s!""orting technologies an# change
in one as"ect will a%%ect the other as"ects/
Now, this st!d# has *een cond!cted4
• &n order to !nderstand and manage change in a wa# that "eo"le can co"e e%%ecti$el#
with the changes in the organi3ation/
• To sol$e the "ro*lems that ma# arise d!e to the "rocess o% change
• To sta# aggressi$e C com"etiti$e in the maret
• To achie$e the organi3ational goals
• To ena*le the organi3ation to %!nction e%%ecti$el#
• To *e com"etiti$e in the *!siness
• To increase the re$en!e o% the organi3ation
• To increase the em"lo#ee satis%action
• To increase the maret share o% the com"an#
• To *e the leader in the *!siness
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There is h!ge literat!re a$aila*le on ind!strial a!tomation and %orce %ield anal#sis in
ind!strial a!tomation/ K!rt Lewin "ro"osed a >5orce %ield? anal#sis model to !nderstand
the organi3ational change/
5orce %ield anal#sis "ro"oses that the organi3ation is t#"icall# in a state o% e9!ili*ri!m/
There are two %orces, which maintain organi3ational sta*ilit#4 dri$ing %orces and resisting
%orces/ &% the two %orces are e9!al, the organi3ation will remain static/ (hange occ!rs when
one o% these %orces *ecomes stronger than the other/ &n this st!d#, the %orce %ield anal#sis
a""roach has shown the dri$ing and resisting %orces which are the main %orces andres"onsi*le %or changing %rom man!al con$entional man!%act!ring to the &nd!strial
a!tomation %or man!%act!ring !nits/
-roo$er and immers +1FG: has disc!ss the >(om"!terAided Design and
)an!%act!ring? which sa#s that the !se o% +(AD is to assist in the creation, modi%ication,
anal#sis or o"timi3ation o% a design in a man!%act!ring %irm as well as in +(A) the
com"!ter s#stem !se to "lan, manage and control the o"erations o% a man!%act!ring "lant/
The main aim o% (AD6(A) is to red!ce the "rod!ct li%e c#cle and to increase "rod!cti$it#
as well as integrating the %!nctions o% design and man!%act!ring/
Harrington +1F7 made a research on >(om"!ter integrating man!%act!ring? which
incl!des all the Engg/ 5!nctions ha$e (AD6(A) as well as *!siness %!nctions o% the %irm
and ha$e all the o"erational %!nctions and in%ormation %rom order recei"t to "rod!ct
shi"ment/
A/ )/ Barret,+1F;: de$elo"ed a >a!tomated g!ided $ehicle s#stem? which is de"endentl#
o"erated, sel%"ro"elled $ehicles g!ided along de%ined "athwa#s/ n*oard *atteries that
allow man# ho!rs o% o"eration a*o!t 1 ho!rs *etween recharging "ower the $ehicles/ An
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A-0S is a""ro"riate where di%%erent materials are mo$ed %rom $ario!s load "oints to
$ario!s !nload "oints/
A!tomated material handling and storage s#stem has gi$en *# eiss (aro!sel +1FG7,
which state that an a!tomated storage6retrie$al s#stem can *e de%ined as a storage s#stem
that "er%orms storage and retrie$al o"erations with s"eed and acc!rac# !nder a de%ined
degree o% a!tomation/
Rile# +1FG7 s!ggested an >assem*l# a!tomation,? which "er%orms a se9!ence o%
a!tomated assem*l# o"erations to com*ine m!lti"le com"onents in to a single entit#/ The
single entit# can *e a %inal "rod!ct or a s!* assem*l# in a larger "rod!ct and the assem*led
entit# consisting o% a *ase "art on which the com"onents are attached/
Sa!l +1FG; has disc!ssed >5le@i*le man!%act!ring s#stem at sho" %loor? which is a highl#
a!tomated -T machine cell, consisting o% a gro!" o% "rocessing worstations +!s!all#
(N( machine tools, interconnected *# an a!tomated material handling and storage
s#stem, and controlled *# a distri*!ted com"!ter s#stem, and it is ca"a*le o% "rocessing a
$ariet# o% di%%erent "art st#les sim!ltaneo!sl# at the $ario!s worstations/
(raw %ord has disc!ssed a >Designing Ro*ot, End e%%ectors and Ro*otics toda#? which
sa#s that an ind!strial ro*ot is a general "!r"ose, "rogramma*le machine "ossessing
certain anthro"omor"hic characteristics/ The most o*$io!s anthro"omor"hic characteristic
o% an ind!strial ro*ot is its mechanical arm that is !sed to "er%orm $ario!s ind!strial tass/
ther h!manlie characteristics are the ro*ot
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Da$id H/ Ienins +1F:F has !sed %orce %ield anal#sis in >Social engineering in ed!cational
change? The a""roach o% this "a"er is towards "ro*lems sort o!t in school setting where
there is no eno!gh teacher, "!"il "lanning in the class room in a single school and want to
set a change *# %inding resisting %orces/
Iitesh Thaer, S/ -/ Deshm!h and Anil Shastree +2JJ has !sed %orce %ield anal#sis
a""roach >T) in sel% %inanced technical instit!tions? %inding the *arriers in sel% %inanced
instit!tions lie %ac!lt#, st!dent, al!mni, %inancial *odies and A&(TE/
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.!*lic sector !ndertaings are mainl# controlled and go$erned *# the go$ernment, th!s
*ringing in an# change in these sectors is a tedio!s tas/ Handling change in a
go$ernmental organi3ation is %ar more challenging than handling change in the "ri$ate
com"anies/
Understanding this, the st!d# on change management at Bharat Sanchar Nigam Ltd
+B/S/N/L/ has *een taen !"/
O9:'(*+,' *7' *)0
• To st!d# the e$ol!tion o% the Bharat Sanchar Nigam Ltd +B/S/N/L/
telecomm!nication com"an#/
• To st!d# the change o% Bharat Sanchar Nigam Ltd +B/S/N/L/ %rom .ost C
Telegra"h to De"artment o% Telecomm!nication
• To st!d# the ga" ca!sed d!e to the change
• To recti%# the "ro*lems ca!sed +to c!stomer and em"lo#ees d!e to the change
"rocess
• To recommend a""ro"riate s!ggestions in order set right the e@isting "ro*lem
S(;' *7' *)0
The sco"e o% the st!d# is limited to Bharat Sanchar Nigam Limited +B/S/N/L/, Belga!m
where the s!m total o% em"lo#ees is 1G: em"lo#ees consisting o% di%%erent cadre gro!"s/
&t is also restricted to the c!stomers !sing BSNL connection in Belga!m/
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The "ersonal inter$iew hel"ed to acc!m!late in%ormation as regards to the c!rrent sit!ation
"re$ailing in the organi3ation and the desired res!lt %rom the st!d#/
R''/(7 '+
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• Em"lo#ees laced interest in sharing their o"inion, d!e to their *!s# sched!le
• The st!d# is $er# e@ha!sti$e and demanded %or s!"er%l!o!s time
• The sam"le si3e ma# not *e eno!gh considering the large n!m*er "o"!lation in
Belga!m
S)/(' / * ('(*+
The "rimar# data was collected with the hel" o% 9!estionnaires and "ersonal inter$iews/
The st!d# incl!ded 2 9!estionnaires one to st!d# the organi3ation +7 and the other one
to !nderstand the c!stomer +12
The secondar# data was collected with the hel" o% $ario!s *oos C articles on change
management and %orce %ield anal#sis/
D* 0+
The "rimar# data was collected with the hel" o% 9!estionnaires and "ersonal inter$iews/
5!rther, anal#sis was made with the hel" o% !sing S.SS so%tware, with the !se o% sim"le
"ercentage method/ The data that was collected has *een clearl# and !nam*ig!o!sl#
de"icted thro!gh ta*les and "ie charts, which clearl# gi$e the "ict!re o% the res!lts o*tained *# the s!r$e#/
So%tware Tool
S.SS Sim"le "ercentage method/
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(hange management is an im"ortant "rocess, *eca!se it can deli$er $ast *ene%its +*#
im"ro$ing the s#stem and there*# satis%#ing ()*-'/ '', *!t also enormo!s "ro*lems
+*# r!ining the s#stem and6or mi@ing !" the change administration/ )anaging
organi3ational change will *e more s!ccess%!l onl# i% it entails tho!ght%!l "lanning and
sensiti$e im"lementation, and a*o$e all, cons!ltation with, and in$ol$ement o%, the "eo"le
a%%ected *# the changes/ &% #o! %orce change on "eo"le normall# "ro*lems arise/ (hange
m!st *e realistic, achie$a*le and meas!ra*le/
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Types of cha!e
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(hanges are *ro!ght in grad!all# and are !s!all# ada"ti$e in nat!re/ A %ailed incremental
change will ca!se less damage to the total s#stem than an !ns!ccess%!l largescale change/
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techni9!e/ Altho!gh K!rt Lewis contri*!ted greatl# to the %ield o% social science, he is *est
nown %or his de$elo"ment o% the 5orce %ield anal#sis model in 1F:/
&t is $er# !se%!l while looing at the $aria*les in$ol$ed in "lanning and im"lementing a
change "rogram and will !ndo!*tedl# *e o% !se in team *!ilding "ro8ects, when attem"ting
to o$ercome resistance to change/
Lewin ass!mes that in an# sit!ation there are *oth dri$ing and restraining %orces that
in%l!ence an# change that ma# occ!r/ Hence dri$ing %orces are all %orces that "!sh %or and
"romote change/ These change dri$ers "romote and enco!rage the change "rocess/ Some
e@am"les o% dri$ing %orces are h!man sa%et#, c!stomer demands, increased e%%icienc# and
trend o% la*o!r towards ser$ice sector/ Restraining %orces are %orces that mae change more
di%%ic!lt/ These %orces co!nteract dri$ing %orces and lead to the a$oidance or resistance o%
change/ Some e@am"les o% restraining %orces are %ear o% !nem"lo#ment, lac o% training,
the lac o% incenti$es and high ca"ital in$estment/ hen these two sets o% %orces are e9!al
change is in a static state o% e9!ili*ri!m meaning that no mo$ement towards or awa# %rom
change is ha""ening/
5orce 5ield Anal#sis is a $al!a*le techni9!e that %acilitates in listing, disc!ssing, and
e$al!ating the $ario!s %orces %or and against a "ro"osed change/ hen a change is "lanned,
5orce 5ield Anal#sis hel"s #o! loo at the *ig "ict!re *# anal#3ing all o% the %orces
im"acting the change and weighing the "ros and cons/ B# nowing the "ros and cons, #o!
can de$elo" strategies to red!ce the im"act o% the o""osing %orces and strengthen the
s!""orting %orces/
There are three main a""lications o% the %orce %ield anal#sis tool4
1/ (hange management/
2/ .rod!cti$it# im"ro$ement
7/ Decision maing
(hange management is the one a""lication %or %orce %ield anal#sis and it is a reg!lar
occ!rrence in the man!%act!ring en$ironment/ Lie com"!teri3ation o% man!%act!ring
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s#stems/ orers ha$e widel# $ar#ing attit!des toward com"!ters and change in the
wor"lace strategies m!st *e de$elo"ed to assist worers %or a!tomated en$ironment/
.rod!cti$it# im"ro$ement is the second main a""lication o% %orce %ield anal#sis/ This
!ni$ersal a""lication shows how to increase em"lo#ee "rod!cti$it# and this anal#sis
s!ggest the methods, strategies, and s#stems that can "romote longterm im"ro$ements in
em"lo#ee "rod!cti$it#/
5orce %ield anal#sis is also a "ower%!l decisionmaing tool/ B# e$al!ating the %orces
s!""orting and o""osing a s"eci%ic decision, )anagement can now the in%l!encing %orces
to ma@imi3e the "otential %or acce"tance and s!ccess/ The %orce %ield model is a $al!a*le
tool %or !se in these three a""lications and it is not limited to these %orms o% a""lication/
This techni9!e can *e c!stomi3ed %or !se in a large $ariet# o% sit!ations in man#
a""lications/
F/(' +' 0+ ;;/(7
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According to %)/* L'8+ MA +)' + 7' + 9(' 90 *7' +*'/(*+ *8
;;+< '* /(' those seeing to "romote change +/+,+< /(' and those
attem"ting to maintain the stat!s 9!o +/'*/++< /('M/ Lewin $iewed organi3ations as
s#stems in which the "resent sit!ation was not a static "attern, *!t a d#namic *alance
+Me9!ili*ri!mM o% %orces woring in o""osite directions/ &n order %or an# change to occ!r,
the dri$ing %orces m!st e@ceed the restraining %orces, th!s shi%ting the e9!ili*ri!m/
The %orce %ield anal#sis is a techni9!e !sed in achie$ing organi3ational e%%icienc# and
!nderstanding organi3ational change/ 5orce %ield anal#sis "ro"oses that an organi3ation is
t#"icall# in a state o% e9!ili*ri!m/ There are two %orces that maintain organi3ational
sta*ilit#4 dri$ing %orces and restraining %orces/ The dri$ing %orces are those elements o% the
organi3ation, which s!""ort a desired organi3ational change/ Kee"ing the organi3ation in
e9!ili*ri!m are the restraining %orces/ &% the two %orces are e9!al, the organi3ation will
remain static/ (hange occ!rs when one o% these two %orces *ecomes stronger than the other
+dise9!ili*ri!m/ nce the change has occ!rred, the organi3ation re$erts to a new state o%
e9!ili*ri!m, which re%lects the desired change/ And organi3ational change tends to
em"hasi3e organi3ational e%%icienc# and social change/
&n this wa# di%%ic!lt# in im"lementing a change can *e assessed, and "lans %or o$ercoming
*arriers to change can *e de$elo"ed/ Thro!gh this t#"e o% anal#sis, an o$er all "ict!re can
*e de$elo"ed which can hel" in the identi%ication o% the "ositi$e and negati$e %orces /The
e$ol!tion o% these %orces can *e carried o!t in terms o% ease o% change and im"act/ Ease o%
change indicates how %ar it is "ossi*le to in%l!ence or change the %orce, whereas im"act
indicates how signi%icant the conse9!ences wo!ld *e i% the %orce were changed /The
9!anti%ication o% net %orce e%%ect is conte@t s"eci%ic and hence here an attem"t has *een
made to "ro$ide a generali3ed %rame wor o% %orce anal#sis/ 5or an# ind!str#, the onl# tas
le%t is to assign the rating to each o% the "ositi$e and negati$e %orces de"ending on their
limitations and constraints/
H8 * ()(* F/(' F+' A0+
BABASAB PATIL 22
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
Descri*e the c!rrent sit!ation
Descri*e the desired sit!ation
List all the %orces dri$ing change toward the desired sit!ation
List all the %orces resisting change toward the desired sit!ation Disc!ss and interrogate all o% the %orces4 are the# $alidO (an the# *e changedO
hich are the critical onesO
Allocate a score to each o% the %orces !sing a n!merical scale e/g/ 1Pe@tremel#
wea and 1JPe@tremel# strong
(hart the %orces *# listing +to strength scale the dri$ing %orces on the le%t and
restraining %orces on the right/
Determine whether change is $ia*le and "rogress can occ!r
Disc!ss how the change can *e a%%ected *# decreasing the strength o% the
restraining %orces or *# increasing the strength o% dri$ing %orces/
Kee"s in mind that increasing the dri$ing %orces or decreasing the restraining %orces
ma# increase or decrease other %orces or e$en create new ones/
BABASAB PATIL 27
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
P/+' B7/* S(7/ N+B.S.N.L.?
Bharat Sanchar Nigam Limited is one o% the oldest telecomm!nication ser$ice "ro$iders in
&ndia/ &t is also the largest "hone ser$ice "ro$iders in &ndia/ Bharat Sanchar Nigam Ltd
+B/S/N/L/ has their networ thro!gho!t the ma8or cities as well as some o% the r!ral
interiors in &ndia/ Howe$er Bharat Sanchar Nigam Ltd +B/S/N/L/ does not o"erate in New
Delhi and )!m*ai where its co!nter"art )ahanagar Tele"hone Nigam Limited +)TNL
o"erates/
Bharat Sanchar Nigam Limited is a "!*lic sector com"an# with its head o%%ice at New
Delhi/ Bharat Sanchar Nigam Ltd +B/S/N/L/ is s!""osed to o%%er the *est %acilities in the
%ield o% telecomm!nication in &ndia/ The !ni$ersal telecom ser$ice is one o% the oldestser$ices o% this com"an#/
Bharat Sanchar Nigam Limited is also the largest comm!nication ser$ice "ro$ider in %i@ed
line/ Bharat Sanchar Nigam Limited o%%ers cell!lar connection in &ndia/ &t is one o% the
largest "ro$iders o% cell!lar "hone connection in the co!ntr#/ S!*scri*ers "re%er Bharat
Sanchar Nigam Ltd +B/S/N/L/ %or its reasona*le rate and wide range o% networ/ The
cell!lar ser$ice o% BSNL is mareted !nder the trade name o% (ell one which !ses the
-S) "lat%orm/ E@cel is the "re"aid cell!lar connection %rom Bharat Sanchar Nigam
Limited/ Bharat Sanchar Nigam Ltd +B/S/N/L/ also *oasts itsel% %or o%%ering other
intelligent networ ser$ices lie toll %ree calling, Tele $oting and "remi!m calling ser$ices
also/ Bharat Sanchar Nigam Ltd +B/S/N/L/ also o%%ers &nternet connection/ &% #o! ha$e a
%i@ed line tele"hone connection %rom Bharat Sanchar Nigam Ltd +B/S/N/L/ #o! can !se
this line %or &nternet connecti$it#/ This is technicall# nown as the dial !" connection/ o!
can also *e a s!*scri*er %or Bharat Sanchar Nigam Ltd +B/S/N/L/ *road*and connecti$it#,
which is a$aila*le in the maret !nder the trade name o% Data one/ The *road*and
connecti$it# is 9!ite ad$antageo!s o$er the dial !" connection/ &t has a good s"eed and #o!
can !"load or download images and $ideos at a %aster "ace/ There are $ario!s "lans %or the
*road*and connecti$it# so that #o! can choose according to #o!r need and "ocet/ There
are 2: telecom circles %or Bharat Sanchar Nigam Ltd +B/S/N/L// The two metro districts
BABASAB PATIL 2:
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
%or Bharat Sanchar Nigam Ltd +B/S/N/L/ lies in (hennai and Kolata/ There are also ;
"ro8ect circles %or Bharat Sanchar Nigam Ltd +B/S/N/L/ in &ndia in the : 3ones as well as
in .!ne/ S"eciali3ed telecom !nits %or Bharat Sanchar Nigam Ltd +B/S/N/L/ incl!de Data
Networs, !alit# ass!rance, national center %ore electronic switching as well as Technical
and de$elo"ment circle/
n cto*er 1, 2JJJ the De"artment o% Telecom "erations, -o$ernment o% &ndia *ecame
a cor"oration and was renamed Bharat Sanchar Nigam Limited +B/S/N/L// Bharat Sanchar
Nigam Ltd +B/S/N/L/ is now &ndia
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
Toda#, +* 7 9)* 4!.3 -++ +' 9+( *'';7' (;(+*0 4 -++ WLL (;(+*0
2#.1 M++ GSM C;(+*0 -/' *7 3!3"2 +&' '&(7
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
million +US Q 1:/7 *illion/ Bharat Sanchar Nigam Ltd +B/S/N/L/ "lans to e@"and its
c!stomer *ase %rom "resent : millions lines to 12; million lines *# Decem*er 2JJ and
in%rastr!ct!re in$estment "lan to the t!ne o% Rs/ 77 crores +USQ 1/ million in the ne@t
three #ears/ The t!rno$er, nationwide co$erage, reaches, com"rehensi$e range o% telecom
ser$ices and the desire to e@cel has made Bharat Sanchar Nigam Ltd +B/S/N/L/ the No/ 1
Telecom (om"an# o% &ndia/
M:/ P0'/ + *''(--)+(*+ +)*/0
There are three t#"es o% "la#ers in telecom ser$ices4
State owned com"anies +BSNL and )TNL
.ri$ate &ndian owned com"anies +Reliance &n%ocomm, Tata Teleser$ices,
5oreign in$ested com"anies +0oda%one, Bharti Tele0ent!res, &dea (ell!lar, B.L
)o*ile, S"ice (omm!nication
BABASAB PATIL 2
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
BABASAB PATIL 2G
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
B7/* S(7/ N+B.S.N.L.? P7+;70
"#s#o
To *ecome the largest telecom Ser$ice .ro$ider in Asia
M#ss#o
To "ro$ide world class Stateo%art technolog# telecom ser$ices to its c!stomers on
demand at com"etiti$e "rices
To "ro$ide worldclass telecom in%rastr!ct!re in its area o% o"eration and to contri*!te to
the growth o% the co!ntr#'s econom#
O$%ec'es
To *e a Lead Telecom Ser$ices .ro$ider
To "ro$ide 9!alit# and relia*le %i@ed telecom ser$ice to o!r c!stomer and there *# increase
c!stomer's con%idence
To "ro$ide mo*ile tele"hone ser$ice o% high 9!alit# and *ecome no/ 1 -S) o"erator in its
area o% o"eration
To "ro$ide "oint o% interconnection to other ser$ice "ro$ider as "er their re9!irement
"rom"tl#
To %acilitate R C D acti$it# in the co!ntr#
(ontri*!te towards4
National .lan Target o% ;JJ millions!*scri*er *ases %or the co!ntr# *# Decem*er 2J1J/
Broad*and c!stomers *ase o% 2J million in &ndia *# 2J1J as "er Broad*and .olic# 2JJ:/
.ro$iding tele"hone connection in $illages as "er go$ernment "ro"osition
&m"lementation o% Tri"le "la# as a reg!lar commercial "ro"osition
BABASAB PATIL 2F
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
TELECOM COMPANIES MAR%ET SHARES IN INDIA
C-;0 M++ S)9
>N, 2##5?
K S7/'
BSNL :J/7 ;G/G
Reliance /1 G/F
Bharti ;/ G/7
)TNL :/F /2
0oda%one 2/F :/2
&dea (ell!lar 2/1 7/J
B.L 1/: 2/1
Tata Teleser$ices 1/7 1/F
S"ice 1/J 1/:Escotel J/G 1/1
5ascel J/G 1/1
Airtel J/F 1/:
He@acom J/2 J/7
Sh#am Telelin J/1 J/2
H#s&o(y of Bha(a& Sacha( N#!a) L&* +B,S,N,L,
A *rie% histor# o% BSNL4 This telecomm!nication ser$ice was originall# %o!nded *# the
British d!ring the 1Fth cent!r#/ The BSNL was once a "art o% the .ost and Telegra"h
BABASAB PATIL 7J
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
De"artment o% &ndia/ .re$io!sl# BSNL !sed to o"erate in the whole co!ntr# *!t later on
too o$er the o"erations in New Delhi and )!m*ai/ .resentl# Bharat Sanchar Nigam
Limited %!nctions as a "!*lic sector domain/ Toda# BSNL also has its regional o%%ices in
$ario!s locations thro!gho!t the co!ntr#/
F/- P* T''PT? * D';/*-'* T''(--)+(*+ >DT?
Till 71st Decem*er 1FG:, the .osts and Telegra"hs De"artment managed the "ostal,
telegra"h and tele"hone ser$ices/ &n Ian!ar# 1FG;, two se"arate De"artments %or the .osts
and the Telecomm!nications were created/ The Acco!ntant -eneral o% the .CT, initiall#,
maintained the acco!nts o% the de"artment/ Howe$er, *# A"ril 1F2, the
telecomm!nications acco!nts were se"arated/ Sim!ltaneo!sl# the de"artment also started
"re"aring the *alance sheet ann!all#/ ith the taeo$er o% the acco!nts %rom the a!dit and
delegation o% larger %inancial "owers to the %ield !nits, internal 5inancial Ad$isers were
"osted to all the circles and !nits/
DEPARTMENT OF TELECOMMUNICATIONS >DT?
The Telecomm!nication Board consisted o% the Secretar# Telecomm!nications, who was
the (hairman with )em*er +5inance, )em*er +"erations, )em*er +De$elo"ment,
)em*er +.ersonnel and )em*er +Technolog#/ The Telecom (ommission was
constit!ted in 1FGF/ The (ommission has the DoT Secretar# as its (hairman with )em*er
+Ser$ices, )em*er +Technolog# and )em*er +5inance as its %!ll time mem*ers/ The
Secretar# +5inance, Secretar# +DoE, Secretar# +&nd!stries and Secretar# +.lanning
(ommission are "art time mem*ers o% the (ommission/ The De"artment in 1FG
reorganised the Telecomm!nication (ircles with the Secondar# Switching Areas as *asic
!nits/ This was im"lemented in a "hased manner/ Bom*a# and Delhi Tele"hones werese"arated to create the new entit# called )ahanagar Tele"hone Nigam Ltd/ +)TNL/ The
ser$ices o% the De"artment o% Telecom Ser$ices +DTS and De"artment o% Telecom
"erations +DT were "ro%essional3ed on 1st cto*er 2JJJ with the name Bharat
Sanchar Nigam Limited +BSNL/ The mae o$er co!ld *e made si@ months earlier than the
BABASAB PATIL 71
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
"ro"osed date o% 1:2JJ1, d!e to the wholehearted s!""ort gi$en *# N5TE and other
5ederations/
Histor# o% &ndian Telecomm!nications &nd!str#
ear E$ents1G;1 5irst o"erational land lines were laid *# the go$ernment near (alc!tta +seat
BABASAB PATIL 72
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
o% British "ower
1GG1 Tele"hone ser$ice introd!ced in &ndia
1GG7 )erger with the "ostal s#stem
1F27 5ormation o% &ndian Radio Telegra"h (om"an# +&RT
1F72 )erger o% ET( and &RT into the &ndian Radio and (a*le (omm!nication
(om"an# +&R((
1F: Nationali3ation o% all %oreign telecomm!nication com"anies to %orm the
.osts, Tele"hone and Telegra"h +.TT, a mono"ol# r!n *# the go$ernment's
)inistr# o% (omm!nications
1FG; De"artment o% Telecomm!nications +DT esta*lished, an e@cl!si$e "ro$ider
o% domestic and longdistance ser$ice that wo!ld *e its own reg!lator +se"arate
%rom the "ostal s#stem
1FG (on$ersion o% DT into two wholl# go$ernmentowned com"anies4 the
0idesh Sanchar Nigam Limited +0SNL %or international telecomm!nications
and )ahanagar Tele"hone Nigam Limited +)TNL %or ser$ice in metro"olitan
areas/1FF Telecom Reg!lator# A!thorit# o% &ndia created/
1FFF
(ell!lar Ser$ices are la!nched in &ndia/ New National Telecom .olic# is
ado"ted/
2JJJ De"artment o% Telecomm!nication *ecomes a cor"oration, BSNL
Data anal#sis +c!stomer satis%action s!r$e#
Diagram no/1
BABASAB PATIL 77
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
duration of using the services
14 28.0 28.0 28.0
15 30.0 30.0 58.0
10 20.0 20.0 78.0
11 22.0 22.0 100.0
50 100.0 100.0
1-5 years
5-10 years
10-15 years
15 and more
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
duration o! usin" t#e serices
duration o! usin" t#e serices
15 and more10-15 years5-10 years1-5 years
F r e q u e n c y
1$
14
12
10
8
$
4
2
0
The %irst 9!estion that we ased the c!stomers was a*o!t the d!ration o% their association
with BSNL to which the# re"lied as %ollows4
2G o% the c!stomers were associated with the com"an# %or 1; #ears
7J o% the c!stomers were associated with the com"an# %or ;1J #ears
2J o% the c!stomers were associated with the com"an# %or 1J1; #ears
22 o% the c!stomers were associated with the com"an# %or 1; #ears or more
BABASAB PATIL 7:
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
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 %$.0
2 4.0 4.0 100.0
50 100.0 100.0
ery satis!ied
satis!ied
moderately satis!ied
dissatis!ied
ery dissatis!ied
Total
ValidFrequency Percent Valid Percent
Cumulatie
Percent
satis!ied &it# t#e serices
satis!ied &it# t#e serices
ery dissatis!ied
dissatis!ied
moderately satis!ied
satis!ied
ery satis!ied
F r e q u e n
c y
30
20
10
0
To the 9!estion a*o!t i% the c!stomers were satis%ied with the ser$ice "ro$ided4
• 1J o% the c!stomers were $er# satis%ied
• :: o% the c!stomers were satis%ied
• 2G o% the c!stomers were moderatel# satis%ied
• 1: o% the c!stomers were dissatis%ied
• : o% the c!stomers were $er# dissatis%ied
BABASAB PATIL 7;
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
Diagram no/7
reasons for dissatisfaction
5 10.0 10.0 10.0
13 2$.0 2$.0 3$.0
11 22.0 22.0 58.0
8 1$.0 1$.0 74.0
13 2$.0 2$.0 100.0
50 100.0 100.0
'oor quality o!
si"nal or net&or(
'oor oice clarity
#i"#er cost
)illin" error
'oor customer
care serices
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
reasons !or dissatis!action
reasons !or dissatis!action
'oor customer care s
)illin" error
#i"#er cost
'oor oice clarity
'oor quality o! si"n
F r e q u e n c y
14
12
10
8
$
4
2
0
To the 9!estion a*o!t the reasons %or dissatis%action amongst the c!stomers4
• 1J o% the c!stomers stated "oor 9!alit# o% networ
• 2 o% the c!stomers stated "oor $oice 9!alit#
• 22 o% the c!stomers stated high costs
• 1 o% the c!stomers stated errors in *illing
BABASAB PATIL 7
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
• 2 o% the c!stomers stated "oor c!stomer care ser$ices
Diagram no/:
are you satisfied with the pricing of products
2$ 52.0 52.0 52.0
24 48.0 48.0 100.0
50 100.0 100.0
yes
no
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
are you satis!ied &it# t#e 'ricin" o! 'roducts
are you satis!ied &it# t#e 'ricin" o! 'roducts
noyes
F r e q u e n c y
30
20
10
0
To the 9!estion on the "ricing o% the "rod!cts4
• ;2 o% the c!stomers said that the# were satis%ied
• :G o% the c!stomers said that were dissatis%ied
BABASAB PATIL 7
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
Diagram no/;
rate the representative on being courteous
1 2.0 2.0 2.0
12 24.0 24.0 2$.0
27 54.0 54.0 80.0$ 12.0 12.0 %2.0
4 8.0 8.0 100.0
50 100.0 100.0
e*cellent
ery "ood
!air 'oor
moderate
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
rate t#e re'resentatie on )ein" courteous
rate t#e re'resentatie on )ein" courteous
moderate'oor !air ery "oode*cellent
F r e q
u e n c y
30
20
10
0
To the 9!estion on the co!rteo!sness o% the re"resentati$e4
BABASAB PATIL 7G
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
• 2 o% the c!stomers rated them e@cellent
• 2: o% the c!stomers rated them as $er# good
• ;: o% the c!stomers rated them as %air
•
12 o% the c!stomers rated them "oor • G o% the c!stomers rated them moderate
Diagram no/
rate the representative on having knowledge
2 4.0 4.0 4.0
5 10.0 10.0 14.0
18 3$.0 3$.0 50.0
18 3$.0 3$.0 8$.0
5 10.0 10.0 %$.0
2 4.0 4.0 100.0
50 100.0 100.0
e*cellentery "ood
!air
'oor
moderate
$.00
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
BABASAB PATIL 7F
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
rate t#e re'resentatie on #ain" (no&led"e
rate t#e re'resentatie on #ain" (no&led"e
$.00moderate'oor !air ery "oode*cellent
F r e
q u e n c y
20
10
0
To rate the re"resentati$e on the nowledge that the# "ossessed4
• : o% the c!stomers rated them e@cellent on this trait
• 1J o% the c!stomers rated them as $er# good on this trait
• 7 o% the c!stomers rated them as %air on this trait
• 7 o% the c!stomers rated them as "oor on this trait
• 1J o% the c!stomers rated them as moderate on this trait
Diagram no/
waiting period before speaking to the representative
8 1$.0 1$.0 1$.0
21 42.0 42.0 58.0
1$ 32.0 32.0 %0.0
5 10.0 10.0 100.0
50 100.0 100.0
&as ta(en care
immediately
&it#in 5-10 minutes
more t#an 10 minutes
not ta(en care o!
Total
ValidFrequency Percent Valid Percent
Cumulatie
Percent
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
&aitin" 'eriod )e!ore s'ea(in" to t#e re'resentatie
&aitin" 'eriod )e!ore s'ea(in" to t#e re'resentatie
not ta(en care o!
more t#an 10 minutes
&it#in 5-10 minutes
&as ta(en care immed
F r e q u e n c y
30
20
10
0
To the 9!estion on the waiting "eriod *e%ore getting to s"ea to the re"resentati$e4
• 1 o% the c!stomers said that their 9!eries were taen care o% immediatel#
• :2 o% the c!stomers said that their 9!eries were taen care o% in ;1J mins
• 72 o% the c!stomers said that their 9!eries were taen care o% a%ter 1J mins
• 1J o% the c!stomers said that their 9!eries were not taen care o%
Diagram no/G
BABASAB PATIL :1
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
time taken to solve the problem
10 20.0 20.0 20.0
18 3$.0 3$.0 5$.0
15 30.0 30.0 8$.0
5 10.0 10.0 %$.0
1 2.0 2.0 %8.0
1 2.0 2.0 100.0
50 100.0 100.0
immediately resoled
)et&een 2-3 days
)et&een 3-5 days
more t#an a &ee(
t#e 'ro)lem is still
resoled
8.00
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
time ta(en to sole t#e 'ro)lem
time ta(en to sole t#e 'ro)lem
8.00
t#e 'ro)lem is still
more t#an a &ee(
)et&een 3-5 days
)et&een 2-3 days
immediately resoled
F r e q u e n
c y
20
10
0
To the 9!estion on the time taen to sol$e their 9!er# *# the re"resentati$e4
• 2J o% the c!stomers said that their 9!er# was immediatel# resol$ed
• 7 o% the c!stomers said that their 9!er# was resol$ed in 27 da#s
• 7J o% the c!stomers said that their 9!er# was resol$ed in 7; da#s
• 1J o% the c!stomers said that their 9!er# was resol$ed a%ter a wee
• 2 o% the c!stomers said that their 9!er# was #et to *e resol$ed
BABASAB PATIL :2
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
Diagram no/F
would you like to retain the services
2% 58.0 58.0 58.0
20 40.0 40.0 %8.0
1 2.0 2.0 100.0
50 100.0 100.0
yes
no
%.00
Total
Valid
Frequency Percent Valid PercentCumulatie
Percent
&ould you li(e to retain t#e serices
&ould you li(e to retain t#e serices
%.00noyes
F r e q
u e n c y
40
30
20
10
0
To the 9!estion on whether the c!stomers wo!ld want to contin!e with the ser$ices o% the
com"an#4
• ;G o% the c!stomers said #es
• :J o% the c!stomers said no
• 2 o% the c!stomers were not s!re
BABASAB PATIL :7
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
Diagram no/1J
would you recommend the BSNL products & servces to others
30 $0.0 $0.0 $0.0
20 40.0 40.0 100.0
50 100.0 100.0
yes
no
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
&ould you recommend t#e +,-. 'roducts / serces to ot#ers
&ould you recommend t#e +,-. 'roducts / serces to ot#ers
noyes
F r e
q u e n c y
40
30
20
10
0
To the 9!estion i% the c!stomers wo!ld lie to recommend the "rod!cts and ser$ices to
others4
• J said the# wo!ld
• :J said the# wo!ld not
BABASAB PATIL ::
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
Diagram no/11
i believe BSNL deserves my loyalty
30 $0.0 $0.0 $0.0
20 40.0 40.0 100.0
50 100.0 100.0
yes
no
Total
ValidFrequency Percent Valid Percent
Cumulatie
Percent
i )eliee +, deseres my loyalty
i )eliee +, deseres my loyalty
noyes
F r e q u e n c y
40
30
20
10
0
To the 9!estion whether the c!stomer %elt that the# %elt that BSNL deser$es their lo#alt#4
• J said #es
• :J said no
BABASAB PATIL :;
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
Diagram no/12
my loyalty to BSNL has grown stronger over the past years
27 54.0 54.0 54.0
23 4$.0 4$.0 100.0
50 100.0 100.0
yes
no
Total
ValidFrequency Percent Valid Percent
Cumulatie
Percent
my loyalty to +,. #as "ro&n stron"er oer t#e 'ast years
my loyalty to +,. #as "ro&n stron"er oer t#e 'ast years
noyes
F r e q u e n c y
30
20
10
0
The last 9!estion in the s!r$e# amongst the c!stomers was whether their lo#alt# to BSNL
had grown stronger to which the res"onse was as %ollows4
• ;: o% the c!stomers agreed
• : o% the c!stomers disagreed
BABASAB PATIL :
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
D* 0+ >J9 *+(*+ )/,'0?
Diagram no/1fair amount paid for the work done
$ 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 5$.0
22 44.0 44.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
ValidFrequency Percent Valid Percent
Cumulatie
Percent
BABASAB PATIL
!air amount 'aid !or t#e &or( done
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree ery muc#
:
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
&n the em"lo#ee s!r$e# on their 8o* satis%action, the %irst 9!estion was the %airness o% the
salar# "aid to which the em"lo#ees re"lied as %ollows4
• 12 o% the em"lo#ees disagreed $er# m!ch
• 2 o% the em"lo#ees disagreed slightl#
• G o% the em"lo#ees agreed slightl#
• 7: o% the em"lo#ees agreed moderatel#
• :: o% the em"lo#ees agreed $er# m!ch
Diagram no/2
little chance for promotion
% 18.0 18.0 18.0
% 18.0 18.0 3$.0
5 10.0 10.0 4$.0
8 1$.0 1$.0 $2.0
10 20.0 20.0 82.0
% 18.0 18.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
BABASAB PATIL :G
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
little c#ance !or 'romotion
a"ree ery muc#
a"ree moderately
a"ree sli"#tlydisa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
To the 9!estion on whether the# %elt i% there was little chance %or "romotion4
• 1G o% the em"lo#ees disagreed $er# m!ch
• 1G o% the em"lo#ees disagreed moderatel#
• 1J o% the em"lo#ees disagreed slightl#
• 1 o% the em"lo#ees agreed slightl#
• 2J o% the em"lo#ees agreed moderatel#
• 1G o% the em"lo#ees agreed $er# m!ch
Diagram no/7
BABASAB PATIL :F
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
supervisor is competent in doing his job
3 $.0 $.0 $.0
2 4.0 4.0 10.0
1% 38.0 38.0 48.0
2$ 52.0 52.0 100.0
50 100.0 100.0
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
su'erisor is com'etent in doin" #is o)
a"ree ery muc#a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
n whether the# %elt i% the s!"er$isor is com"etent in doing his 8o*, the %ollowing was theres"onse4
• o% the em"lo#ees disagreed slightl#
• : o% the em"lo#ees agreed slightl#
• 7G o% the em"lo#ees agreed moderatel#
• ;2 o% the em"lo#ees agreed $er# m!ch
BABASAB PATIL ;J
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
Diagram no/:
not satisfied with the benifits i receive
30 $0.0 $0.0 $0.0
5 10.0 10.0 70.0
3 $.0 $.0 7$.0
4 8.0 8.0 84.0
5 10.0 10.0 %4.0
3 $.0 $.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid PercentCumulatie
Percent
not satis!ied &it# t#e )eni!its i receie
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n whether the# were satis%ied with the *ene%its the# recei$ed4
• J o% the em"lo#ees disagreed $er# m!ch
• 1J o% the em"lo#ees disagreed moderatel#
• o% the em"lo#ees disagreed slightl#
• G o% the em"lo#ees agreed slightl#
• 1J o% the em"lo#ees agreed moderatel#
BABASAB PATIL ;1
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
• o% the em"lo#ees agreed $er# m!ch
Diagram no/;
rules restrict from doing a good job
10 20.0 20.0 20.0
5 10.0 10.0 30.0
8 1$.0 1$.0 4$.0
% 18.0 18.0 $4.0
7 14.0 14.0 78.0
11 22.0 22.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
rules restrict !rom doin" a "ood o)
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
&% whether the r!les were restricting them %rom doing a good 8o*4
• 2J o% the em"lo#ees disagreed $er# m!ch
• 1J o% the em"lo#ees disagreed moderatel#
• 1 o% the em"lo#ees disagreed slightl#
• 1G o% the em"lo#ees agreed slightl#
BABASAB PATIL ;2
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
• 1: o% the em"lo#ees agreed moderatel#
• 22 o% the em"lo#ees agreed $er# m!ch
Diagram no/
i like the people i work with
2 4.0 4.0 4.0
1% 38.0 38.0 42.0
2% 58.0 58.0 100.0
50 100.0 100.0
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
i li(e t#e 'eo'le i &or( &it#
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
To the 9!estion whether the em"lo#ees lied the "eo"le the# wored with4
• : o% the em"lo#ees agreed slightl#
• 7G o% the em"lo#ees agreed moderatel#
• ;G o% the em"lo#ees agreed $er# m!ch
BABASAB PATIL ;7
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
Diagram no/
i sometime feel my job is meaningless
42 84.0 84.0 84.0
3 $.0 $.0 %0.0
3 $.0 $.0 %$.0
2 4.0 4.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
a"ree sli"#tly
a"ree moderately
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
i sometime !eel my o) is meanin"less
a"ree moderately
a"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
To the 9!estion i% the em"lo#ees sometimes %ind their 8o* meaningless4
BABASAB PATIL ;:
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
• G: o% the em"lo#ees disagreed $er# m!ch
• o% the em"lo#ees disagreed moderatel#
• o% the em"lo#ees agreed slightl#
•
: o% the em"lo#ees agreed moderatel#
Diagram no/G
communication is good within the organisation
1 2.0 2.0 2.0
3 $.0 $.0 8.0
2 4.0 4.0 12.0
2 4.0 4.0 1$.0
1% 38.0 38.0 54.0
23 4$.0 4$.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
communication is "ood &it#in t#e or"anisation
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
To the 9!estion whether the internal comm!nication o% the organi3ation was good4
BABASAB PATIL ;;
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
• 2 o% the em"lo#ees disagreed $er# m!ch
• o% the em"lo#ees disagreed moderatel#
• : o% the em"lo#ees disagreed slightl#
•
: o% the em"lo#ees agreed slightl#• 7G o% the em"lo#ees agreed moderatel#
• : o% the em"lo#ees agreed $er# m!ch
Diagram no/F
raises r too few and far between
4 8.0 8.0 8.01 2.0 2.0 10.0
% 18.0 18.0 28.0
8 1$.0 1$.0 44.0
1$ 32.0 32.0 7$.0
12 24.0 24.0 100.0
50 100.0 100.0
disa"ree ery muc#disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
raises r too !e& and !ar )et&een
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
BABASAB PATIL ;
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
To the 9!estion on whether the raises are too %ew and %ar *etween4
• G o% the em"lo#ees disagreed $er# m!ch
• 2 o% the em"lo#ees disagreed moderatel#
• 1G o% the em"lo#ees disagreed slightl#
• 1 o% the em"lo#ees agreed slightl#
• 72 o% the em"lo#ees agreed moderatel#
• 2: o% the em"lo#ees agreed $er# m!ch
Diagram no/1J
fair jobs, fair promotions
1$ 32.0 32.0 32.0
4 8.0 8.0 40.0
8 1$.0 1$.0 5$.0
5 10.0 10.0 $$.0
10 20.0 20.0 8$.0
7 14.0 14.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid PercentCumulatie
Percent
BABASAB PATIL ;
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
!air o)s !air 'romotions
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
To the 9!estion on %air 8o*, %air "romotion4
• 72 o% the em"lo#ees disagreed $er# m!ch
• G o% the em"lo#ees disagreed moderatel#
• 1 o% the em"lo#ees disagreed slightl#
• 1J o% the em"lo#ees agreed slightl#
• 2J o% the em"lo#ees agreed moderatel#
• 1: o% the em"lo#ees agreed $er# m!ch
Diagram no/11
supervisor unfair to me
44 88.0 88.0 88.0
4 8.0 8.0 %$.0
2 4.0 4.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
a"ree moderately
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
BABASAB PATIL ;G
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
su'erisor un!air to me
a"ree moderately
disa"ree moderately
disa"ree ery muc#
hether the s!"er$isor was !n%air to the em"lo#ee4
• GG o% the em"lo#ees disagreed $er# m!ch
• G o% the em"lo#ees disagreed moderatel#
• : o% the em"lo#ees agreed moderatel#
Diagram no/12
BABASAB PATIL ;F
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
benefits are good compaired to other organisation
2 4.0 4.0 4.0
7 14.0 14.0 18.0
3 $.0 $.0 24.0
11 22.0 22.0 4$.0
10 20.0 20.0 $$.0
17 34.0 34.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
)ene!its are "ood com'aired to ot#er or"anisation
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
To the 9!estion on whether the *ene%its are good com"ared to other organi3ations4
• : o% the em"lo#ees disagreed $er# m!ch
• 1: o% the em"lo#ees disagreed moderatel#
•
o% the em"lo#ees disagreed slightl#• 22 o% the em"lo#ees agreed slightl#
• 2J o% the em"lo#ees agreed moderatel#
• 7: o% the em"lo#ees agreed $er# m!ch
BABASAB PATIL J
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
Diagram no/17
my work not appreciated
1$ 32.0 32.0 32.0
8 1$.0 1$.0 48.0
7 14.0 14.0 $2.0
$ 12.0 12.0 74.0
8 1$.0 1$.0 %0.0
5 10.0 10.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
ValidFrequency Percent Valid Percent
Cumulatie
Percent
my &or( not a''reciated
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n whether the wor o% the em"lo#ee was *eing a""reciated4
• 72 o% the em"lo#ees disagreed $er# m!ch
• 1 o% the em"lo#ees disagreed moderatel#
• 1: o% the em"lo#ees disagreed slightl#
• 12 o% the em"lo#ees agreed slightl#
• 1 o% the em"lo#ees agreed moderatel#
• 1J o% the em"lo#ees agreed $er# m!ch
BABASAB PATIL 1
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
Diagram no/1:
the efforts of my job are blocked by red tape
27 54.0 54.0 54.0
% 18.0 18.0 72.0
7 14.0 14.0 8$.0
1 2.0 2.0 88.0
3 $.0 $.0 %4.0
3 $.0 $.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
t#e e!!orts o! my o) are )loc(ed )y red ta'e
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n whether the e%%orts o% the 8o* o% the em"lo#ee are *loced *# red ta"e4
• ;: o% the em"lo#ees disagreed $er# m!ch
• 1G o% the em"lo#ees disagreed moderatel#
• 1: o% the em"lo#ees disagreed slightl#
BABASAB PATIL 2
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
• 2 o% the em"lo#ees agreed slightl#
• o% the em"lo#ees agreed moderatel#
• o% the em"lo#ees agreed $er# m!ch
Diagram no/1;
incompetence of other people makes me work harder
17 34.0 34.0 34.0
8 1$.0 1$.0 50.0
7 14.0 14.0 $4.0
5 10.0 10.0 74.0
7 14.0 14.0 88.0
$ 12.0 12.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
incom'etence o! ot#er 'eo'le ma(es me &or( #arder
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly disa"ree moderately
disa"ree ery muc#
n whether the incom"etence o% the other "eo"le maes the em"lo#ee wor harder4
• 7: o% the em"lo#ees disagreed $er# m!ch
• 1 o% the em"lo#ees disagreed moderatel#
BABASAB PATIL 7
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
• 1: o% the em"lo#ees disagreed slightl#
• 1J o% the em"lo#ees agreed slightl#
• 1: o% the em"lo#ees agreed moderatel#
•
12 o% the em"lo#ees agreed $er# m!ch
Diagram no/1
the goals of this org are not clear to me
3$ 72.0 72.0 72.0
3 $.0 $.0 78.0
4 8.0 8.0 8$.03 $.0 $.0 %2.0
3 $.0 $.0 %8.0
1 2.0 2.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tlya"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
t#e "oals o! t#is or" are not clear to me
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n the 9!estion whether the goals o% the organi3ation are clear to the em"lo#ee4
BABASAB PATIL :
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
• 2 o% the em"lo#ees disagreed $er# m!ch
• o% the em"lo#ees disagreed moderatel#
• G o% the em"lo#ees disagreed slightl#
•
o% the em"lo#ees agreed slightl#• o% the em"lo#ees agreed moderatel#
• 2 o% the em"lo#ees agreed $er# m!ch
Diagram no/1
people get ahead as fast here as they do in other places
8 1$.0 1$.0 1$.0% 18.0 18.0 34.0
5 10.0 10.0 44.0
17 34.0 34.0 78.0
8 1$.0 1$.0 %4.0
3 $.0 $.0 100.0
50 100.0 100.0
disa"ree ery muc#disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
eo'le "et a#ead as !ast #ere as t#ey do in ot#er 'laces
a"ree ery muc#
a"ree moderately
a"ree sli"#tly disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
BABASAB PATIL ;
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BHARAT SANCHAR NIGAM LIMITED (BSNL)
n whether growth "ros"ects are as good as it is in other "laces4
• 1 o% the em"lo#ees disagreed $er# m!ch
• 1G o% the em"lo#ees disagreed moderatel#
• 1J o% the em"lo#ees disagreed slightl#
• 7: o% the em"lo#ees agreed slightl#
• 1 o% the em"lo#ees agreed moderatel#
• o% the em"lo#ees agreed $er# m!ch
Diagram no/1G
my supervisor shows too little interest in the feelings of the sub
30 $0.0 $0.0 $0.0
4 8.0 8.0 $8.0
$ 12.0 12.0 80.0
$ 12.0 12.0 %2.0
3 $.0 $.0 %8.0
1 2.0 2.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
BABASAB PATIL
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67/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
u'erisor s#o&s too little interest in t#e !eelin"s o! t#e su
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n the 9!estion o% the s!"er$isor showing too little %eelings %or others4
• J o% the em"lo#ees disagreed $er# m!ch
• G o% the em"lo#ees disagreed moderatel#
• 12 o% the em"lo#ees disagreed slightl#
•12 o% the em"lo#ees agreed slightl#
• o% the em"lo#ees agreed moderatel#
• 2 o% the em"lo#ees agreed $er# m!ch
Diagram no/1F
BABASAB PATIL
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
68/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
the benefits package we have is equitable
4 8.0 8.0 8.0
1 2.0 2.0 10.0
7 14.0 14.0 24.0
% 18.0 18.0 42.0
1$ 32.0 32.0 74.0
13 2$.0 2$.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
t#e )ene!its 'ac(a"e &e #ae is equita)le
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n the 9!estion whether the *ene%its "acage is e9!ita*le4
• G o% the em"lo#ees disagreed $er# m!ch
• 2 o% the em"lo#ees disagreed moderatel#
• 1: o% the em"lo#ees disagreed slightl#
• 1G o% the em"lo#ees agreed slightl#
• 72 o% the em"lo#ees agreed moderatel#
• 2 o% the em"lo#ees agreed $er# m!ch
Diagram no/2J
BABASAB PATIL G
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
69/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
there r few rewards for those who work here
7 14.0 14.0 14.0
3 $.0 $.0 20.0
% 18.0 18.0 38.0
8 1$.0 1$.0 54.0
10 20.0 20.0 74.0
13 2$.0 2$.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
t#ere r !e& re&ards !or t#ose o &or( #ere
a"ree ery muc#
a"ree moderately
a"ree sli"#tl y
disa"ree sli"# tly
disa"ree moderately
disa"ree ery muc#
n the 9!estion i% there are %ew rewards %or the em"lo#ees4
• 1: o% the em"lo#ees disagreed $er# m!ch
• o% the em"lo#ees disagreed moderatel#
• 1G o% the em"lo#ees disagreed slightl#
• 1 o% the em"lo#ees agreed slightl#
• 2J o% the em"lo#ees agreed moderatel#
• 2 o% the em"lo#ees agreed $er# m!ch
BABASAB PATIL F
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
70/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
Diagram no/21
i have too much to do at work
4 8.0 8.0 8.0
4 8.0 8.0 1$.0
5 10.0 10.0 2$.0
11 22.0 22.0 48.0
14 28.0 28.0 7$.0
12 24.0 24.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid PercentCumulatie
Percent
i #ae too muc# to do at &or(
a"ree ery muc#
a"ree moderatelya"ree sli"# tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n whether the em"lo#ees ha$e too m!ch wor to do4
• G o% the em"lo#ees disagreed $er# m!ch
• G o% the em"lo#ees disagreed moderatel#
• 1J o% the em"lo#ees disagreed slightl#
• 22 o% the em"lo#ees agreed slightl#
• 2G o% the em"lo#ees agreed moderatel#
BABASAB PATIL J
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71/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
• 2: o% the em"lo#ees agreed $er# m!ch
Diagram no/22
i enjoy my coworkers
1 2.0 2.0 2.0
5 10.0 10.0 12.0
13 2$.0 2$.0 38.0
31 $2.0 $2.0 100.0
50 100.0 100.0
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
i enoy my co&or(ers
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
n the en8o#ment with coworers4
• 2 o% the em"lo#ees disagreed slightl#
• 1J o% the em"lo#ees agreed slightl#
BABASAB PATIL 1
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
72/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
• 2 o% the em"lo#ees agreed moderatel#
• 2 o% the em"lo#ees agreed $er# m!ch
Diagram no/27
i often feel that i donot know what is going on with the org
23 4$.0 4$.0 4$.0
5 10.0 10.0 5$.0
4 8.0 8.0 $4.0
% 18.0 18.0 82.0
4 8.0 8.0 %0.0
5 10.0 10.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
!ten !eel t#at i donot (no& at is "oin" on &it# t#e or"
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n the %eeling that the em"lo#ee ma# ha$e that he does not now what is going on in the
organi3ation4
• : o% the em"lo#ees disagreed $er# m!ch
• 1J o% the em"lo#ees disagreed moderatel#
BABASAB PATIL 2
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
73/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
• G o% the em"lo#ees disagreed slightl#
• 1G o% the em"lo#ees agreed slightl#
• G o% the em"lo#ees agreed moderatel#
•
1J o% the em"lo#ees agreed $er# m!ch
Diagram no/2:
i feel a sense of pride in doing my job
1 2.0 2.0 2.0
5 10.0 10.0 12.0
% 18.0 18.0 30.0
35 70.0 70.0 100.0
50 100.0 100.0
disa"ree ery muc#
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
i !eel a sense o! 'ride in doin" my o)
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree ery muc#
n whether the em"lo#ees %eel a sense o% "ride in doing the 8o*4
• 2 o% the em"lo#ees disagreed $er# m!ch
BABASAB PATIL 7
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
74/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
• 1J o% the em"lo#ees agreed slightl#
• 1G o% the em"lo#ees agreed moderatel#
• J o% the em"lo#ees agreed $er# m!ch
Diagram no/2;
i feel satisfied with my chances for salary increases
1 2.0 2.0 2.02 4.0 4.0 $.0
2 4.0 4.0 10.0
7 14.0 14.0 24.0
% 18.0 18.0 42.0
2% 58.0 58.0 100.0
50 100.0 100.0
disa"ree ery muc#disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
i !eel satis!ied &it# my c#ances !or salary increases
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
BABASAB PATIL :
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
75/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
n %eeling satis%ied %or the chances o% increasing the salar#4
• 2 o% the em"lo#ees disagreed $er# m!ch
• : o% the em"lo#ees disagreed moderatel#
• : o% the em"lo#ees disagreed slightl#
• 1: o% the em"lo#ees agreed slightl#
• 1G o% the em"lo#ees agreed moderatel#
• ;G o% the em"lo#ees agreed $er# m!ch
Diagram no/2
i like my supervisor
1 2.0 2.0 2.0
2 4.0 4.0 $.0
1 2.0 2.0 8.0
3 $.0 $.0 14.0
12 24.0 24.0 38.0
31 $2.0 $2.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid PercentCumulatie
Percent
BABASAB PATIL ;
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76/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
i li(e my su'erisor
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n whether the em"lo#ee lies his s!"er$isor4
• 2 o% the em"lo#ees disagreed $er# m!ch
• : o% the em"lo#ees disagreed moderatel#
• 2 o% the em"lo#ees disagreed slightl#
• o% the em"lo#ees agreed slightl#
• 2: o% the em"lo#ees agreed moderatel#
• 2 o% the em"lo#ees agreed $er# m!ch
Diagram no/2
i have too much paper work
11 22.0 22.0 22.0
4 8.0 8.0 30.0
11 22.0 22.0 52.0
10 20.0 20.0 72.0
7 14.0 14.0 8$.0
7 14.0 14.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid Frequency Percent Valid Percent
Cumulatie
Percent
BABASAB PATIL
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
77/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
i #ae too muc# 'a'er &or(
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n whether the em"lo#ees ha$e too m!ch "a"er wor4
• 22 o% the em"lo#ees disagreed $er# m!ch
• G o% the em"lo#ees disagreed moderatel#
•22 o% the em"lo#ees disagreed slightl#
• 2J o% the em"lo#ees agreed slightl#
• 1: o% the em"lo#ees agreed moderatel#
• 1: o% the em"lo#ees agreed $er# m!ch
Diagram no/2G
BABASAB PATIL
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
78/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
i dont feel my efforts r rewarded the way they should be
13 2$.0 2$.0 2$.0
% 18.0 18.0 44.0
3 $.0 $.0 50.0
14 28.0 28.0 78.0
8 1$.0 1$.0 %4.0
3 $.0 $.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
dont !eel my e!!orts r re&arded t#e &ay t#ey s#ould )e
a"ree ery muc#
a"ree m oderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree m oderately
disa"ree ery muc#
n whether the em"lo#ees %eel that the# are not rewarded the wa# the# sho!ld4
• 2 o% the em"lo#ees disagreed $er# m!ch
• 1G o% the em"lo#ees disagreed moderatel#
•
o% the em"lo#ees disagreed slightl#• 2G o% the em"lo#ees agreed slightl#
• 1 o% the em"lo#ees agreed moderatel#
• o% the em"lo#ees agreed $er# m!ch
BABASAB PATIL G
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
79/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
Diagram no/2F
im satisfied with my chances for promotion
8 1$.0 1$.0 1$.0
4 8.0 8.0 24.0
3 $.0 $.0 30.0
8 1$.0 1$.0 4$.0
% 18.0 18.0 $4.0
17 34.0 34.0 %8.0
1 2.0 2.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
$1.00
Total
ValidFrequency Percent Valid Percent
Cumulatie
Percent
im satis!ied &it# my c#ances !or 'romotion
$1.00
a"ree ery muc#
a"ree moderately
a"ree sli"# tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n whether the em"lo#ees is satis%ied with his chances %or "romotion4
•
1 o% the em"lo#ees disagreed $er# m!ch• G o% the em"lo#ees disagreed moderatel#
• o% the em"lo#ees disagreed slightl#
• 1 o% the em"lo#ees agreed slightl#
• 1G o% the em"lo#ees agreed moderatel#
BABASAB PATIL F
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
80/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
• 7: o% the em"lo#ees agreed $er# m!ch
Diagram no/7J
ther is too much bickering and fighting at work
3$ 72.0 72.0 72.0
4 8.0 8.0 80.0
5 10.0 10.0 %0.0
2 4.0 4.0 %4.0
3 $.0 $.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
t#er is too muc# )ic(erin" and !i"#tin" at &or(
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n whether there is too m!ch *icering and %ighting at wor4
• 2 o% the em"lo#ees disagreed $er# m!ch
• G o% the em"lo#ees disagreed moderatel#
• 1J o% the em"lo#ees disagreed slightl#
• : o% the em"lo#ees agreed moderatel#
BABASAB PATIL GJ
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81/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
• o% the em"lo#ees agreed $er# m!ch
Diagram no/71
work assignments are not fully eplained
25 50.0 50.0 50.0
3 $.0 $.0 5$.0
5 10.0 10.0 $$.0
$ 12.0 12.0 78.0
% 18.0 18.0 %$.0
2 4.0 4.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
&or( assi"nments are not !ully e*'lained
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n whether the wor assignments are not %!ll# e@"lained4
• ;J o% the em"lo#ees disagreed $er# m!ch
• o% the em"lo#ees disagreed moderatel#
• 1J o% the em"lo#ees disagreed slightl#
BABASAB PATIL G1
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
82/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
• 12 o% the em"lo#ees agreed slightl#
• 1G o% the em"lo#ees agreed moderatel#
• : o% the em"lo#ees agreed $er# m!ch
Diagram no/72
i receive recognition for good job
2 4.0 4.0 4.0
2 4.0 4.0 8.0
8 1$.0 1$.0 24.0
11 22.0 22.0 4$.0
15 30.0 30.0 7$.0
12 24.0 24.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
i receie reco"nition !or "ood o)
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n whether the em"lo#ees recei$e recognition %or a good 8o*4
• : o% the em"lo#ees disagreed $er# m!ch
• : o% the em"lo#ees disagreed moderatel#
BABASAB PATIL G2
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
83/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
• 1 o% the em"lo#ees disagreed slightl#
• 22 o% the em"lo#ees agreed slightl#
• 7J o% the em"lo#ees agreed moderatel#
•
2: o% the em"lo#ees agreed $er# m!ch
Diagram no/77
i like doing the things i do at work
$ 12.0 12.0 12.0
1 2.0 2.0 14.0
2 4.0 4.0 18.0
5 10.0 10.0 28.0
% 18.0 18.0 4$.0
27 54.0 54.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
i li(e doin" t#e t#in"s i do at &or(
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n whether the em"lo#ees lie doing the things the# do at wor4
• 12 o% the em"lo#ees disagreed $er# m!ch
• 2 o% the em"lo#ees disagreed moderatel#
BABASAB PATIL G7
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
84/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
• : o% the em"lo#ees disagreed slightl#
• 1J o% the em"lo#ees agreed slightl#
• 1G o% the em"lo#ees agreed moderatel#
•
;: o% the em"lo#ees agreed $er# m!ch
Diagram no/7:
pay makes me feel unappeciated
27 54.0 54.0 54.0% 18.0 18.0 72.0
7 14.0 14.0 8$.0
4 8.0 8.0 %4.0
2 4.0 4.0 %8.0
1 2.0 2.0 100.0
50 100.0 100.0
disa"ree ery muc#
disa"ree moderately
disa"ree sli"#tly
a"ree sli"#tly
a"ree moderately
a"ree ery muc#
Total
Valid
Frequency Percent Valid Percent
Cumulatie
Percent
'ay ma(es me !eel una''eciated
a"ree ery muc#
a"ree moderately
a"ree sli"#tly
disa"ree sli"#tly
disa"ree moderately
disa"ree ery muc#
n whether the em"lo#ees %eel that the "a# maes them %eel !na""reciated4
BABASAB PATIL G:
8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL
85/98
BHARAT SANCHAR NIGAM LIMITED (BSNL)
• ;: o% the em"lo#ees disagreed $er# m!ch
• 1G o% the em"lo#ees disagreed moderatel#
• 1: o% the em"lo#ees disagreed slightl#
•
G o% the em"lo#ees agreed slightl#• : o% the em"lo#ees ag