Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/75
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dc.contributor.supervisorSushil-
dc.contributor.supervisorSingh, T.P.-
dc.contributor.authorGarg, Rajiv Kumar-
dc.date.accessioned2006-09-21T05:52:42Z-
dc.date.available2006-09-21T05:52:42Z-
dc.date.issued2006-09-21T05:52:42Z-
dc.identifier.urihttp://hdl.handle.net/123456789/75-
dc.description.abstractPrior to globalization and liberalization of Indian economy, Indian automobile industry was protected from any international competition. There were only a few manufacturers in every class of automobiles. These organizations were quite happy continuing with old technology and working practices. In 1990s with the liberalization and globalization, many multinational companies (MNCs) entered the Indian automobile market. MNCs had strong financial background, global markets, advanced technology, higher quality, competitive prices, customer satisfaction, teamwork, and healthy work culture. The automobiles launched by MNC’s had advanced features, aesthetics, ergonomic compliance, and reasonable price tag. All this made the traditional Indian manufacturing organizations think and evolve strategies to come to terms with the situation and become competitive. They adopted cost-cutting as a strategy and took various actions like ban on recruitments, VRS, inventory reduction, squeezing profit margins, and improving efficiency and productivity. Improvements were made in various areas like technology, systems, structure, people and culture. With these initiatives, the organizations achieved varying degree of success. Some organizations survived while the others could not. This brings out the need to study the factors, forces and constraints prevalent in automobile industry with the aim of developing strategies for effective management of change. This study has been taken up with the objective of analyzing various aspects of socio-technical change like organizational systems, structure, culture, technology and people, and formulating a process for effective management of change in Indian automobile industry. The whole work is carried out in four phases: Survey on change management in Indian automobile industry, Case Studies, Modeling and Analysis, and developing strategies for management of change. A detailed survey on various aspects of change management has been chosen as a means to analyze the automobile industry. From the information collected through the questionnaire survey, the status of various aspects of the industry including the performance indicators and their change over a period of time has been determined and the relationship between them has been established. In the case studies, the prevailing situation in the organizations at various points of time demanding a change has been recorded in a chronological order over the past viii many years. Every time a need was felt by the organization, some action was taken in the area of technology, structure, systems, people or culture, or a combination of them. The actions taken from time to time and the results thereof have also been recorded in the chronological order. The collected information has been analyzed and learnings from the analysis have been recorded. From the case studies and learnings thereof, case organizations have been categorized based on the timings of initiation of actions and level of success in the management of change. For each category, then an attempt has been made to develop future course of action. For this purpose, a technique called ‘matrix of change’ has been employed. In this technique, employees of the case organizations were involved in devising the change process based on the existing practices and target practices. Further, to generalize the results of the study and the evolved strategies for managing change, experts have been involved in a structured way through a ‘Delphi study’ and also a qualitative modeling using ‘Options Field Methodology’ (OFM), ‘Options Profile Methodology’ (OPM) and ‘Fuzzy Set Theory’ (FST). In OFM, the ideas of the experts (options) were collected which were later put into categories. Dimensions of the design were decided from categories and clustering of the dimensions was done alongwith their sequencing. In OPM, experts were involved in deciding various courses of action (profiles). In FST, the profiles were weighed quantitatively against the goals set and also ranked by the experts. The generalized results have been given as a set of guidelines to be used by the organizations in future. The evolved strategy depicts that with regard to managing change and becoming competitive, the whole process can be divided into four stages. Competitive level-1 can be defined by a market wrap organization having reducing market share, obsolete product, conventional technology, systems and a hierarchical conventional structure. At competitive level-2, improved technology has been acquired and resultant changes are being incorporated to the areas of systems and procedures to become competitive. Competitive level-3 depicts an organization that has state of art systems, an efficient organization and a reasonably good level of technology. Competitive level-4 is a picture of an efficient, technologically advanced, efficient organization that has matching systems and procedures and a lean management structure.en
dc.description.sponsorshipThapar Institute of Engineering & Technology, Department of Mechanical Engineeringen
dc.format.extent56267217 bytes-
dc.format.mimetypeapplication/pdf-
dc.language.isoen_USen
dc.subjectChange Managementen
dc.subjectAutomobile Industryen
dc.subjectIndustrial Economicsen
dc.subjectIndia Automobile Inudstryen
dc.titleManaging Socio-Technical Change for Competitiveness in Indian Automobile Industryen
dc.typeThesisen
Appears in Collections:Doctoral Theses@MED

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