| Author | Talwar, Puneet |
| Call Number | AIT RSPR no.SM-08-10 |
| Subject(s) | Organizational change
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| Note | Submitted in partial fulfillment of the requirements for the degree of Master of Business Administration |
| Publisher | Asian Institute of Technology |
| Series Statement | Research studies project report ; no. SM-08-10 |
| Abstract | With changes happening frequently in external market/environment due to factors like Globalization, stiffening competition and shrinking margins, changing business/technological trends and/or increasing demands from shareholders to increase their returns, organizations need to rapidly change or reorient itself in response to the external market needs. A failure to do will make them lose their efficiency and competitiveness and finally lose the ground to their competitors. However, implementing a change is well ‘said’ than ‘done’. Studies, however, show that 50 % - 75% of these arrangements fail miserably and actually destroy shareholder value (rather than creating it). Some years back the failure of these strategic arrangements was a “hidden mystery” for company’s top bras managers and even management experts. After much of research and studies, people realized that in all these strategic arrangements always more attention was paid to the Strategic (business rationale) and financial aspects and hardly any attention was paid to the “Human” or “Soft” aspect of these alliances. History has seen the failure of big alliances like Daimler-Chrysler and P&G-Godrej (in India) wherein the human or Cross-Cultural aspect ultimately led to the collapse of the merger. While the organizational change process mainly deals around human aspects like sharing vision, regular and efficient communication, motivation, managing cultural differences etc, Human Resource Management (HRM) should act more like an organizational transformation or change leader rather than just an employee administrative expert. The changing role/face of HRM function and what needs to be done to make HR people as “Change expert” or “transformational leader” is dealt with in further chapters of this research. |
| Year | 2008 |
| Corresponding Series Added Entry | Asian Institute of Technology. Research studies project report ; no. SM-08-10 |
| Type | Research Study Project Report (RSPR) |
| School | School of Management (SOM) |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Master of Business Administration (MBA) (Publication code=SM) |
| Chairperson(s) | Sununta Siengthai; |
| Examination Committee(s) | Beise, Rian;Winai Wongsurawa; |
| Scholarship Donor(s) | AIT Fellowship; |
| Degree | Research Studies Project Report (M.B.A.) - Asian Institute of Technology, 2008 |