A Project Report On Change Management in The Public Sector at BSNL

BHARAT SANCHAR NIGAM LIMITED (BSNL)
A PROJECT REPORT ON
CHANGE MANAGEMENT IN THE PUBLIC SECTOR UNDERTAKING - BSNL UNDERTAKEN AT

BHARAT SANCHAR NIGAM LIMITED
, BELGAUM
BABASAB PATILFREEPPTMBA.COM
TABLE OF CONTENTS S. NO.

1 2 3 4 5 6 7 8 9
TOPICS
EXECUTIVE SUMMARY INTRODUCTION NEED FOR THE STUDY LITERATURE REVIEW STATEMENT OF THE PROBLEM OBJECTIVES OF THE STUDY SCOPE OF THE STUDY RESEARCH METHODOLOGY RESEARCH DESIGN SAMPLING FRAME SAMPLING UNIT SAMPLING SIZE LIMITATION OF THE STUDY SOURCE FOR DATA COLLECTION DATA ANALYSIS INTRODUCTION TO CHANGE MANAGEMENT FORCES OF CHANGE THE KEY STEPS IN MANAGING CHANGE RESISTANCE TO CHANGE TYPES OF CHANGE REASONS FOR FAILURE IN CHANGE MANAGEMENT FORCE FIELD ANALYSIS FORCE FIELD ANALYSIS APPROACH HOW TO CONDUCT FORCE FIELD ANALYSIS PROFILE OF BHARAT SANCHAR NIGAM LTD BHARAT SANCHAR NIGAM LTD PHILOSOPHY HISTORY OF BHARAT SANCHAR NIGAM LTD ANALYSIS FINDINGS SUGGESTIONS CONCLUSION REFERENCE ANNEXURE
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Executive Summary
Bharat Sanchar Nigam Ltd, is the world's 6th largest Telecommunications company that provides 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 systematic approach 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.
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 of Force 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.
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 systematic approach 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.
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 the business 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
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 and responsible 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

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.
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) Sample Bharat Sanchar Nigam Ltd (B.S.N.L.) employees Customer Total population 50 100
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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 obtained by the survey.
Software SPSS
Tool 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 exactly these 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 Fear of the Unknown Self-Interest Habit Personality Conflicts Differing Perceptions General Mistrust Social Disruptions Organizational Sources of Resistance Structural Inertia Bureaucratic Inertia Group Norms A Resistant Organizational Culture Threatened Power Threatened Expertise 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 reaches a plateau in its life cycle and falls due to unwieldy demands from the environment. For example: political changes, in the case of Uganda, president passed the order to foreign companies in the country were forced to close down and leave the country. This change was unimaginable to foreign companies operating in Uganda. Reactive change: Changes that are clearly in response to an event or a series if events are termed reactive. Generally, most companies are engaged in reactive, often incremental, change. 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. BABASAB PATIL 17

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 counterpart Mahanagar Telephone Nigam Limited (MTNL) operates. Bharat Sanchar Nigam Limited is a public sector company with its head office at New Delhi. Bharat Sanchar Nigam Ltd (B.S.N.L.) is supposed to offer the best facilities in the field of telecommunication in India. The universal telecom service is one of the oldest services of this company. Bharat Sanchar Nigam Limited is also the largest communication service provider in fixed line. Bharat Sanchar Nigam Limited offers cellular connection in India. It is one of the largest providers 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 bouquet of telecom services. Bharat Sanchar Nigam Ltd (B.S.N.L.) has more than 2.5 million WLL subscribers and 2.5 million Internet Customers who access Internet through various modes viz. Dial-up, Leased Line, DIAS, Account Less Internet (CLI). Bharat Sanchar Nigam Ltd (B.S.N.L.) has been adjudged as the number one ISP in the country.
Bharat Sanchar Nigam Ltd (B.S.N.L.) has set up a world-class multi-gigabit, multi-protocol convergent IP infrastructure that provides convergent services like voice, data and video through the same Backbone and Broadband Access Network. At present there are 0.6 million Data One broadband customers.
The company 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 BSNL Reliance Bharti MTNL Vodafone Idea Cellular BPL Tata Teleservices Spice Escotel Fascel Airtel Hexacom Shyam Telelink Million Subs (Nov 2005) 40.3 6.1 5.7 4.9 2.9 2.1 1.4 1.3 1.0 0.8 0.8 0.9 0.2 0.1 % Share 58.8 8.9 8.3 7.2 4.2 3.0 2.1 1.9 1.4 1.1 1.1 1.4 0.3 0.2
History 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 were separated 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
1851
Events
First operational land lines were laid by the government near Calcutta (seat 32
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of British power) 1881 1883 1923 1932 Telephone service introduced in India Merger with the postal system Formation of Indian Radio Telegraph Company (IRT) 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 1997 1999 areas. Telecom Regulatory Authority of India created. Cellular Services are launched in India. New National Telecom Policy is 2000 adopted. Department of Telecommunication becomes a corporation, BSNL
Data analysis (customer satisfaction survey)

Diagram no.1
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duration of using the services Frequency 14 15 10 11 50 Percent 28.0 30.0 20.0 22.0 100.0 Valid Percent 28.0 30.0 20.0 22.0 100.0 Cumulative Percent 28.0 58.0 78.0 100.0
Valid
1-5 years 5-10 years 10-15 years 15 and more Total
duration of using the services

16 14 12 10 8 6 4 2 0 1-5 years 5-10 years 10-15 years 15 and more
Frequency
duration of using the services
The first question that we asked the customers was about the duration of their association with BSNL to which they replied as follows: 28% of the customers were associated with the company for 1-5 years 30% of the customers were associated with the company for 5-10 years 20% of the customers were associated with the company for 10-15 years 22% of the customers were associated with the company for 15 years or more
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Diagram no.2
satisfied with the services Frequency 5 22 14 7 2 50 Percent 10.0 44.0 28.0 14.0 4.0 100.0 Valid Percent 10.0 44.0 28.0 14.0 4.0 100.0 Cumulative Percent 10.0 54.0 82.0 96.0 100.0
Valid
very satisfied satisfied moderately satisfied dissatisfied very dissatisfied Total
satisfied with the services

30
20
10
Frequency
0 very satisfied satisfied moderately satisfied dissatisfied very dissatisfied
satisfied with the services
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 Frequency Valid poor quality of signal or network poor voice clarity higher cost billing error poor customer care services Total 5 13 11 8 13 50 Percent 10.0 26.0 22.0 16.0 26.0 100.0 Valid Percent 10.0 26.0 22.0 16.0 26.0 100.0 Cumulative Percent 10.0 36.0 58.0 74.0 100.0
reasons for dissatisfaction

14 12 10 8 6 4
Frequency
2 0 poor quality of sign poor voice clarity higher cost poor customer care s billing error
reasons for dissatisfaction
To the question about the reasons for dissatisfaction amongst the customers: 10% of the customers stated poor quality of network 26% of the customers stated poor voice quality 22% of the customers stated high costs 16% of the customers stated errors in billing 36
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26% of the customers stated poor customer care services
Diagram no.4
are you satisfied with the pricing of products Frequency 26 24 50 Percent 52.0 48.0 100.0 Valid Percent 52.0 48.0 100.0 Cumulative Percent 52.0 100.0
Valid
yes no Total
are you satisfied with the pricing of products

30
20
10
Frequency
0 yes no
are you satisfied with the pricing of products
To the question on the pricing of the products: 52% of the customers said that they were satisfied 48% of the customers said that were dissatisfied
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Diagram no.5
rate the representative on being courteous Frequency excellent 1 very good 12 fair 27 poor 6 moderate 4 Total 50 Percent 2.0 24.0 54.0 12.0 8.0 100.0 Valid Percent 2.0 24.0 54.0 12.0 8.0 100.0 Cumulative Percent 2.0 26.0 80.0 92.0 100.0
Valid
rate the representative on being courteous

30
20
10
Frequency
0 excellent very good fair poor moderate
rate the representative on being courteous
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 Frequency excellent 2 very good 5 fair 18 poor 18 moderate 5 6.00 2 Total 50 Percent 4.0 10.0 36.0 36.0 10.0 4.0 100.0 Valid Percent 4.0 10.0 36.0 36.0 10.0 4.0 100.0 Cumulative Percent 4.0 14.0 50.0 86.0 96.0 100.0
Valid
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rate the representative on having knowledge

20
10
Frequency
0 excellent very good fair poor moderate 6.00
rate the representative on having knowledge
To rate the representative on the knowledge that they possessed: 4% of the customers rated them excellent on this trait 10% of the customers rated them as very good on this trait 36% of the customers rated them as fair on this trait 36% of the customers rated them as poor on this trait 10% of the customers rated them as moderate on this trait
Diagram no.7
waiting period before speaking to the representative Frequency Valid was taken care immediately within 5-10 minutes more than 10 minutes not taken care of Total 8 21 16 5 50 Percent 16.0 42.0 32.0 10.0 100.0 Valid Percent 16.0 42.0 32.0 10.0 100.0 Cumulative Percent 16.0 58.0 90.0 100.0
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waiting period before speaking to the representative

30
20
10
Frequency
0 was taken care immed more than 10 minutes not taken care of within 5-10 minutes
waiting period before speaking to the representative
To the question on the waiting period before getting to speak to the representative: 16% of the customers said that their queries were taken care of immediately 42% of the customers said that their queries were taken care of in 5-10 mins 32% of the customers said that their queries were taken care of after 10 mins 10% of the customers said that their queries were not taken care of
Diagram no.8
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time taken to solve the problem Frequency 10 18 15 5 1 1 50 Percent 20.0 36.0 30.0 10.0 2.0 2.0 100.0 Valid Percent 20.0 36.0 30.0 10.0 2.0 2.0 100.0 Cumulative Percent 20.0 56.0 86.0 96.0 98.0 100.0
Valid
immediately resolved between 2-3 days between 3-5 days more than a week the problem is still resolved 8.00 Total
time taken to solve the problem

20
10
Frequency
0 immediately resolved between 3-5 days the problem is still 8.00 between 2-3 days more than a week
time taken to solve the problem
To the question on the time taken to solve their query by the representative: 20% of the customers said that their query was immediately resolved 36% of the customers said that their query was resolved in 2-3 days 30% of the customers said that their query was resolved in 3-5 days 10% of the customers said that their query was resolved after a week 2% of the customers said that their query was yet to be resolved
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Diagram no.9
would you like to retain the services Frequency 29 20 1 50 Percent 58.0 40.0 2.0 100.0 Valid Percent 58.0 40.0 2.0 100.0 Cumulative Percent 58.0 98.0 100.0
Valid
yes no 9.00 Total
would you like to retain the services

40
30
20
Frequency
10
0 yes no 9.00
would you like to retain the services
To the question on whether the customers would want to continue with the services of the company: 58% of the customers said yes 40% of the customers said no 2% of the customers were not sure
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Diagram no.10
would you recommend the BSNL products & servces to others Frequency 30 20 50 Percent 60.0 40.0 100.0 Valid Percent 60.0 40.0 100.0 Cumulative Percent 60.0 100.0
Valid
yes no Total
w u y ure o m n th B N p d c &s rv e to o e o ld o c m e d e S L ro u ts e cs th rs
4 0
3 0
2 0
Frequency
1 0
0 ys e n o
w u yo re m e dth B N p d cts &se o ld u co m n e S L ro u rvce to o e s th rs
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 Frequency 30 20 50 Percent 60.0 40.0 100.0 Valid Percent 60.0 40.0 100.0 Cumulative Percent 60.0 100.0
Valid
yes no Total
i believe BSNL deserves my loyalty

40
30
20
Frequency
10
0 yes no
i believe BSNL deserves my loyalty
To the question whether the customer felt that they felt that BSNL deserves their loyalty: 60% said yes 40% said no
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Diagram no.12
my loyalty to BSNL has grown stronger over the past years Frequency 27 23 50 Percent 54.0 46.0 100.0 Valid Percent 54.0 46.0 100.0 Cumulative Percent 54.0 100.0
Valid
yes no Total
m loyalty to B y SNL has grown stronger over the past years

30
20
10
Frequency
0 ye s no
my loyalty to BSN has grown stronger over the past years L
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 46
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Data analysis (Job satisfaction survey)

Diagram no.1
fair amount paid for the work done Frequency disagree very much 6 disagree slightly 1 agree slightly 4 agree moderately 17 agree very much 22 Total 50 Percent 12.0 2.0 8.0 34.0 44.0 100.0 Valid Percent 12.0 2.0 8.0 34.0 44.0 100.0 Cumulative Percent 12.0 14.0 22.0 56.0 100.0
Valid
fair amount paid for the work done

agree very much
disagree very much disagree slightly agree slightly
agree moderately
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In the employee survey on their job satisfaction, the first question was the fairness of the salary paid to which the employees replied as follows: 12% of the employees disagreed very much 2% of the employees disagreed slightly 8% of the employees agreed slightly 34% of the employees agreed moderately 44% of the employees agreed very much
Diagram no.2
little chance for promotion Frequency disagree very much 9 disagree moderately 9 disagree slightly 5 agree slightly 8 agree moderately 10 agree very much 9 Total 50 Percent 18.0 18.0 10.0 16.0 20.0 18.0 100.0 Valid Percent 18.0 18.0 10.0 16.0 20.0 18.0 100.0 Cumulative Percent 18.0 36.0 46.0 62.0 82.0 100.0
Valid
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little chance for promotion

agree very much disagree very much
agree moderately
disagree moderately
disagree slightly agree slightly
To the question on whether they felt if there was little chance for promotion: 18% of the employees disagreed very much 18% of the employees disagreed moderately 10% of the employees disagreed slightly 16% of the employees agreed slightly 20% of the employees agreed moderately 18% of the employees agreed very much
Diagram no.3
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supervisor is competent in doing his job Frequency disagree slightly 3 agree slightly 2 agree moderately 19 agree very much 26 Total 50 Percent 6.0 4.0 38.0 52.0 100.0 Valid Percent 6.0 4.0 38.0 52.0 100.0 Cumulative Percent 6.0 10.0 48.0 100.0
Valid
supervisor is competent in doing his job

agree very much
agree moderately
On whether they felt if the supervisor is competent in doing his job, the following was the response: 6% of the employees disagreed slightly 4% of the employees agreed slightly 38% of the employees agreed moderately 52% of the employees agreed very much
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Diagram no.4
not satisfied with the benifits i receive Frequency 30 5 3 4 5 3 50 Percent 60.0 10.0 6.0 8.0 10.0 6.0 100.0 Valid Percent 60.0 10.0 6.0 8.0 10.0 6.0 100.0 Cumulative Percent 60.0 70.0 76.0 84.0 94.0 100.0
Valid
disagree very much disagree moderately disagree slightly agree slightly agree moderately agree very much Total
not satisfied with the benifits i receive

agree very much agree moderately
agree slightly
disagree slightly disagree very much disagree moderately
On whether they were satisfied with the benefits they received: 60% of the employees disagreed very much 10% of the employees disagreed moderately 6% of the employees disagreed slightly 8% of the employees agreed slightly 10% of the employees agreed moderately 51
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6% of the employees agreed very much
Diagram no.5
rules restrict from doing a good job Frequency 10 5 8 9 7 11 50 Percent 20.0 10.0 16.0 18.0 14.0 22.0 100.0 Valid Percent 20.0 10.0 16.0 18.0 14.0 22.0 100.0 Cumulative Percent 20.0 30.0 46.0 64.0 78.0 100.0
Valid
rules restrict from doing a good job

disagree moderately agree moderately
If whether the rules were restricting them from doing a good job: 20% of the employees disagreed very much 10% of the employees disagreed moderately 16% of the employees disagreed slightly 18% of the employees agreed slightly 52
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14% of the employees agreed moderately 22% of the employees agreed very much
Diagram no.6
i like the people i work with Frequency agree slightly 2 agree moderately 19 agree very much 29 Total 50 Percent 4.0 38.0 58.0 100.0 Valid Percent 4.0 38.0 58.0 100.0 Cumulative Percent 4.0 42.0 100.0
Valid
i like the people i work with

agree slightly
agree moderately
agree very much
To the question whether the employees liked the people they worked with: 4% of the employees agreed slightly 38% of the employees agreed moderately 58% of the employees agreed very much 53
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Diagram no.7
i sometime feel my job is meaningless Frequency disagree very much 42 disagree moderately 3 agree slightly 3 agree moderately 2 Total 50 Percent 84.0 6.0 6.0 4.0 100.0 Valid Percent 84.0 6.0 6.0 4.0 100.0 Cumulative Percent 84.0 90.0 96.0 100.0
Valid
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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84% of the employees disagreed very much 6% of the employees disagreed moderately 6% of the employees agreed slightly 4% of the employees agreed moderately
Diagram no.8
communication is good within the organisation Frequency 1 3 2 2 19 23 50 Percent 2.0 6.0 4.0 4.0 38.0 46.0 100.0 Valid Percent 2.0 6.0 4.0 4.0 38.0 46.0 100.0 Cumulative Percent 2.0 8.0 12.0 16.0 54.0 100.0
Valid
communication is good within the organisation

disagree very much disagree moderately agree very much disagree slightly agree slightly
agree moderately
To the question whether the internal communication of the organization was good:
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2% of the employees disagreed very much 6% of the employees disagreed moderately 4% of the employees disagreed slightly 4% of the employees agreed slightly 38% of the employees agreed moderately 46% of the employees agreed very much
Diagram no.9
raises r too few and far between Frequency 4 1 9 8 16 12 50 Percent 8.0 2.0 18.0 16.0 32.0 24.0 100.0 Valid Percent 8.0 2.0 18.0 16.0 32.0 24.0 100.0 Cumulative Percent 8.0 10.0 28.0 44.0 76.0 100.0
Valid
raises r too few and far between

disagree very much disagree moderately agree very much
disagree slightly
agree slightly agree moderately
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To the question on whether the raises are too few and far between: 8% of the employees disagreed very much 2% of the employees disagreed moderately 18% of the employees disagreed slightly 16% of the employees agreed slightly 32% of the employees agreed moderately 24% of the employees agreed very much
Diagram no.10
fair jobs, fair promotions Frequency 16 4 8 5 10 7 50 Percent 32.0 8.0 16.0 10.0 20.0 14.0 100.0 Valid Percent 32.0 8.0 16.0 10.0 20.0 14.0 100.0 Cumulative Percent 32.0 40.0 56.0 66.0 86.0 100.0
Valid
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fair jobs, fair promotions
agree very much
disagree very much
agree moderately
disagree moderately agree slightly disagree slightly
To the question on fair job, fair promotion: 32% of the employees disagreed very much 8% of the employees disagreed moderately 16% of the employees disagreed slightly 10% of the employees agreed slightly 20% of the employees agreed moderately 14% of the employees agreed very much
Diagram no.11
supervisor unfair to me Frequency disagree very much 44 disagree moderately 4 agree moderately 2 Total 50 Percent 88.0 8.0 4.0 100.0 Valid Percent 88.0 8.0 4.0 100.0 Cumulative Percent 88.0 96.0 100.0
Valid
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supervisor unfair to me
agree moderately disagree moderately
disagree very much
Whether the supervisor was unfair to the employee: 88% of the employees disagreed very much 8% of the employees disagreed moderately 4% of the employees agreed moderately
Diagram no.12
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benefits are good compaired to other organisation Frequency disagree very much 2 disagree moderately 7 disagree slightly 3 agree slightly 11 agree moderately 10 agree very much 17 Total 50 Percent 4.0 14.0 6.0 22.0 20.0 34.0 100.0 Valid Percent 4.0 14.0 6.0 22.0 20.0 34.0 100.0 Cumulative Percent 4.0 18.0 24.0 46.0 66.0 100.0
Valid
benefits are good compaired to other organisation

disagree very much disagree moderately agree very much disagree slightly
agree slightly
agree moderately
To the question on whether the benefits are good compared to other organizations: 4% of the employees disagreed very much 14% of the employees disagreed moderately 6% of the employees disagreed slightly 22% of the employees agreed slightly 20% of the employees agreed moderately 34% of the employees agreed very much
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Diagram no.13
my work not appreciated Frequency disagree very much 16 disagree moderately 8 disagree slightly 7 agree slightly 6 agree moderately 8 agree very much 5 Total 50 Percent 32.0 16.0 14.0 12.0 16.0 10.0 100.0 Valid Percent 32.0 16.0 14.0 12.0 16.0 10.0 100.0 Cumulative Percent 32.0 48.0 62.0 74.0 90.0 100.0
Valid
my work not appreciated
agree very much
agree moderately
disagree very much
agree slightly
disagree moderately disagree slightly
On whether the work of the employee was being appreciated: 32% of the employees disagreed very much 16% of the employees disagreed moderately 14% of the employees disagreed slightly 12% of the employees agreed slightly 16% of the employees agreed moderately 10% of the employees agreed very much 61
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Diagram no.14
the efforts of my job are blocked by red tape Frequency disagree very much 27 disagree moderately 9 disagree slightly 7 agree slightly 1 agree moderately 3 agree very much 3 Total 50 Percent 54.0 18.0 14.0 2.0 6.0 6.0 100.0 Valid Percent 54.0 18.0 14.0 2.0 6.0 6.0 100.0 Cumulative Percent 54.0 72.0 86.0 88.0 94.0 100.0
Valid
the efforts of my job are blocked by red tape

agree very much agree moderately agree slightly
disagree slightly
disagree very much
disagree moderately
On whether the efforts of the job of the employee are blocked by red tape: 54% of the employees disagreed very much 18% of the employees disagreed moderately 14% of the employees disagreed slightly
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2% of the employees agreed slightly 6% of the employees agreed moderately 6% of the employees agreed very much
Diagram no.15
incompetence of other people makes me work harder Frequency 17 8 7 5 7 6 50 Percent 34.0 16.0 14.0 10.0 14.0 12.0 100.0 Valid Percent 34.0 16.0 14.0 10.0 14.0 12.0 100.0 Cumulative Percent 34.0 50.0 64.0 74.0 88.0 100.0
Valid
incompetence of other people makes me work harder
agree very much
disagree very much agree moderately
agree slightly
disagree slightly
disagree moderately
On whether the incompetence of the other people makes the employee work harder: 34% of the employees disagreed very much 16% of the employees disagreed moderately
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14% of the employees disagreed slightly 10% of the employees agreed slightly 14% of the employees agreed moderately 12% of the employees agreed very much
Diagram no.16
the goals of this org are not clear to me Frequency 36 3 4 3 3 1 50 Percent 72.0 6.0 8.0 6.0 6.0 2.0 100.0 Valid Percent 72.0 6.0 8.0 6.0 6.0 2.0 100.0 Cumulative Percent 72.0 78.0 86.0 92.0 98.0 100.0
Valid
the goals of this org are not clear to me

disagree slightly
disagree moderately
disagree very much
On the question whether the goals of the organization are clear to the employee:
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Diagram no.17
people get ahead as fast here as they do in other places Frequency 8 9 5 17 8 3 50 Percent 16.0 18.0 10.0 34.0 16.0 6.0 100.0 Valid Percent 16.0 18.0 10.0 34.0 16.0 6.0 100.0 Cumulative Percent 16.0 34.0 44.0 78.0 94.0 100.0
Valid
people get ahead as fast here as they do in other places

agree very m uch disagree very m uch agree m oderately
disagree m oderately
agree slightly
disagree slightly
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On whether growth prospects are as good as it is in other places: 16% of the employees disagreed very much 18% of the employees disagreed moderately 10% of the employees disagreed slightly 34% of the employees agreed slightly 16% of the employees agreed moderately 6% of the employees agreed very much
Diagram no.18
my supervisor shows too little interest in the feelings of the sub Frequency 30 4 6 6 3 1 50 Percent 60.0 8.0 12.0 12.0 6.0 2.0 100.0 Valid Percent 60.0 8.0 12.0 12.0 6.0 2.0 100.0 Cumulative Percent 60.0 68.0 80.0 92.0 98.0 100.0
Valid
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my supervisor shows too little interest in the feelings of the sub

disagree slightly disagree very much disagree moderately
On the question of the supervisor showing too little feelings for others: 60% of the employees disagreed very much 8% of the employees disagreed moderately 12% of the employees disagreed slightly 12% of the employees agreed slightly 6% of the employees agreed moderately 2% of the employees agreed very much
Diagram no.19
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the benefits package we have is equitable Frequency 4 1 7 9 16 13 50 Percent 8.0 2.0 14.0 18.0 32.0 26.0 100.0 Valid Percent 8.0 2.0 14.0 18.0 32.0 26.0 100.0 Cumulative Percent 8.0 10.0 24.0 42.0 74.0 100.0
Valid
the benefits package we have is equitable

agree slightly
agree moderately
On the question whether the benefits package is equitable: 8% of the employees disagreed very much 2% of the employees disagreed moderately 14% of the employees disagreed slightly 18% of the employees agreed slightly 32% of the employees agreed moderately 26% of the employees agreed very much
Diagram no.20
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there r few rewards for those who work here Frequency 7 3 9 8 10 13 50 Percent 14.0 6.0 18.0 16.0 20.0 26.0 100.0 Valid Percent 14.0 6.0 18.0 16.0 20.0 26.0 100.0 Cumulative Percent 14.0 20.0 38.0 54.0 74.0 100.0
Valid
there r few rewards for those who work here
disagree very much agree very much disagree moderately
disagree slightly
agree moderately agree slightly
On the question if there are few rewards for the employees: 14% of the employees disagreed very much 6% of the employees disagreed moderately 18% of the employees disagreed slightly 16% of the employees agreed slightly 20% of the employees agreed moderately 26% of the employees agreed very much
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Diagram no.21
i have too much to do at work Frequency disagree very much 4 disagree moderately 4 disagree slightly 5 agree slightly 11 agree moderately 14 agree very much 12 Total 50 Percent 8.0 8.0 10.0 22.0 28.0 24.0 100.0 Valid Percent 8.0 8.0 10.0 22.0 28.0 24.0 100.0 Cumulative Percent 8.0 16.0 26.0 48.0 76.0 100.0
Valid
i have too much to do at work

disagree very much agree very much disagree moderately
disagree slightly
agree moderately
agree slightly
On whether the employees have too much work to do: 8% of the employees disagreed very much 8% of the employees disagreed moderately 10% of the employees disagreed slightly 22% of the employees agreed slightly 28% of the employees agreed moderately
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Diagram no.22
i enjoy my coworkers Frequency disagree slightly 1 agree slightly 5 agree moderately 13 agree very much 31 Total 50 Percent 2.0 10.0 26.0 62.0 100.0 Valid Percent 2.0 10.0 26.0 62.0 100.0 Cumulative Percent 2.0 12.0 38.0 100.0
Valid
i enjoy my coworkers
agree moderately
agree very much
On the enjoyment with coworkers: 2% of the employees disagreed slightly 10% of the employees agreed slightly
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26% of the employees agreed moderately 62% of the employees agreed very much
Diagram no.23
i often feel that i donot know what is going on with the org Frequency 23 5 4 9 4 5 50 Percent 46.0 10.0 8.0 18.0 8.0 10.0 100.0 Valid Percent 46.0 10.0 8.0 18.0 8.0 10.0 100.0 Cumulative Percent 46.0 56.0 64.0 82.0 90.0 100.0
Valid
i often feel that i donot know what is going on with the org
disagree very much agree slightly
disagree slightly disagree moderately
On the feeling that the employee may have that he does not know what is going on in the organization: 46% of the employees disagreed very much 10% of the employees disagreed moderately 72
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Diagram no.24
i feel a sense of pride in doing my job Frequency disagree very much 1 agree slightly 5 agree moderately 9 agree very much 35 Total 50 Percent 2.0 10.0 18.0 70.0 100.0 Valid Percent 2.0 10.0 18.0 70.0 100.0 Cumulative Percent 2.0 12.0 30.0 100.0
Valid
i feel a sense of pride in doing my job

agree moderately
agree very much
On whether the employees feel a sense of pride in doing the job: 2% of the employees disagreed very much
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Diagram no.25
i feel satisfied with my chances for salary increases Frequency 1 2 2 7 9 29 50 Percent 2.0 4.0 4.0 14.0 18.0 58.0 100.0 Valid Percent 2.0 4.0 4.0 14.0 18.0 58.0 100.0 Cumulative Percent 2.0 6.0 10.0 24.0 42.0 100.0
Valid
i feel satisfied with my chances for salary increases

disagree very much disagree moderately disagree slightly
agree slightly
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On feeling satisfied for the chances of increasing the salary: 2% of the employees disagreed very much 4% of the employees disagreed moderately 4% of the employees disagreed slightly 14% of the employees agreed slightly 18% of the employees agreed moderately 58% of the employees agreed very much
Diagram no.26
i like my supervisor Frequency 1 2 1 3 12 31 50 Percent 2.0 4.0 2.0 6.0 24.0 62.0 100.0 Valid Percent 2.0 4.0 2.0 6.0 24.0 62.0 100.0 Cumulative Percent 2.0 6.0 8.0 14.0 38.0 100.0
Valid
BABASAB PATIL
75
i like my supervisor
disagree very much disagree moderately disagree slightly agree slightly
agree moderately agree very much
On whether the employee likes his supervisor: 2% of the employees disagreed very much 4% of the employees disagreed moderately 2% of the employees disagreed slightly 6% of the employees agreed slightly 24% of the employees agreed moderately 62% of the employees agreed very much
Diagram no.27
i have too much paper work Frequency 11 4 11 10 7 7 50 Percent 22.0 8.0 22.0 20.0 14.0 14.0 100.0 Valid Percent 22.0 8.0 22.0 20.0 14.0 14.0 100.0 Cumulative Percent 22.0 30.0 52.0 72.0 86.0 100.0
Valid
BABASAB PATIL
76
i have too much paper work
agree moderately disagree moderately
agree slightly disagree slightly
On whether the employees have too much paper work: 22% of the employees disagreed very much 8% of the employees disagreed moderately 22% of the employees disagreed slightly 20% of the employees agreed slightly 14% of the employees agreed moderately 14% of the employees agreed very much
Diagram no.28
BABASAB PATIL
77

i dont feel my efforts r rewarded the way they should be Frequency 13 9 3 14 8 3 50 Percent 26.0 18.0 6.0 28.0 16.0 6.0 100.0 Valid Percent 26.0 18.0 6.0 28.0 16.0 6.0 100.0 Cumulative Percent 26.0 44.0 50.0 78.0 94.0 100.0
Valid
i dont feel my efforts r rewarded the way they should be

agree very m uch disagree very m uch
agree m oderately
agree slightly
disagree m oderately
disagree slightly
On whether the employees feel that they are not rewarded the way they should: 26% of the employees disagreed very much 18% of the employees disagreed moderately 6% of the employees disagreed slightly 28% of the employees agreed slightly 16% of the employees agreed moderately 6% of the employees agreed very much
BABASAB PATIL
78
Diagram no.29
im satisfied with my chances for promotion Frequency disagree very much 8 disagree moderately 4 disagree slightly 3 agree slightly 8 agree moderately 9 agree very much 17 61.00 1 Total 50 Percent 16.0 8.0 6.0 16.0 18.0 34.0 2.0 100.0 Valid Percent 16.0 8.0 6.0 16.0 18.0 34.0 2.0 100.0 Cumulative Percent 16.0 24.0 30.0 46.0 64.0 98.0 100.0
Valid
im satisfied with my chances for promotion

61.00 disagree very much
agree very much
disagree moderately
disagree slightly
On whether the employees is satisfied with his chances for promotion: 16% of the employees disagreed very much 8% of the employees disagreed moderately 6% of the employees disagreed slightly 16% of the employees agreed slightly 18% of the employees agreed moderately
BABASAB PATIL
79

Diagram no.30
ther is too much bickering and fighting at work Frequency 36 4 5 2 3 50 Percent 72.0 8.0 10.0 4.0 6.0 100.0 Valid Percent 72.0 8.0 10.0 4.0 6.0 100.0 Cumulative Percent 72.0 80.0 90.0 94.0 100.0
Valid
disagree very much disagree moderately disagree slightly agree slightly agree moderately Total
ther is too much bickering and fighting at work

agree moderately agree slightly disagree slightly disagree moderately
disagree very much
On whether there is too much bickering and fighting at work: 72% of the employees disagreed very much 8% of the employees disagreed moderately 10% of the employees disagreed slightly 4% of the employees agreed moderately
BABASAB PATIL
80

Diagram no.31
work assignments are not fully explained Frequency 25 3 5 6 9 2 50 Percent 50.0 6.0 10.0 12.0 18.0 4.0 100.0 Valid Percent 50.0 6.0 10.0 12.0 18.0 4.0 100.0 Cumulative Percent 50.0 56.0 66.0 78.0 96.0 100.0
Valid
work assignments are not fully explained

disagree slightly disagree moderately
On whether the work assignments are not fully explained: 50% of the employees disagreed very much 6% of the employees disagreed moderately 10% of the employees disagreed slightly 81
BABASAB PATIL

Diagram no.32
i receive recognition for good job Frequency 2 2 8 11 15 12 50 Percent 4.0 4.0 16.0 22.0 30.0 24.0 100.0 Valid Percent 4.0 4.0 16.0 22.0 30.0 24.0 100.0 Cumulative Percent 4.0 8.0 24.0 46.0 76.0 100.0
Valid
i receive recognition for good job

On whether the employees receive recognition for a good job: 4% of the employees disagreed very much 4% of the employees disagreed moderately
BABASAB PATIL
82

Diagram no.33
i like doing the things i do at work Frequency disagree very much 6 disagree moderately 1 disagree slightly 2 agree slightly 5 agree moderately 9 agree very much 27 Total 50 Percent 12.0 2.0 4.0 10.0 18.0 54.0 100.0 Valid Percent 12.0 2.0 4.0 10.0 18.0 54.0 100.0 Cumulative Percent 12.0 14.0 18.0 28.0 46.0 100.0
Valid
i like doing the things i do at work
disagree very much disagree moderately disagree slightly
agree slightly agree very much
agree moderately
On whether the employees like doing the things they do at work: 12% of the employees disagreed very much 2% of the employees disagreed moderately 83
BABASAB PATIL

Diagram no.34
pay makes me feel unappeciated Frequency 27 9 7 4 2 1 50 Percent 54.0 18.0 14.0 8.0 4.0 2.0 100.0 Valid Percent 54.0 18.0 14.0 8.0 4.0 2.0 100.0 Cumulative Percent 54.0 72.0 86.0 94.0 98.0 100.0
Valid
pay makes me feel unappeciated

disagree slightly
disagree very much
disagree moderately
On whether the employees feel that the pay makes them feel unappreciated:
BABASAB PATIL
84

Diagram no.35
ther r benefits we do not have which we should have Frequency disagree very much 13 disagree moderately 4 disagree slightly 9 agree slightly 11 agree moderately 10 agree very much 3 Total 50 Percent 26.0 8.0 18.0 22.0 20.0 6.0 100.0 Valid Percent 26.0 8.0 18.0 22.0 20.0 6.0 100.0 Cumulative Percent 26.0 34.0 52.0 74.0 94.0 100.0
Valid
ther r benefits we do not have which we should have

agree very much disagree very much agree moderately
disagree moderately
agree slightly disagree slightly
BABASAB PATIL
85

On whether the employees feel that there should be more benefits: 26% of the employees disagreed very much 8% of the employees disagreed moderately 18% of the employees disagreed slightly 22% of the employees agreed slightly 20% of the employees agreed moderately 6% of the employees agreed very much
Diagram no.36
my job is enjoyable Frequency 2 2 5 12 29 50 Percent 4.0 4.0 10.0 24.0 58.0 100.0 Valid Percent 4.0 4.0 10.0 24.0 58.0 100.0 Cumulative Percent 4.0 8.0 18.0 42.0 100.0
Valid
disagree moderately disagree slightly agree slightly agree moderately agree very much Total
BABASAB PATIL
86
my job is enjoyable
disagree moderately disagree slightly agree slightly
agree very much
agree moderately
On whether the employees enjoy their work: 4% of the employees disagreed moderately 4% of the employees disagreed slightly 10% of the employees agreed slightly 24% of the employees agreed moderately 58% of the employees agreed very much
FINDINGS
The Public sector View Point
Public sectors have now understood the need for change & have been working for managing change in their organization. There is a sturdy war between the private and public telecommunication industry for capturing a major share in the market.
BABASAB PATIL
87

Insufficient ad campaigns are still one of the major concerns of the public sector undertakings.
The Customer View Point

A small portion of the total population (i.e.20%) have been using the services of BSNL for a very long duration. BSNL has around 44% of the total customer satisfied with the services, but most of the customers are moderately satisfied with their services. The customer are dissatisfied with the services primarily due to billing error, high cost, and poor customer care services. Customers like to stay with BSNL to be associated with their strong brand name, but at the same time they are dissatisfied with the quality of service provided by BSNL. BSNL has around 60% loyal customers, but this loyalty has not been growing over the period, thus BSNL must plan good strategies in order to grow in the minds of their customers. Customers are dissatisfied with the behavior of the customer care executives. BSNL brand name is very strong as it has been in the market for more than 50 years. Therefore customers have the awareness of the brand.
The BSNL Employee View Point

44% of the total employees agree that theyre paid fair enough for their jobs. The average age of the employees working at BSNL is above 40 These employees are incompetent and are unwilling to take up excess pressure.
BABASAB PATIL
88

52% of the employees agree on having competent supervisor who help them in performing their jobs effectively as they show interest and support them in doing the work. 60% of the employees are satisfied with the benefits that they receive. Employees often feel that their attempt to do a good job has often been restricted with rules and regulations of the organization. A good working environment is created, as most of the employees are comfortable with their co-workers. Employees feel that their jobs are well explained and most of them are clear as to what one needs to do in the organization.
And finally the Force field analysis View Point

Current level: No.1 Telecommunication Company in India Desired level: To become the largest telecom Service Provider in Asia. The study illustrated number of driving & restraining forces to the change process that has been listed below. These forces are rated from number 1-5 (5-very strong, 4-strong, 3-some what strong, 2-weak, 1-very weak). The degree of restraining forces can be abridged with the help of the suggestions made in the study.
BABASAB PATIL
89
Traditional method of working (4)
Improvement in quality of service (4)
Increased cost due to wasteful activities (3)
Clarity of service is low (2)
Plan: NO1. Telecommu nication Company in India
Absence of right manpower, centralization (3) authority

Poor work environment, centralized authority (4)
Unproductive manpower, compensation recruitment (3)
Average workforce above 40 (3)
Lethargic work force (4)
BABASAB PATIL
90
(-)
Resisting Forces (5)
Driving forces
(+)
(4) Drive to reduce Increasing expenditure
(5) Growth in telecommunication users (4) Low cost provided by other competitors (3) Changing demands of the customer (4) Dissatisfaction of the customer (3) Capacity to grow (5) Rapid change in technology (3) Job security to all employees Competitors pressure
Evade training programs due to excess (3)

(3) ((((((((999((3)work pressure
Employees feel that their growth is limited (2)
1. Train the existing employee to adopt to new technology & make them more competitive to face the current market situation 2. Recruit fresh candidates so as to generate new ideas & working techniques in order to improve the productivity of the employees. 3. Redesign jobs, set rational & achievable targets for each employee, which would in turn help in achieving the organizational goals. 4. Implement discipline in the organization by imposing - dress code, swipe cards, professional demeanor as done in other competitors organization. 5. Encourage new working techniques by inducing Japanese operational styles such as TQM, Kaizen, Quality audit, 5-S etc. 6. Encourage Quality circles within the organization that can help in bringing the employee together to solve problems related to the work. 7. Endow the employees with better infrastructure that will facilitate in providing better working conditions, which would build up employees morale.
BABASAB PATIL
(2) Availability of advance training program (2) Well-paid employee
SUGGESTIONS
91

8. Implement rewards and appreciation to the employees who have worked hard and brought in remarkable improvement in the organization 9. To consult an Organization Development practitioner frequently who would help in managing the change effectively. 10. Provide additional incentive to the basic salary that would promote employees to put in extra efforts in performing their job.
BABASAB PATIL
92
CONCLUSION
Although the management at Bharat Sanchar Nigam Limited has been managing the change right from the beginning, there has been no adequate momentum to face the present day challenges. The reason could be the magnitude of the administrative system, workforce involved and possibly the interferences from the political angle. Therefore there is not only a need for a tremendous planning but also vigorous implementation to achieve the desired results. The survey conducted in the study with the help of questionnaire coupled with the personal interviews with the employees and customer of Bharat Sanchar Nigam Limited has helped in understanding the actual problem prevailing in the organization thereby proclaiming a platform for the application of the force field analysis theory. The Force field analysis used at Bharat Sanchar Nigam Limited has enabled to identify the driving forces and resisting forces; the degree of restraining forces can be abridged with the help of the suggestions made in the study. In this way difficulty in implementing a change can be assessed and plans for overcoming barriers to change can be developed. BSNL is yet to en-cash the potential youth population that has been very well attracted by Hutch (now Vodafone). The strategy of Hutch is that once a student takes a connection with them, he will continue to use the services even when he enters the corporate world simply because he finds it difficult to change his number. The Hutch was clearly evident in their aggressive campaign to promote the brand amongst the youth. BSNL is yet to enter this hugely potential market. BSNL has the best network connecting even the far untouched villages where the private players are diffident of entering those areas due to lack of awareness and the fear of failure.
BABASAB PATIL
93
REFERENCE
Bibliography Behavioral processes in organization by Uday Pareek, T.V. Rao, D.M. Pestonjee Published by Oxford & IBH Publishing Co. PVT. LTD.-2005 PP 260-269 Management of organizational change by K. Harigopal Published by Response Books A division of Sage Publication India Pvt. Ltd. PP 93-127 Total Quality Management by Poornima M.Charantimath Published by Pearson Education Pvt. Ltd.- 2004 P 5, 36, 233 Websites: http://www.bsnl.co.in/ http://en.wikipedia.org/wiki/Change_Management_(ITIL) http://searchcio-midmarket.techtarget.com/sDefinition/0,,sid183_gci799426,00.html http://dictionary.bnet.com/definition/change+management.html http://www.indiana.edu/~change/defofchange.html http://www.accel-team.com/techniques/force_field_analysis.html http://www.valuebasedmanagement.net/methods_lewin_force_field_analysis.html http://www.ifm.eng.cam.ac.uk/dstools/represent/forcef.html http://www.iied.org/NR/agbioliv/pla_notes/documents/plan_03604.PDF
BABASAB PATIL
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ANNEXURE
JOB SATISFACTION SURVEY
Paul E. Spector Department of Psychology University of South Florida
Copyright Paul E. Spector 1994, All rights reserved. Disagree very much Agree very much Agree moderately Agree slightly Disagree slightly Disagree moderately
PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION ABOUT IT. THAT COMES CLOSEST TO REFLECTING YOUR OPINION
I feel I am being paid a fair amount for the work I do.
3 4
BABASAB PATIL
95

2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 There is really too little chance for promotion on my job. My supervisor is quite competent in doing his/her job. I am not satisfied with the benefits I receive. When I do a good job, I receive the recognition for it that I should receive. Many of our rules and procedures make doing a good job difficult. I like the people I work with. I sometimes feel my job is meaningless. Communications seem good within this organization. Raises are too few and far between. Those who do well on the job stand a fair chance of being promoted. My supervisor is unfair to me. The benefits we receive are as good as most other organizations offer. I do not feel that the work I do is appreciated. My efforts to do a good job are seldom blocked by red tape. I find I have to work harder at my job because of the incompetence of people I work with. I like doing the things I do at work. The goals of this organization are not clear to me. 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 3 3 3 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6 6
3 4 5 3 4 5
BABASAB PATIL
96
PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION THAT COMES CLOSEST TO REFLECTING YOUR OPINION ABOUT IT.
Copyright Paul E. Spector 1994, All rights reserved.
19 20 21 22 23 24 25 26 27 28 29 30 31
I feel unappreciated by the organization when I think about what they pay me. People get ahead as fast here as they do in other places. My supervisor shows too little interest in the feelings of subordinates. The benefit package we have is equitable. There are few rewards for those who work here. I have too much to do at work. I enjoy my coworkers. I often feel that I do not know what is going on with the organization. I feel a sense of pride in doing my job. I feel satisfied with my chances for salary increases. There are benefits we do not have which we should have. I like my supervisor. I have too much paperwork.
Agree very much
Agree moderately
Agree slightly
Disagree slightly
Disagree moderately
Disagree very mcuh
1 1 1 1 1 1 1 1 1 1 1 1 1
2 2 2 2 2 2 2 2 2 2 2 2 2
3 4 3 3 3 3 3 3 3 3 3 3 3 3 4 4 4 4 4 4 4 4 4 4 4 4
5 5 5 5 5 5 5 5 5 5 5 5 5
6 6 6 6 6 6 6 6 6 6 6 6 6
BABASAB PATIL
97

32 33 34 35 36 I don't feel my efforts are rewarded the way they should be. I am satisfied with my chances for promotion. There is too much bickering and fighting at work. My job is enjoyable. Work assignments are not fully explained. 1 1 1 1 1 2 2 2 2 2 3 4 3 4 3 4 3 4 3 4 5 5 5 5 5 6 6 6 6 6
BABASAB PATIL
98

A Project Report On Change Management in The Public Sector at BSNL

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BHARAT SANCHAR NIGAM LIMITED (BSNL)

CHANGE MANAGEMENT IN THE PUBLIC SECTOR UNDERTAKING - BSNL UNDERTAKEN AT

BHARAT SANCHAR NIGAM LIMITED (BSNL)

TABLE OF CONTENTS S. NO.

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

Need for the study

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

Tool Simple percentage method.

BHARAT SANCHAR NIGAM LIMITED (BSNL)

Introduction to Change Management

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

The key steps in managing change are:

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

Reasons for failure in change management

Force field analysis

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

Force field analysis approach

BHARAT SANCHAR NIGAM LIMITED (BSNL)

How to conduct a Force Field Analysis?

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

Profile of Bharat Sanchar Nigam Ltd (B.S.N.L.)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

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

BHARAT SANCHAR NIGAM LIMITED (BSNL)

History of Bharat Sanchar Nigam Ltd (B.S.N.L.)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

History of Indian Telecommunications Industry

BHARAT SANCHAR NIGAM LIMITED (BSNL)

Data analysis (customer satisfaction survey)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

1-5 years 5-10 years 10-15 years 15 and more Total

duration of using the services

duration of using the services

BHARAT SANCHAR NIGAM LIMITED (BSNL)

very satisfied satisfied moderately satisfied dissatisfied very dissatisfied Total

satisfied with the services

0 very satisfied satisfied moderately satisfied dissatisfied very dissatisfied

satisfied with the services

BHARAT SANCHAR NIGAM LIMITED (BSNL)

reasons for dissatisfaction

reasons for dissatisfaction

BHARAT SANCHAR NIGAM LIMITED (BSNL)

are you satisfied with the pricing of products

are you satisfied with the pricing of products