Project Report On Changedfdfd 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
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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
Total population
50
(B.S.N.L.) employees
Customer
100
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Limitation of the study
Employees lacked interest in sharing their opinion, due to their busy schedule
The study is very exhaustive and demanded for superfluous time
The sample size may not be enough considering the large number population in
Belgaum
Source for data collection

The primary data was collected with the help of questionnaires and personal interviews.
The study included 2 questionnaires; one to study the organization (36Q) and the other one
to understand the customer (12Q)
The secondary data was collected with the help of various books & articles on change
management and force field analysis.
Data analysis
The primary data was collected with the help of questionnaires and personal interviews.
Further, analysis was made with the help of using SPSS software, with the use of simple
percentage method. The data that was collected has been clearly and unambiguously
depicted through tables and pie charts, which clearly give the picture of the results obtained
by the survey.
Software
Tool
SPSS
Simple percentage method.
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Introduction to Change Management

Change is not only the order of life but also the sign of progress. Change becomes
inevitable due to the paucity with the old systems and beliefs necessitating a new
improvement. As the progress is never-ending, there is always a scope for a continued
improvement, which makes one to find out a perceived deficiency in an existing system
that has gone unnoticed. Deficiency also reflected the inability of a system to respond to
environmental pressure and technological impacts. Thus change may be defined as To
make or become different, to give or begin to have a different form.
Change is inevitable. It affects every country, industry, organization and
household in all shapes and sizes. We dont always know what 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
Organizational Sources of Resistance
Fear of the Unknown
Structural Inertia
Self-Interest
Bureaucratic Inertia
Habit
Group Norms
Personality Conflicts
A Resistant Organizational Culture
Differing Perceptions
Threatened Power
General Mistrust
Threatened Expertise
Social Disruptions
Threatened Resource Allocation
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Types of change
Happened change: This is change that is rather unpredictable and that takes place
naturally due to external factors. This type of change occurs when the organization 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.
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Changes are brought in gradually and are usually adaptive in nature. A failed incremental
change will cause less damage to the total system than an unsuccessful large-scale change.
For example: Japanese organizations bring in innovations in gradual stages.
Operational change: This is necessitated when an organization needs to improve the
quality of its products or services due to external competition, customers changing
requirements. The organizational goals remains the same the only focuses on how to
improve existing operations to perform better. For example: quality management, better
distribution and delivery of products and enhancing interdepartmental coordination.
Strategic change: Change that is addressed to the organization as a whole or to most of the
organizations components, including strategy. For example: Toyota changed its overall
corporate management philosophy in an attempt to create an organization, which is
less hierarchical, flexible, decentralized.
Directional change: A change in direction may become imperative for an organization due
to severe competition or regulatory shifts in government policy and control. It is critical
when the organizations is developing a new strategy and makes the current operations
effective. For example: development of research & development activities for
becoming more competitive.
Fundamental change: This entails a redefinition of the current purpose or mission of the
organization. It may be necessitated by drastic changes in the business environment, the
failure of the current corporate leadership, problems with employee, or a low turnover
Total change: For total change, the organization is constrained to develop a new vision
and a strong link between its strategy, employees and business performance. The
organization has to achieve a turnaround or perish. Total change is necessary t extricate the
organization from the root that has set in due to long term failure of business. A new vision
and drastic surgery could be the only way out for the organization.
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Transformational change: such a change involves the entire or a grater part of the
organization. it could be a change in the shape (size), structure (systems, ownership) or
nature (culture, technology). For example an organization can shift from being a
product driven to being a technology or customer driven.
Revolutionary change: A change that is sudden, drastic and organizational wide. Abrupt
changes in organizational strategy and design represent revolutionary change, such change
comprises 3 aspects - envisioning: which is to articulate a clear and credible vision and a
new strategy to realize the vision.- energizing: which is the mobilizing of employees,
individually and collectively, as well as demonstrating and inculcating the excitement for
change - enabling : which is to provide the necessary resources, support structures and
processes.
Reasons for failure in change management
Force field analysis

Force field analysis is a valuable change-management tool. Kurt Lewin, an expert in
experiential learning, group dynamics and action research, developed this management
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technique. Although Kurt Lewis contributed greatly to the field of social science, he is best
known for his development of the Force field analysis model in 1947.
It is very useful while looking at the variables involved in planning and implementing a
change program and will undoubtedly be of use in team building projects, when attempting
to overcome resistance to change.
Lewin assumes that in any situation there are both driving and restraining forces that
influence any change that may occur. Hence driving forces are all forces that push for and
promote change. These change drivers promote and encourage the change process. Some
examples of driving forces are human safety, customer demands, increased efficiency and
trend of labour towards service sector. Restraining forces are forces that make change more
difficult. These forces counteract driving forces and lead to the avoidance or resistance of
change. Some examples of restraining forces are fear of unemployment, lack of training,
the lack of incentives and high capital investment. When these two sets of forces are equal
change is in a static state of equilibrium meaning that no movement towards or away from
change is happening.
Force Field Analysis is a valuable technique that facilitates in listing, discussing, and
evaluating the various forces for and against a proposed change. When a change is planned,
Force Field Analysis helps you look at the big picture by analyzing all of the forces
impacting the change and weighing the pros and cons. By knowing the pros and cons, you
can develop strategies to reduce the impact of the opposing forces and strengthen the
supporting forces.
There are three main applications of the force field analysis tool:
1. Change management.
2. Productivity improvement
3. Decision making
Change management is the one application for force field analysis and it is a regular
occurrence in the manufacturing environment. Like computerization of manufacturing
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systems. Workers have widely varying attitudes toward computers and change in the
workplace; strategies must be developed to assist workers for automated environment.
Productivity improvement is the second main application of force field analysis. This
universal application shows how to increase employee productivity and this analysis
suggest the methods, strategies, and systems that can promote long-term improvements in
employee productivity.
Force field analysis is also a powerful decision-making tool. By evaluating the forces
supporting and opposing a specific decision, Management can know the influencing forces
to maximize the potential for acceptance and success. The force field model is a valuable
tool for use in these three applications; and it is not limited to these forms of application.
This technique can be customized for use in a large variety of situations in many
applications.
Force field analysis approach
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According to Kurt Lewin "An issue is held in balance by the interaction of two
opposing sets of forces - those seeking to promote change (driving forces) and those
attempting to maintain the status quo (restraining forces)". Lewin viewed organizations as
systems in which the present situation was not a static pattern, but a dynamic balance
("equilibrium") of forces working in opposite directions. In order for any change to occur,
the driving forces must exceed the restraining forces, thus shifting the equilibrium.
The force field analysis is a technique used in achieving organizational efficiency and
understanding organizational change. Force field analysis proposes that an organization is
typically in a state of equilibrium. There are two forces that maintain organizational
stability: driving forces and restraining forces. The driving forces are those elements of the
organization, which support a desired organizational change. Keeping the organization in
equilibrium are the restraining forces. If the two forces are equal, the organization will
remain static. Change occurs when one of these two forces becomes stronger than the other
(dis-equilibrium). Once the change has occurred, the organization reverts to a new state of
equilibrium, which reflects the desired change. And organizational change tends to
emphasize organizational efficiency and social change.
In this way difficulty in implementing a change can be assessed, and plans for overcoming
barriers to change can be developed. Through this type of analysis, an over all picture can
be developed which can help in the identification of the positive and negative forces .The
evolution of these forces can be carried out in terms of ease of change and impact. Ease of
change indicates how far it is possible to influence or change the force, whereas impact
indicates how significant the consequences would be if the force were changed .The
quantification of net force effect is context specific and hence here an attempt has been
made to provide a generalized frame work of force analysis. For any industry, the only task
left is to assign the rating to each of the positive and negative forces depending on their
limitations and constraints.
How to conduct a Force Field Analysis?
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Describe the current situation
Describe the desired situation
List all the forces driving change toward the desired situation
List all the forces resisting change toward the desired situation
Discuss and interrogate all of the forces: are they valid? Can they be changed?
Which are the critical ones?
Allocate a score to each of the forces using a numerical scale e.g. 1=extremely
weak and 10=extremely strong
Chart the forces by listing (to strength scale) the driving forces on the left and
restraining forces on the right.
Determine whether change is viable and progress can occur
Discuss how the change can be affected by decreasing the strength of the
restraining forces or by increasing the strength of driving forces.
Keeps in mind that increasing the driving forces or decreasing the restraining forces
may increase or decrease other forces or even create new ones.
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Profile of Bharat Sanchar Nigam Ltd (B.S.N.L.)

Bharat Sanchar Nigam Limited is one of the oldest telecommunication service providers in
India. It is also the largest phone service providers in India. Bharat Sanchar Nigam Ltd
(B.S.N.L.) has their network throughout the major cities as well as some of the rural
interiors in India. However Bharat Sanchar Nigam Ltd (B.S.N.L.) does not operate in New
Delhi and Mumbai where its 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.
BABASAB PATIL
25

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
BABASAB PATIL
26

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)
BABASAB PATIL
27
BABASAB PATIL
28
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
BABASAB PATIL
29
TELECOM COMPANIES MARKET SHARES IN INDIA

Company
Million Subs
% Share
BSNL
Reliance
Bharti
MTNL
Vodafone
Idea Cellular
BPL
Tata Teleservices
Spice
Escotel
Fascel
Airtel
Hexacom
Shyam Telelink
(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
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
BABASAB PATIL
30

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
BABASAB PATIL
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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
Events
1851
First operational land lines were laid by the government near Calcutta (seat
BABASAB PATIL
32

of British power)
1881
1883
Telephone service introduced in India

Merger with the postal system
1923
Formation of Indian Radio Telegraph Company (IRT)
1932
Merger of ETC and IRT into the Indian Radio and Cable Communication
Company (IRCC)
1947
Nationalization of all foreign telecommunication companies to form the

Posts, Telephone and Telegraph (PTT), a monopoly run by the government's
Ministry of Communications
1985
Department of Telecommunications (DOT) established, an exclusive provider

of domestic and long-distance service that would be its own regulator (separate
from the postal system)
1986
Conversion of DOT into two wholly government-owned companies: the

Videsh Sanchar Nigam Limited (VSNL) for international telecommunications
and Mahanagar Telephone Nigam Limited (MTNL) for service in metropolitan
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
BABASAB PATIL
33

duration of using the services
Valid
1-5 years
5-10 years
10-15 years
15 and more
Total
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

16
14
12
10
8
Frequency
6
4
2
0
1-5 years
5-10 years
10-15 years
15 and more
The first question that we asked the customers was about the duration of their association
with BSNL to which they replied as follows:
28% of the customers were associated with the company for 1-5 years
22% of the customers were associated with the company for 15 years or more
BABASAB PATIL
34
Diagram no.2
satisfied with the services
Valid
very satisfied
satisfied
moderately satisfied
dissatisfied
very dissatisfied
Total
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

30
20
Frequency
10
0
very satisfied
moderately satisfied
satisfied
very dissatisfied
dissatisfied
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
BABASAB PATIL
35
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
Percent
Valid Percent
Cumulative
Percent
10.0
10.0
10.0
13
11
8
26.0
22.0
16.0
26.0
22.0
16.0
36.0
58.0
74.0
13
26.0
26.0
100.0
50
100.0
100.0

14
12
10
8
6
Frequency
4
2
0
poor quality of sign
higher cost
poor voice clarity
poor customer care s

billing error
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
BABASAB PATIL
36
26% of the customers stated poor customer care services
Diagram no.4
are you satisfied with the pricing of products
Valid
yes
no
Total
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

30
20
Frequency
10
0
yes
no
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
BABASAB PATIL
37
Diagram no.5
rate the representative on being courteous
Valid
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

30
20
Frequency
10
0
excellent
very good
fair
poor
moderate
To the question on the courteousness of the representative:
BABASAB PATIL
38
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
Valid
Frequency
excellent
2
very good
5
fair
18
poor
18
moderate
5
6.00
2
Total
50
BABASAB PATIL
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
39

20
Frequency
10
0
excellent
very good
fair
poor
moderate
6.00
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
BABASAB PATIL
Percent
Valid Percent
Cumulative
Percent
16.0
16.0
16.0
21
16
5
50
42.0
32.0
10.0
100.0
42.0
32.0
10.0
100.0
58.0
90.0
100.0
40

30
20
Frequency
10
0
was taken care immed
more than 10 minutes
within 5-10 minutes
not taken care of
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
BABASAB PATIL
41

time taken to solve the problem
Valid
immediately resolved
between 2-3 days
between 3-5 days
more than a week
the problem is still
resolved
8.00
Total
Frequency
10
18
15
5
Percent
20.0
36.0
30.0
10.0
Valid Percent
20.0
36.0
30.0
10.0
Cumulative
Percent
20.0
56.0
86.0
96.0
2.0
2.0
98.0
1
50
2.0
100.0
2.0
100.0
100.0

20
Frequency
10
0
immediately resolved
between 3-5 days
between 2-3 days
the problem is still
more than a week
8.00
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
BABASAB PATIL
42
Diagram no.9
would you like to retain the services
Valid
yes
no
9.00
Total
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

40
30
Frequency
20
10
0
yes
no
9.00
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
BABASAB PATIL
43
Diagram no.10
would you recommend the BSNL products & servces to others
Valid
yes
no
Total
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
would yourecommend the BSNLproducts &servces to others

40
30
Frequency
20
10
0
yes
no
wouldyourecommendtheBSNLproducts &servces to others
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
BABASAB PATIL
44
Diagram no.11
i believe BSNL deserves my loyalty
Valid
yes
no
Total
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

40
30
Frequency
20
10
0
yes
no
To the question whether the customer felt that they felt that BSNL deserves their loyalty:
60% said yes
40% said no
BABASAB PATIL
45
Diagram no.12
my loyalty to BSNL has grown stronger over the past years
Valid
yes
no
Total
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

30
20
Frequency
10
0
yes
no
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
BABASAB PATIL
46
Data analysis (Job satisfaction survey)

Diagram no.1
fair amount paid for the work done
Valid
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
fair amount paid for the work done

agree very much
disagree very much

disagree slightly
agree slightly
agree moderately
BABASAB PATIL
47
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
Valid
Frequency
disagree very much
9
disagree moderately
9
disagree slightly
5
agree slightly
8
agree moderately
10
agree very much
9
Total
50
BABASAB PATIL
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
48
little chance for promotion

agree very much
agree moderately
disagree very much
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 moderately
Diagram no.3
BABASAB PATIL
49

supervisor is competent in doing his job
Valid
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
supervisor is competent in doing his job

disagree slightly
agree slightly
agree very much
agree moderately
On whether they felt if the supervisor is competent in doing his job, the following was the
response:
BABASAB PATIL
50
Diagram no.4
not satisfied with the benifits i receive
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
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:
BABASAB PATIL
51
Diagram no.5
rules restrict from doing a good job
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
rules restrict from doing a good job

agree very much
disagree very much
disagree moderately
agree moderately
disagree slightly
agree slightly
If whether the rules were restricting them from doing a good job:
BABASAB PATIL
52
Diagram no.6
i like the people i work with
Valid
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
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:
BABASAB PATIL
53
Diagram no.7
i sometime feel my job is meaningless
Valid
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
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:
BABASAB PATIL
54
Diagram no.8
communication is good within the organisation
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
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:
BABASAB PATIL
55
Diagram no.9
raises r too few and far between
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
raises r too few and far between

disagree very much
disagree moderately
agree very much
disagree slightly
agree slightly
agree moderately
BABASAB PATIL
56

To the question on whether the raises are too few and far between:
Diagram no.10
fair jobs, fair promotions
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
BABASAB PATIL
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
57
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:
Diagram no.11
supervisor unfair to me
Valid
Frequency
disagree very much
44
disagree moderately
4
agree moderately
2
Total
50
BABASAB PATIL
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
58
supervisor unfair to me
agree moderately
disagree moderately
disagree very much
Whether the supervisor was unfair to the employee:
Diagram no.12
BABASAB PATIL
59

benefits are good compaired to other organisation
Valid
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
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:
BABASAB PATIL
60
Diagram no.13
my work not appreciated
Valid
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
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:
BABASAB PATIL
61
Diagram no.14
the efforts of my job are blocked by red tape
Valid
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
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:
BABASAB PATIL
62
Diagram no.15
incompetence of other people makes me work harder
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
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:
BABASAB PATIL
63
Diagram no.16
the goals of this org are not clear to me
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
the goals of this org are not clear to me

agree very much
agree moderately
agree slightly
disagree slightly
disagree moderately
disagree very much
On the question whether the goals of the organization are clear to the employee:
BABASAB PATIL
64
Diagram no.17
people get ahead as fast here as they do in other places
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
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
BABASAB PATIL
disagree slightly
65

On whether growth prospects are as good as it is in other places:
Diagram no.18
my supervisor shows too little interest in the feelings of the sub
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
BABASAB PATIL
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
66
my supervisor shows too little interest in the feelings of the sub

agree very much
agree moderately
agree slightly
disagree slightly
disagree very much
disagree moderately
On the question of the supervisor showing too little feelings for others:
Diagram no.19
BABASAB PATIL
67

the benefits package we have is equitable
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
the benefits package we have is equitable

disagree very much
disagree moderately
agree very much
disagree slightly
agree slightly
agree moderately
On the question whether the benefits package is equitable:
Diagram no.20
BABASAB PATIL
68
there r few rewards for those who work here
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
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:
BABASAB PATIL
69
Diagram no.21
i have too much to do at work
Valid
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
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:
BABASAB PATIL
70
Diagram no.22
i enjoy my coworkers
Valid
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
i enjoy my coworkers
disagree slightly
agree slightly
agree moderately
agree very much
On the enjoyment with coworkers:
BABASAB PATIL
71
Diagram no.23
i often feel that i donot know what is going on with the org
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
i often feel that i donot know what is going on with the org
agree very much

agree moderately
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:
BABASAB PATIL
72
Diagram no.24
i feel a sense of pride in doing my job
Valid
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
i feel a sense of pride in doing my job

disagree very much
agree slightly
agree moderately
agree very much
On whether the employees feel a sense of pride in doing the job:
BABASAB PATIL
73
Diagram no.25
i feel satisfied with my chances for salary increases
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
i feel satisfied with my chances for salary increases

disagree very much
disagree moderately
disagree slightly
agree slightly
agree very much

agree moderately
BABASAB PATIL
74

On feeling satisfied for the chances of increasing the salary:
Diagram no.26
i like my supervisor
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
BABASAB PATIL
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
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:
Diagram no.27
i have too much paper work
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
BABASAB PATIL
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
76
i have too much paper work
agree very much

disagree very much
agree moderately
disagree moderately
agree slightly
disagree slightly
On whether the employees have too much paper work:
Diagram no.28
BABASAB PATIL
77

i dont feel my efforts r rewarded the way they should be
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
i dont feel my efforts r rewarded the way they should be

agree very m uch
agree m oderately
agree slightly
disagree very m uch
disagree m oderately
disagree slightly
On whether the employees feel that they are not rewarded the way they should:
BABASAB PATIL
78
Diagram no.29
im satisfied with my chances for promotion
Valid
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
im satisfied with my chances for promotion

61.00
disagree very much
agree very much
disagree moderately
disagree slightly
agree slightly
agree moderately
On whether the employees is satisfied with his chances for promotion:
BABASAB PATIL
79
Diagram no.30
ther is too much bickering and fighting at work
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
Total
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
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:
BABASAB PATIL
80
Diagram no.31
work assignments are not fully explained
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
work assignments are not fully explained

agree very much
agree moderately
disagree very much

agree slightly
disagree slightly
disagree moderately
On whether the work assignments are not fully explained:
BABASAB PATIL
81
Diagram no.32
i receive recognition for good job
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
i receive recognition for good job

disagree very much
disagree moderately
agree very much
disagree slightly
agree slightly
agree moderately
On whether the employees receive recognition for a good job:
BABASAB PATIL
82
Diagram no.33
i like doing the things i do at work
Valid
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
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:
BABASAB PATIL
83
Diagram no.34
pay makes me feel unappeciated
Valid
disagree very much

disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
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
pay makes me feel unappeciated

agree very much
agree moderately
agree slightly
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
Valid
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
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:
Diagram no.36
my job is enjoyable
Valid
disagree moderately
disagree slightly
agree slightly
agree moderately
agree very much
Total
BABASAB PATIL
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
86
my job is enjoyable
disagree moderately
disagree slightly
agree slightly
agree very much
agree moderately
On whether the employees enjoy their work:
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
(+)
(-)
Resisting Forces
Driving forces
(5) Growth in telecommunication users
Traditional method of working (4)
(5)
Improvement in quality of service (4)
(4) Low cost provided by other competitors
Increased cost due to wasteful activities (3)
(3) Changing demands of the customer
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)
Competitors pressure
(4) Dissatisfaction of the customer

(3) Capacity to grow
(3) Job security to all employees
(5) Rapid change in technology
(4) Drive to reduce Increasing expenditure

Lethargic work force (4)
BABASAB PATIL
90
Evade training programs due to excess (3)

(3) ((((((((999((3)work pressure
(2) Availability of advance training

program
(2) Well-paid employee
Employees feel that their growth is limited (2)
SUGGESTIONS
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
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
94
ANNEXURE
JOB SATISFACTION SURVEY
Paul E. Spector
Department of Psychology
University of South Florida
PLEASE CIRCLE THE ONE NUMBER FOR EACH

QUESTION
THAT
COMES
CLOSEST
REFLECTING YOUR OPINION
TO
Disagree very much
Copyright Paul E. Spector 1994, All rights reserved.
Agree very much
Agree moderately
Agree slightly
Disagree slightly
Disagree moderately
ABOUT IT.
I feel I am being paid a fair amount for the work I do.
BABASAB PATIL
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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
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people I work with.

I like doing the things I do at work.
The goals of this organization are not clear to me.
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PLEASE CIRCLE THE ONE NUMBER FOR EACH

QUESTION THAT COMES CLOSEST TO REFLECTING
YOUR OPINION
Disagree very mcuh
Agree very much
Agree moderately
Agree slightly
Disagree slightly
Copyright Paul E. Spector 1994, All rights reserved.
Disagree moderately
ABOUT IT.
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I feel unappreciated by the organization when I think about what they pay
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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.
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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.
BABASAB PATIL
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Project Report On Changedfdfd Management in The Public Sector at BSNL

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Project Report On Changedfdfd Management in The Public Sector at BSNL

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BHARAT SANCHAR NIGAM LIMITED (BSNL)

CHANGE MANAGEMENT IN THE PUBLIC SECTOR

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)

Need for the study

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

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

Statement of the Problem

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

To study the gap caused due to the change

To recommend appropriate suggestions in order set right the existing problem

Scope of the study

BHARAT SANCHAR NIGAM LIMITED (BSNL)

BHARAT SANCHAR NIGAM LIMITED (BSNL)

Limitation of the study

The study is very exhaustive and demanded for superfluous time

Source for data collection

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:

Organizational Sources of Resistance

Fear of the Unknown

A Resistant Organizational Culture

Threatened Resource Allocation

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)

Describe the current situation

Describe the desired situation

Determine whether change is viable and progress can occur

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