1. Introduction Change is an inevitable and in acceptable fact of life. It is only the permanent thing in this world.

Everything around us keeps changing. These changes may be slow or rapid, deliberate or spontaneous, permanent or temporary, cyclic or non cyclic, controllable or non controllable, desirable or undesirable. No organization exists in isolation. Every organization exists in an environment upon which it must demand for the recourses necessary to sustain it. Environment is changing. Every organization has to change to adopt itself to changing-situation. If the organization fails to cope with requisite change, it is likely to experience threat to its stability or even existence. Organization change refers to the alteration of structural relationship and role of the person in the organization. According to H.Randolph Bobbiitt. Jr; When an organization system is disturbed by some internal or external force, change frequently occurs. Change as a process, is simply a modification of the structure or process of the system. It may be good or bad, the concept is descriptive only. Change has become necessary in the modern and highly competitive business world for organizations to survive. It is noticed that sometimes the changes are great, sometimes small, but change is always taking place. Very often change is not accepted by all employees. It is the most baffling problem faced by managers. Some employees are ready to change while some may not. The response to change is determined by the attitude of the employee towards the change. Organization change implies a new equilibrium between different components of the organization technology, structural arrangement, job design, and people. All these changes should be made according to the environmental condition. Organizational changes are needed to maintain equilibrium between various external and internal factors to achieve objectives of the organization. There are mainly two types of factors which affects organizational changes such as:

Internal factors External factors

The Internal factors include Change in managerial personnel Deficiencies of the organization Sequential changes Pressures for employees Change on informal organization The external factors are Technological changes Changes in marketing conditions Social changes Political and legal changes 2. Approaches to change management The different approaches to change are summarized as follows:

Directive strategies. This strategy highlights the manager's right to manage change and the use of authority to impose change with little or no involvement of other people. The advantage of the directive approach is that change can be undertaken quickly. However, the disadvantage of this approach is that it does not take into consideration the views, or feelings, of those involved in, or affected by, the imposed change. This approach may lead to valuable information and ideas being missed and there is usually strong resentment from staff when changes are imposed rather than discussed and agreed.

Expert strategies. This approach sees the management of change as a problem solving process that needs to be resolved by an 'expert'. This approach is mainly applied to more technical problems, such as the introduction of a new learner management system, and will normally be led by a specialist project team or senior manager. There is likely to be little involvement with those affected by the change. The advantages to using this strategy is that experts play a major role in the solution and the solution can be implemented quickly as a small number of 'experts' are involved. Again, there are some

issues in relation to this strategy as those affected may have different views than those of the expert and may not appreciate the solution being imposed or the outcomes of the changes made.

Negotiating strategies. This approach highlights the willingness on the part of senior managers to negotiate and bargain in order to effect change. Senior managers must also accept that adjustments and concessions may need to be made in order to implement change. This approach acknowledges that those affected by change have the right to have a say in what changes are made, how they are implemented and the expected outcomes. The disadvantage to this approach is that it takes more time to effect change, the outcomes cannot be predicted and the changes made may not fulfill the total expectations of the managers affecting the change. The advantage is that individuals will feel involved in the change and be more supportive of the changes made.

Educative strategies. This approach involves changing people's values and beliefs, 'winning hearts and minds', in order for them to fully support the changes being made and move toward the development of a shared set of organizational values that individuals are willing, and able to support . A mixture of activities will be used; persuasion; education; training and selection, led by consultants, specialists and in-house experts. Again, the disadvantage of this approach is that it takes longer to implement. The advantage is that individuals within the organization will have positive commitment to the changes being made.

Participative strategies. This strategy stresses the full involvement of all of those involved, and affected by, the anticipated changes. Although driven by senior managers the process will be less management dominated and driven more by groups or individuals within the organization. The views of all will be taken into account before changes are made. Outside consultants and experts can be used to facilitate the process but they will not make any decisions as to the outcomes. The main disadvantages of this process are the length of time taken before any changes are made, it can be more costly due to the number of meetings that take place, the payment of consultants/experts over a longer time period and the outcomes cannot be predicted. However, the benefits of this

approach are that any changes made are more likely to be supported due to the involvement of all those affected, the commitment of individuals and groups within the organization will increase as those individuals and groups feel ownership over the changes being implemented. The organization and individuals also have the opportunity to learn from this experience and will know more about the organization and how it functions, thus increasing their skills, knowledge and effectiveness to the organization Emergent approaches to change have the following characteristics in common, as extracted from Burnes (1996, p.193):

Change is seen as a continuous process of learning and experimentation in order to adapt and align to a turbulent environment. Small scale changes over time can lead to larger changes in the organizations. Managers should create a climate of risk-taking and empower employees through participative management of the change process. Managers should create a collective vision to direct the change process. Key activities should be information-gathering, communication and learning.

Most organizations tend to follow a combination of the planned and emergent approaches to change management, depending on their circumstances and the specific objectives of the organization. In the modern era companies are coming up with certain change strategies that is relevant and according to the nature of business and organizations have realized the need for change. 3. Change Management in Bajaj Auto Ltd Bajaj Auto Ltd was incorporated on the 29th of November 1960. Bajaj Auto is one of the fast growing automobile companies of India. The main objective of the company is to manufacture and market scooters, motorcycles and three wheelers. The company has been in technical collaboration with Kawasaki of Japan. Bajaj is truly an innovative company and has always created new, exciting vehicles. Bajaj Auto has been at the forefront of bringing changes in its products, technologies and process to create more exciting and distinctive offerings for its customers. In the process, the Company has gone through two overlapping process of transformation. The first was creating, communicating and executing basic processes of change-

of the way it looked at products and design, at markets, at engineering and manufacturing, and at the organizational structure for delivering mind-set change. By 2003-04, understanding of the change processes became ingrained in Bajaj auto's DNA and formed a part of everything that it did. It was time to bring about the second transformation of the company-one in which it created products and a brand that inspired confidence in the hearts and minds of its customers. 'Inspiring confidence' became the leitmotif of Bajaj auto: in its new logo and branding; its exciting new look, high performance motorcycles; its use of new technologies that gave consumers greater power and more riding comfort without sacrificing economy; in its high quality engineering and R&D; and in its speed and transparency. 'Inspiring confidence' has yielded great results. Between 2003-04 and 2006-07, several exciting new models were introduced at different price points; product have been the order of the day; and Bajaj auto has clearly dominated the 150+ cc segment, and been a major player at all other price points of the motorcycle market. In the process the company's gross sales has increased from Rs.47.4 billion in 2002-03 to over Rs.106 billion in 2006-07- a growth of 124% in four years. It is now time for the next phase of transformation-that of being 'Distinctly Ahead'. What does Bajaj Auto mean by this phrase? It means that every offering to the customer should be distinctly ahead of the competition. To be ahead is important; but to be distinctly ahead even more so. Bajaj Auto's strategy is to be 'distinctly ahead' through innovation, perfection and speed. It is the only way to ensure consistent growth and profitability. The company's initiatives over the years mainly that of the change management have led the sustained growth of the company since 2000. 4. The story of change at Bajaj Auto Bajaj Auto was the largest two wheeler manufacturer and dominated the vast market of India for several years with its popular brand scooter 'chetak' and other motorcycles. Later in 2001 the rival company Hero Honda started to dominate the market and sold more two-wheelers and this was because people started to prefer motorcycles than the old fashioned scooters. The Bajaj share price dropped like a rock. The Bajaj managers suddenly realized the need for a big change and the transformation began. The transformation story began with Bajaj's realization that Pune's two-wheeler giant would have to transition from scooters to motorcycles and from a

'mass manufacturer of low-cost products to a high-quality, highly productive maker of worldclass products'. To achieve this ambition needed local R&D and a change in mindset. The first visible sign of the change in focus was the garage full of models the company launched to cater to the different market segments. The new motorcycle models started to taste success and the sales climbed up giving tough time to hero Honda. The change strategy was the contributor and Bajaj was back in the market with a Roar. The company later launched the 'pulsar' the sporty modern bike which is now the largest selling two-wheeler of India. The model has become so popular among youth and the exciting machine remains the favorite.

4.0 Management in Action at Bajaj The young managers at Bajaj exactly knew what to do and as a result, the change strategy was implemented. The managers realized the changes in the environment: more competitors and fiercer competition, changing customer needs and tastes, new technology and more sophisticated management tools and techniques, transformation was a necessity, not a luxury. The mid-nineties were tough times for Bajaj Auto. Bajaj Auto used to dominate Indias two wheeler industry with its scooter for the better part of the last century. But as India marched towards the new millennium, there was a dramatic shift in the preference of consumers. The market shifted in favor of Motorcycles. By 1999 motorcycles overtook scooter sales for the first time. Rajiv Bajaj, the MD says that the problem was of one of attitude: Bajaj was a scooter company and therefore the motorcycle department was given second-class treatment (it was only 10 per cent of their business in 1996), the quality of the products was poor, and they did not offer fuel efficiency the way the Japanese bikes did. The manufacturing processes were outdated and the people at Bajaj Auto were not willing to change. That's when the two Manager Brothers made an unusual decision. They decided to set up a new plant for the production of the new bike. The young managers had already decided to change and were on a mission. The new plant was set up with new workforce who mainly constituted of fresh graduates from college who were open to new ideas. All those who did not want to change were simply sacked.

The managers made a team which comprised of guys who loved riding and understood biking; they were crazy about bikes and understood the customer's requirement as users. The marketing team provided the inputs regarding the need for a modern machine the young customers were looking for and the design team came up with the prototype which was then manufactured and marketed. The new bike which was named 'Pulsar' was a huge success and was a result of the change the managers brought into the company. The Pulsars has comfortably outsold any other 150 cc motorcycle in India and has dominated the 150 cc and above sales since its launch. Meanwhile instead of sitting idle on its laurels, Bajaj has been constantly upgrading its models giving the mighty Japanese a run for their money. 5. Characteristics of change

Change results from the pressure of both internal and external forces in the organization. It disturbs the existing equilibrium or status quo in the organization.

The change in any part of the organization affects the whole of the organization. Change will affect the various parts of the organization in varying rates of speed and degrees of significance.

Changes may affect people, structure, technology and other elements of the organization.

Change may be reactive or proactive. When change is brought about due to the pressure of the external forces, it is reactive change. Proactive change is initiated by the management on its own to increase organizational effectiveness.

5.0 Benefits of constant change Change offers the following benefits to every organization:

Change provides an opportunity for growth and quick wins.

Change provides the opportunity to create new and efficient methodology and the systems of approach to problem solving and solution finding to the challenges we face today.

Change reduces the status quo mentality, and we can facilitate growth in a positive way. Change can promote systems thinking rather than a linear approach to create positive change.

Change can create risk management and contingency systems to safe-guard successful vertical movement, and succession.

Change promotes flexibility Change gives the opportunity to develop solid strategic planning and tactical maneuvers.

6. Bajaj Auto after a change Being an Automobile company it was compulsory for Bajaj to change. After the dramatic implementation of change, Bajaj brought in a new biking craze in India. The modern bikes from Bajaj provided customers something extra in the form of sheer pleasure and excitement. The company grew and made quick wins. Bajaj Auto ltd is looking for a big-ticket acquisition in the European motorcycle market to increase its product line-up of high-end bikes. Bajaj is targeting two cult bike companies, Italy-based Ducati Motor Holding SpA and Triumph Motorcycles Ltd of the UK. Bajaj Auto has been looking for an appropriate acquisition or an alliance to boost its engineering and product development to expand a product range currently limited to 220cc. A big-ticket European brand like Ducati or Triumph will not only give Bajaj products in the premium lifestyle range in India but also a vehicle to drive export growth in the developed markets. Bajaj Auto has been getting increasingly aggressive with its bike retail channel Probiking and Bajaj has been saying that it will crank out more products to stock its Probiking shelves. Bajajs reported talks earlier with Japanese major Yamaha were also focused on technologysharing and expertise for bigger bikes while offering engineering and manufacturing expertise 8

for smaller motorcycles. Japanese bike maker Yamaha had first initiated talks with Bajaj in November last year. Yamahas global team led by Yamaha Japan president Takashi Kajikawa had visited Bajajs facilities and had talks with the companies. The two bike majors might join hands for making co-badged bikes for the higher segments both for the domestic and export markets. Bajaj is also considering entering the segment under its existing collaboration with Kawasaki. After a change Bajaj has now reached the peaks, and is not far from taking its name with the biggies of Japan and Europe. 7. Factors inhibiting change The main factors that inhibit change management are:1) Culture: culture is the values and practices shared by the members of the group. It is the shared values and practices of the company's employees. Company culture is important because it can make or break a company. Companies with an adaptive culture that is aligned to their business goals routinely outperform their competitors. Company cultures evolve and they change over time. If an employee leave the company and replacements are made, the culture will change, if the company has a strong culture it may not change much but will change at least a little because new employees brings their own values and practices to the group. As the company matures from a startup to a more established one the culture will change. As the environment in which the company operates changes, the company culture will also change. Thus culture is closely associated with change and is one of the main factors that inhibit change management. 2) Financial Resources: Change affects the financial resources as well. When a change is implemented in the company, the financial business reports show changes. Thus financial resources are factors that inhibit change. 3) Power and politics in the organization: Organizational structure distributes responsibility and power within organizations. Power is about the potential ability to influence behavior, change the course of events, overcome resistance, and to get people to do things they otherwise might not do. Politics can be defined as the science centering on guiding and influencing policies and the conduct of work. When the managers 9

implement a new policy, the employees need to follow and automatically it inhibits change. Thus power and politics is another important factor that inhibits change.

8. Conclusion To conclude it can be said that change may be forced on an organization or an organization may change in response to the environment or an internal need. Whatever the case be, change must be properly planned and members should be properly prepared to accept these changes enthusiastically, because the real world is turbulent, requiring organizations and their members to undergo dynamic change if they are to perform at competitive levels. The change at Bajaj Auto showcases a perfect example of successful change implementation and management. The modern world of business demands change at frequent intervals. The managers need to be aware of this particular fact and act accordingly. Although there are many challenges faced by managers regarding the implementation of change it is compulsory for companies to adapt to change. An organization that ignores change faces threat of extinction and being the matter of survival companies have started responding changes in a positive way. Recent surveys of some major organizations around the world have shown that all successful organizations are continuously interacting with the environment and making change in their structural designs or philosophy or policies or strategies as applicable accordingly. Thus in a dynamic society surrounding today's organizations the question whether to change is no longer relevant.

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9. Bibliography Ron Flavel & Joe Williams, 1996, Strategic Management- A Practical Approach, Sydney, Prentice Hall Gary Desler, 2004, Management Principles and Practices for Tomorrow's Leaders, Third Edition, Pearson Prentice Hall Dixon, N. (1994), The Organizational Learning Cycle. How we can learn collectively, London: McGraw-Hill. Ralph Jacobson, 2000, Leading for a Change, New York, Butterworth-Heinemann John Viljoen, 1994, Strategic Management Planning and Implementing Successful Corporate Strategies, Second edition, Melbourne, Longman publishers www.bajajauto.com http://www.bajajauto.com/1024/press/cmdspeechsymbiosis.asp http://www.bajajauto.com/1024/inv/annual.asp http://en.wikipedia.org/wiki/Bajaj_Auto http://markconfetti.blogspot.com/2008/04/bajaj-pulsar-corporate-ad.html

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