CHANGE MANAGEMENT WITH IMPLEMENTATION OF

ERP SYSTEM
AT N.T.P.C, RIHAND.

Presented By:
Binayak Shankar
Roll no. – 07B51005
M.P.M.I.R (3rd SEMESTER)
B.H.U. Varanasi
 NATIONAL THERMAL POWER COOPERATION
Ø NTPC, the largest power Company in India, was setup in 1975
to accelerate power development in the country.
ØIt is among the world’s largest (6th) and most efficient power
generation companies with installed capacity of 29,394 MW.

Vision
A world class integrated power major, powering India's growth with
increasing global presence.
Mission
Develop and provide reliable power related products and services
at competitive prices, integrating multiple energy resources with
innovative & Eco-friendly technologies and contribution to the
society
RIHAND SUPERTHERMAL POWER STATION

ØThe foundation stone of Rihand Super Thermal Power Project was

laid down on 9 February 1982.
ØThis plant is situated at the south bank of Rihand Reservoir
(Govind Ballabh Pant Sagar).
ØTotal operating capacity is 2000MW.
ØThis region locally known as “ Dakshinachal” is now one of the
major power centres in the country.
 NEED OF THIS STUDY

The Company has begun the roll-out of ERP, a

flexible, standardized, and integrated information

system as one of the key strategic initiatives at a few

pilot units. It is a major tool to help its transformation

and change-management objective. The study is

aimed to predict the success of the new system.

 OBJECTIVE OF STUDY
Primary objective:
Ø To know overall perceived effectiveness of change
management at NTPC while implementing ERP System.
Secondary objectives:
ØTo measure the effectiveness level of communication about
ERP SYSTEM at NTPC RIHAND.
ØTo measure the perceived level effectiveness of training
provided to operate ERP System.
ØTo measure the perceived level of acceptance of change
being brought at NTPC RIHAND.
 REASERCH METHODOLOGY

A SURVEY was conducted among employees of NTPC

RIHAND, through a structured questionnaire “SURVEY ON
ATTITUDE OF EMPLOYEES ON INTRODUCTION OF
ERP System” .The questionnaire was administered among
150 executives of NTPC RIHAND.
 SAMPLE DESCRIPTION

The sample is consisting of 150 executives of

NTPC RIHAND selected randomly selected out of
432 executives of the organization.

The sample was further classified into groups on

basis of technical knowledge and designation.
Technical Knowledge
ØTechnical executives
ØNon-technical executives
Designation held
ØSenior executives (E4-E7)
ØJunior executives (E1-E3)
TOOL FOR DATA COLLECTION

A structured questionnaire “SURVEY ON

ATTITUDE OF EMPLOYEE ON INTRODUCTION
OF ERP SYSTEM AT NTPC RIHAND”. The
questionnaire content 16 questions to measure
their responses.
The rating was five point scale:
2. Totally true =1
3. Quite true=2
4. Neutral =3
5. Quite false=4
6. Totally false=5.
Questionnaire also collected some demographic information, like:
ØAge
ØYears of service
ØDesignation
ØDepartment
On basis of objectives, questionnaire may be divided into three parts;
ØAwareness in employees about ERP SYSTEM (communication):
1,2,3,5 & 10.
ØEffectiveness of training provided: 4,7,9,11,14 and 16.
ØLevel of resistance: 6,8,12,13 and 15.
 PROCEDURE

A specifically designed questionnaire “SURVEY

ON ATTITUDE OF EMPLOYEES ON
IMPLEMENTATION OF ERP AT NTPC RIHAND”
was distributed among the executives of NTPC
RIHAND, to measure their attitude attributes
towards the new system.
 DATA ANALYSIS

ØMaster table was prepared in MS-EXCEL.

ØSimple graphical presentations were made to draw
conclusion.
ØThe five point scale of questionnaire was restructured
into three point scale, with following considerations:
ØPositive = totally true + quite true
ØNeutral = neither true nor false
ØNegative = quite true + totally true
 RESULT
OBJECTIVE 1: COMMUNICATION
 RESULT
OBJECTIVE 1: COMMUNICATION
 RESULT
OBJECTIVE 1: COMMUNICATION
 RESULT
OBJECTIVE 2: EFFECTIVENESS OF TRAINING
 RESULT
OBJECTIVE 2: EFFECTIVENESS OF TRAINING
 RESULT
OBJECTIVE 2: EFFECTIVENESS OF TRAINING
 RESULT
OBJECTIVE 3: MEASURE THE LEVEL OF RESISTANCE
 RESULT
OBJECTIVE 3: MEASURE THE LEVEL OF RESISTANCE
 RESULT
OBJECTIVE 3: MEASURE THE LEVEL OF RESISTANCE
 CONCLUSIONS
1. The level of communication is satisfactory in the organization.
There is significant difference in awareness among technical and
non-technical executives about ERP System.
2. The training provided is also satisfactory. The organization should
build its own training resource instead of using external training
agent. There is difference between effectiveness of training for
technical and non technical as well as between higher and lower
executives.
3. There is no visible sign of resistance among the employees.
There is nominal difference between the levels of resistance
between any of group divided under the study.
4. The change appears to be successful in functioning, and helping
the organization in achieving its goal in long and short term, as
three main factors (communication, training and resistance) was
found to be in facilitating change.
5. The employees are supportive, so the collaborative style of
management will be more effective.
Thank You