Turbulence And Organizational Change: Praful Rastogi's Experience In Tccl

1636 words - 7 pages

This case deals with an old, diversified organization that attempts to cope with the dynamics of ageing, and also changes in the external environment. It specially focuses on the experiences of Praful Rastogi's in the organization: he takes up the role of change agent and handles assignments in two divisions (caustic soda division & marketing division). This involves the process of reorganizing the divisions and redesigning the organizational structure by redesigning the roles of key organizational members. During the period of two years this old established organization was caught in a whirlpool of change.Some organizations, deal well with change. In fact, they seem to thrive on it. ...view middle of the document...

But still this new management used PR's technical change in the reorganization structure. So ultimately his only got to plan the change and implement the change but he didn't get to see if his plan and implementation would have been successful or not.Question 2Different approaches adopted in studying the two divisionsCaustic Soda DivisionPraful Rastogi first assignment after joining TCCL was to assist the GM (Technical) to carry out a major technical renovation in the Caustic Soda division.The organization was going through one of its toughest crisis. Labourers were under a militant union leadership, competition was mounting, and the company was going through a cash crisis. The motivation and morale of the division was at its lowest.PR had to collect had to collect data from the plant to make the change possible. So he got involved with the people at the plant. He also had to get familiar with the operation of the factory. PR went about his project report by learning and at the same time helping the operating people. He involved the people from the division in drawing proposals and getting their approvals. Because ultimately it was the overall success of the project that he would be evaluated on. He understood the ego of hurting key people in the division. He put the proposal of his analysis before the managing director as if it came from the division. He prepared the report after discussions with the foreign collaborators of the company to put their seal of acceptance on the project.Because he constantly involved the people from the division in the proposal he was accepted at the division and the project moved rapidly.Marketing DivisionHis next assignment was to assist the GM (Corporate Personnel) to study the marketing organization of the same division and to implement new structure and systems. Since a large number of the company's products were not moving well and the sales department was not performing well. Here he had to assist the GM (Corporate Personnel). They realized that the marketing people in the division didn't have customer-oriented skills. So they decided to get another person in place of the present DGM (Marketing), since he didn't have leadership qualities. A lot of data had to be collected about the organizations performance, meetings and interviews to understand the strengths and weaknesses of the people involved.So PR made the division a temporary base, spent time with the people at head office and branches while getting data and their suggestions. They organized a marketing conference for all the people involved with the presence and involvement of the MD. They shifted focus from sales to marketing.In both the divisions PR involved the people in the study by getting their suggestions to facilitate the change in the divisions. In the caustic soda division he tried to find a solution to a change without trying to hurting key people in the division. Here all the people in the end accepted him in the organization.Whereas in...

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