Scribd
Upload
126 views

Institute of Management Organizational Change Topic: BOSCH By: Saurav Choudhary Aakash Gehlot Mihir Pareek

The document provides an overview of organizational changes at Bosch India across two areas: 1) Quality management - Bosch implemented changes to integrate quality processes across departments to better meet customer expectations and quality standards. 2) Human resource management - Bosch hired new managers and implemented strategies to develop employees' skills, improve culture, and align HR activities with business goals. Both changes aimed to increase productivity, satisfaction, and the company's growth and competitiveness.

Uploaded by

manvi1998
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
126 views

Institute of Management Organizational Change Topic: BOSCH By: Saurav Choudhary Aakash Gehlot Mihir Pareek

The document provides an overview of organizational changes at Bosch India across two areas: 1) Quality management - Bosch implemented changes to integrate quality processes across departments to better meet customer expectations and quality standards. 2) Human resource management - Bosch hired new managers and implemented strategies to develop employees' skills, improve culture, and align HR activities with business goals. Both changes aimed to increase productivity, satisfaction, and the company's growth and competitiveness.

Uploaded by

manvi1998
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 7

INSTITUTE OF MANAGEMENT

ORGANIZATIONAL CHANGE
REPORT
Topic: BOSCH
By: Saurav Choudhary
Aakash Gehlot
Mihir Pareek
INTRODUCTION: BOSCH INDIA
The BOSCH Group is a leading global supplier of technology and services, in the
areas of Automotive Technology, Industrial Technology, Consumer Goods and
Building Technology, with 81,000 associates’ generated sales of 45billion Euros
in fiscal 2008. The Bosch Group comprises of Robert Bosch and its more than
300 subsidiaries and regional companies in over 60 countries. Its sales and
services partners are included, and then Bosch is represented in roughly 150
countries. This worldwide development, manufacturing and sales network is
the foundation for further growth. Each year, Bosch spends more than three
billion Euros for research and development and applies for over 3000 patents
worldwide. With all its products and services, Bosch enhances the quality of
life by providing solutions which are both innovative and beneficial.
The company was set up in Stuttgart in 1886 by Robert Bosch (1861-1942) as
‘Workshop for Precision Mechanics and Electrical Engineering’. The special
ownership structure of Robert Bosch guarantees the entrepreneurial freedom
of the Bosch Group, making it possible for the company to plan over the long
term and to undertake significant up-front investments in the safeguarding of
its future. Ninetytwo percent of the share capital of Robert Bosch is held by
Robert Bosch Stiftung , a charitable foundation. The majority of voting rights
are held by Robert Bosch Industrietreuhand KG an industrial trust. The
entrepreneurial ownership functions are carried out by the trust. The
remaining shares are held by the Bosch family and by Robert Bosch.
The Bosch slogan ‘Invented for Life’ is part of its long tradition, through which
it communicates the group’s core competencies and vision, that include
technological leadership, modernity, dynamics, quality and customer
orientation.
VISION: Our vision is our shared image of the future. It states where we want
to go, and what drives our actions. It points the way forward for a strong and
meaningful development of the Bosch Group.
MISSION: BeQIK stands for greater speed in everything that we do, and it
stands for quality, innovation, and customer orientation. Our objective is to
continuously improve our internal processes.
VALUES: The Bosch values are the foundation upon which the successes of the
past were built, and upon which we will build our future. We guide our actions
and tell us what is important to us and we are committed to.
CHANGES:
1. CHANGE IN QUALITY MANAGEMENT: High quality standards are a
cornerstone of their corporate culture. They focus especially on
providing an integrated quality management system to meet the
increasing quality requirements arising from the growing complexity of
the products and worldwide networked operations. They place
particular emphasis on early error avoidance in the product creation
process and the timely identification of non-conformances in the
manufacturing process. For this purpose, they integrate key content and
processes from the Bosch product engineering system and the Bosch
production system into the quality management system.

 Need for change: The goal is to fully satisfy customer's


expectations through the quality of their products and services.
 Triggers for the change: Quality and Quality improvement is every
associates responsibility and ultimate goal from the board of
directors to apprentices. The directives, processes, systems and
goals are based on requirements from customer expectations,
knowledge and experience. These directives and processes is the
foundation of their quality.
 Types of change:
Development Change: Quality means doing the detail from the
beginning, thus preventing failures in the end. Continuous
improvement of the quality of processes lowers costs and
increases productivity.
 Change agent: Board of directors and Top level Management.
 Implementation for the change: In choice of suppliers and service
providers, and when implementing targets and evaluating supplier
performance, they take into account pricing, logistic and
qualitative perspectives. They employ a unified approach for this
process.
 Barriers to change:
1. This change involves a huge cost of training each and every
employee of company.
2. Employees of the company were no happy because they do not
want to adopt any new change in there working style they were
happy with their traditional style.
 Overcoming the barriers:
1. Avoiding failures is more important than eliminating defects.
2. They apply methods and tools for preventive quality assurance
systematically, learn from mistakes and eliminate the root
causes without delay.
3. Their suppliers contribute substantially to the quality of the
products and services. Therefore their suppliers must live up to
the same high quality standards they have adopted.
 Outcome of change :
1. The cost of production is decreased.
2. Employees also give their opinions to the top management
about the new innovations.
3. The growth of company also increases.
4. Customer satisfaction

2. CHANGE IN HUMAN RESOURCE MANAGEMENT- Human Resource


Management is a philosophy of People Management based on the belief
that Human Resources are uniquely important to sustained business
success. An organization gains competitive advantage by using its people
effectively, drawing on their expertise and ingenuity to meet clearly
defined objective. HRM aims at recruiting capable, flexible and
committed people, managing and rewarding their performance and
developing key competencies. HRM is concerned with the effective and
efficient use of the organization’s Human Resources. Any organization
needs human resources to run their operations. Hence, they need to
attract and hire the best employees possible. One of the functions of
Human Resource Management Department is to attract potential
employees. Having attracted potential employees, they need to be able
to choose the best of these applicants. After having hired employees,
they need to train them if they are to function effectively. Furthermore,
to ensure that the employees continue to function effectively, they need
to be motivated with a good compensation.
Change in human resources means that the company will employ
managers who will be able to organize all the operations of the
company. The managers will also be entitled to set proper planning
mechanism that will help the company meet its targeted goals.

 NEED FOR CHANGE:


1. To create a strong relationship with all the employees.
2. To align all HRM activities towards cost containment and
Performance Management across the organization.
3. To develop a talent pool with the competence to take the
challenges of the present and future.
4. To facilitate improvements in quality and quantity of individual
and provide a congenial work environment.
 TYPE OF CHANGE:
1. Attitude and in-house faculty development
2. Improve functional knowledge, job related skills/perspective
development
3. Inter-cultural training.
4. Out bound exercises to develop team spirit.
5. Share information and experiences

 TRIGGER FOR THE CHANGE: Betterment of labour, employees, top


level management etc. for improving the productivity of the
company.
 CHANGE AGENT: Board of directors and Top level Management.
 IMPLEMENTATION: Three years ago, they formulated their vision.
They want to take advantage of the global opportunities and drive
forward towards company’s development. Thus they have
formulated three main strategies objectives accordingly.
1. Internationalization – we shall continue to press ahead with
expanding our business worldwide, thereby further strengthening
our international presence.
2. Diversification – we shall continue to balance out our sectorial
sales structure. This means taking full advantage of our
opportunities for growth in automotive technology, but at the
same time growing by above-average rates in consumer goods,
building technology, and industrial technology. In doing so, we
shall concentrate on areas of business that fit our technological
competence – this is what we call focused diversification.
3. Innovation – We shall focus our innovative strength on
technology that is “Invented for life.” We see significant economic
opportunities arising with the attention given to ecological needs,
since these needs require more, not less, technology.

 BARRIERS OF CHANGE-
1. They are faced with the task of encouraging a sufficient
number of young people to take an interest in technical or
scientific jobs, of attracting this upcoming talent to the company,
and of ensuring that associates of all ages have access to ongoing
training programs.
2. Employees of the company were no happy because they do not
want to adopt any new change in there working style they were
happy with their traditional style.

 OVERCOMING THE BARRIER:


1. Improve co-ordination with user departments in identification
of development needs.
2. Follow-up of Training inputs
3. Training Effectiveness
4. Application of inputs at work place
5. Greater focus on younger age profile

 OUTCOME OF CHANGE:
1. Attitude and in-house faculty development
2. Improve functional knowledge, job related skills/perspective
development
3. Inter-cultural training.
4. Out bound exercises to develop team spirit
ADVANTAGES OF BOTH THE CHANGES-
1. Career plan for high potential
2. Succession plan
3. Quality improvement in selection/recruitment
4. Introduce mentoring culture
5. Developing system for building high performance

DISADVANTAGES OF BOTH THE CHANGES


1. Can lead to mis-understanding within the organization
2. If stakeholders and customer doesn’t understand the change they
might go to another organization.
3. Changes can be risky and very costly.
4. Can lead to staff having low morale and less efficiency.

You might also like