To Study the Methodology & Assess the Impact of Change Management Practices & Tools of Human Resources & Tqm in an Organisation

Topics: Human resource management, Management, Human resources Pages: 9 (2268 words) Published: February 5, 2013
July 24, 2012
Research Proposal
Nilesh Parekh

Subject: To study the methodology & assess the impact of Change Management practices & tools of Human Resources & TQM in an Organisation -------------------------------------------------

Rationale & Signifance of Study:

* The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic – Peter Drucker * Change before you have to – Jack Welch
* It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change. -Charles Darwin A flagship annual document of the Ministry of Finance, Government of India, Economic Survey 2011–12 reviews the developments in the Indian economy over the previous 12 months, summarizes the performance on major development programs, and highlights the policy initiatives of the government and the prospects of the economy in the short to medium term. Some of the major highlights of this document are as mentioned below: * Managing growth and price stability are the major challenges. * In 2011-12, India found itself in the heart of these conflicting demands. * The Indian economy is estimated to grow by 6.9 per cent in 2011-12, after having grown at the rate of 8.4 per cent in each of the two preceding years. This indicates a slowdown compared not just to the previous two years but 2003 to 2011 (except 2008-9) * India’s slowdown can be attributed almost entirely to weakening industrial growth. The manufacturing sector grew by 2.7 per cent and 0.4 per cent in the second and third quarters of 2011-12. * The global economy turned sharply owing to the turmoil in the euro-zone, and questions about the outlook on the US economy provoked by rating agencies. Table 0.1 KEY INDICATORS

Units 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 Production Industrial Production b Per cent 12.9 15.5 2.5 5.3 8.2 3.6c

Table 1.1 : Rate of Growth of GDP
2005-06 2006-07 2007-08 2008-09 2009-10PE 2010-11QE 2011-12AE Manufacturing (per cent) 10.1 14.3 10.3 4.3 9.7 7.6 3.9

INDUSTRY AND INFRASTRUCTURE : Industrial growth, measured in terms of the index of industrial production (IIP), shows fluctuating trends. Growth had reached 15.5 per cent in 2007-8 and then started decelerating. Initial deceleration in industrial growth was largely on account of the global economic meltdown. Fragile economic recovery in the US and Europe and moderately subdued expectations at home affected the growth of the industrial sector in the current year. Overall growth during April-December 2011 reached 3.6 per cent compared to 8.3 per cent in the corresponding period of the previous year. The industrial sector performed poorly this year and the share of industry in the GDP, which had peaked at 28.7 per cent, has now retreated to 27 per cent. This is an adverse move for an emerging economy. All above. Ref.

Such change is something which every country, every organization has experienced, but successful sustainable change is not. Too often organizations fail to realize the full potential of their intended change. The result – time, energy and money – wasted. In today’s economy, can you afford the cost of unsuccessful change?   Some of the huge challenges currently facing the global economy are mortgage crisis, rising costs in every facet of organization such as raw material, energy, manpower and against which increasing pressure for being competitive in market. It’s kind of uncertainty about the economy around the world, that has organizations embarking on huge changes or at the very least contemplating what change they need to make next in order to...
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