binayak.ppt

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CHANGE MANAGEMENT WITH IMPLEMENTATION OFERP SYSTEM

AT N.T.P.C, RIHAND.

Presented By:Binayak Shankar

Roll no. – 07B51005 M.P.M.I.R (3 rd SEMESTER)

B.H.U. Varanasi



NATIONAL THERMAL POWER COOPERATION

Ø NTPC, the largest power Company in India, was setup in 1975to accelerate power development in the country.

Ø It 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 withincreasing global presence.

MissionDevelop and provide reliable power related products and servicesat competitive prices, integrating multiple energy resources with

innovative & Eco-friendly technologies and contribution to the



NEED OF THIS STUDYThe Company has begun the roll-out of ERP, a

flexible, standardized, and integrated informationsystem 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 STUDYPrimary objective:

Ø To know overall perceived effectiveness of changemanagement at NTPC while implementing ERP System.

Secondary objectives:

Ø To measure the effectiveness level of communication aboutERP SYSTEM at NTPC RIHAND.

Ø To measure the perceived level effectiveness of training

provided to operate ERP System.Ø To 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

Ø Technical executivesØ Non-technical executives

Designation held

Ø Senior executives (E4-E7)Ø Junior executives (E1-E3)



TOOL FOR DATA COLLECTION

A structured questionnaire “SURVEY ON

ATTITUDE OF EMPLOYEE ON INTRODUCTION

OF ERP SYSTEM AT NTPC RIHAND”. Thequestionnaire 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:

Ø AgeØ Years of serviceØ DesignationØ Department

On basis of objectives, questionnaire may be divided into three parts;Ø Awareness in employees about ERP SYSTEM (communication):

1,2,3,5 & 10.Ø Effectiveness of training provided: 4,7,9,11,14 and 16.Ø Level 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

Ø Master table was prepared in MS-EXCEL.Ø Simple graphical presentations were made to draw

conclusion.Ø The five point scale of questionnaire was restructured

into three point scale, with following considerations:Ø Positive = totally true + quite true

Ø Neutral = neither true nor falseØ Negative = quite true + totally true



RESULTOBJECTIVE 1: COMMUNICATION



RESULTOBJECTIVE 2: EFFECTIVENESS OF TRAINING



RESULTOBJECTIVE 3: MEASURE THE LEVEL OF RESISTANCE



CONCLUSIONS1. The level of communication is satisfactory in the organization.

There is significant difference in awareness among technical andnon-technical executives about ERP System.

2. The training provided is also satisfactory. The organization shouldbuild its own training resource instead of using external trainingagent. 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 resistancebetween 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, asthree main factors (communication, training and resistance) wasfound to be in facilitating change.

5. The employees are supportive, so the collaborative style of management will be more effective.



ThankThank You You

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