CHAPTER 1

INTRODUCTION

1.1 THEORETICAL FRAMEWORK

Organizational transformation is a major challenge, the literature is full of contributions outlining
the multi-complexity of organizational change endeavours. It is widely acknowledged that planned
organizational change is not fully possible, since organisations are continually changing, routinely,
easily and responsively, but change within them cannot be controlled arbitrarily. Organizational
change does not emerge and evolve in splendid isolation. Organizational transformation can violate
the organizational identity, which might have detrimental effects on the organization’s legitimacy
and performance. Stakeholders inside and outside of the organization tend to be heavily involved
before, during and after the change process .To predict such effects, a contingency perspective
enables us to analyse the specific external and internal conditions of organizations that facilitate
both change success and change failure. Nevertheless it is the very spirit of our contingency
perspective that in an international context the meanings of patterns and mechanics that lie behind
the input, throughput and output processes of organizational change can widely differ and therefore
deserve not a cure-all approach, but a careful and respectful analysis of the specific contexts.

Organizational change can be categorized in a few different ways.The categories below are useful
because they are straightforward and understandable. And we can use them as tools to learn from
the examples that come later.

 Strategic – A business changes its fundamental business approach, strategy, and tactics
 Structural – A change in the organization can include hierarchical change or even a shift
towards a different type of business structure, such as a “flat” structure
 Developmental – Optimizing workflows and processes, such as through the adoption of
digital technology, robotic process automation, and so forth
 Cultural – This change revolves around cultural change or behavioral change

Changes can occur as a result of various factors, internal, external, or both. Such causes can range
from downsizing to mergers to digital adoption. With organizational change strategies, companies
can avoid stagnation while minimizing disruption as much as possible. Preparation is integral for
success, especially during a change effort. However, one can’t prepare without knowing what type
of change is occurring.

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Here is a list of 5 types of organizational change companies may undergo.
1. Organization-Wide Change
Organization-wide change is a large-scale transformation that affects the whole company. This
could include restructuring the leadership, adding a new policy, or introducing enterprise
technology. Such a large-scale change will be felt by every single employee. However, as the dust
settles, you can begin to see improvements. Sometimes change is required to see how a long-held
policy has become outdated or that the company outgrew its shell. Leaders might identify the need
to find a bigger shell for a better fit. However, poorly planned change can be highly disruptive and
result in broad consequences across the company. Enterprise-wide change is quite extensive and
needs to be planned with precision to protect all of those affected. Whether the results of the change
are negative or positive depends on your organizational change strategies and their execution.
2. Transformational Change
Transformational change specifically targets a company’s organizational strategy. Companies that
are best suited to withstand rapid change in their industry are nimble, adaptable, and prepared to
transform their strategies when the need arises. Strategies to guide transformational change must
account for the current situation and the direction a company plans on taking. Cultural trends, social
climate, and technological progress are some of many factors leaders must consider when devising
organizational change strategies to support a transformation.

According to a study from MIT Sloan Management Review and Deloitte, maturing digital
businesses are focused on integrating digital technologies, such as social, mobile, analytics and
cloud, into their transformation strategies. Meanwhile, less-mature digital businesses are focused on
solving discrete business problems with individual technologies. However, given the rapid pace at
which digital technology evolves, companies will be better positioned to succeed if they incorporate
scalable and adaptable technology into their transformation strategies.
3. Personnel Change
Personnel change is when a company implements mass hiring or layoffs. Each of these types of
organizational change can cause a significant shift in employee morale and engagement, for better
or worse. The threat of layoffs evokes fear and anxiety among staff members. Although certain
circumstances necessitate such a decision, leaders should expect that employee morale will suffer.
Nevertheless, the company must move forward. It is important to display genuine compassion and
motivate employees to continue to work hard through the difficult time. While mass hiring has
better implications for a company, it is not without difficulty. Mass hiring is a sign of major growth,
during which a company is susceptible to cultural changes and disorganization.
Hiring new staff means training them, and providing ongoing support. Welcoming an influx of
employees is great, but the work is cut out for those in management. If the transition is not handled

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correctly, it can cause chaos, inefficiency, and ultimately deter further growth.
4. Unplanned Change
Unplanned change is typically defined as necessary action following unexpected events. While
unplanned change cannot be predicted — it can be dealt with in an organized manner.
Companies also experienced unplanned change in the aftermath of the storms. New government
regulations, over which individual companies have no control, can also spur unplanned change.
Although the circumstances that lead to unplanned change may be chaotic, it’s important for
organizations to be resilient and adaptable. Companies can also benefit from setting basic
organizational change strategies in place to minimize chaos and disruption.
5. Remedial Change
Leaders implement remedial changes when they identify a need to address deficiencies or poor
company performance.For example, financial distress, usually due to poor performance, requires
remedial change. The most common examples of such change could be introducing a new employee
training program, rolling out a new software, or creating a new role to remedy a pain point.

Other types of corrective action could include reviewing strategies that may have been in place for
years but are no longer profitable. Issues stemming from leadership, such as a newly appointed
CEO who turns out to be a poor fit for the company, might also call for remedial change. Although
remedial change efforts must be tailored to the specific problem on hand, they still require effective
organizational change strategies to be successful.

Different types of organizational change necessitate different actions. Companies that fare best amid
transitional periods are adaptable and embrace change, even when circumstances are not ideal.
Having basic strategies in place also helps guide transformation efforts, including those that are
prompted by unplanned events. When it comes to organizational change, preparation is key.

1.2 COMPANY PROFILE

Tech Mahindra is a global systems integrator and business transformation consulting firm focused
on the communications industry. With the convergence of media and telecom, the changing
landscape of the telecom industry is becoming extremely competitive. As companies rapidly strive
to gain a competitive advantage, Tech Mahindra helps companies innovate and transform by
leveraging its unique insights, differentiated services and flexible partnering models. This has
helped our customers reduce operating costs and generate new revenue streams. Recognizing that
margins from connectivity are rapidly falling and that future growth in revenues and margins will
only come from new applications, content and services, operators today are busy addressing
business opportunities revolving around Commerce, Content, Convergence and Customer

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Experience to gain a sustainable Competitive Advantage. For over two decades, Tech Mahindra has
been the chosen transformation partner for wire line, wireless and broadband operators in Europe,
Asia-Pacific and North America. Majority owned by Mahindra & Mahindra, one of the Top 10
industrial houses in India, in partnership with British Telecommunications plc (BT), world’s leading
communications service provider, Tech Mahindra has grown rapidly to become the 5th largest
software exporter in India and the first largest telecom software provider from India.
The telecom software provided by Tech Mahindra can be broadly classified into two forms:
• Telecom Service Provider
• Telecom Equipment Manufacturer
The software industry has made a steady growth in the past 2-3 years with the top-tire competitors
growing at the rate of 35% annually. The IT sector of Tech Mahindra is showing an impressive
growth. The general average revenue of the company is estimated to be Rs 12 billion (US $268)
over the last six years. Further, the latest financial estimate of the company has already crossed
Rs 29 billion. For over two decades, Tech Mahindra has been the chosen transformation partner for
wireline, wireless and broadband operators in Europe, Asia-Pacific and North America. Majority
owned by Mahindra & Mahindra, one of the Top 10 industrial houses in India, in partnership with
British Telecommunications plc (BT), world’s leading communications service provider, Tech
Mahindra has grown rapidly to become the 5th largest software exporter in India and the first largest
telecom software provider from India.

Over 25,000 professionals service clients across the telecom eco-system, from our global network
of development centres and sales offices across Americas, Europe, Middle-east, Africa and Asia-
Pacific. Committed to quality, Tech Mahindra adds value to client businesses through well-
established methodologies, tools and techniques backed by its stringent quality processes. Tech
Mahindra is ISO 9001:2000 certified and is assessed at SEI-CMMI Level 5. Tech Mahindra has
also been awarded the ISO 20000-1 (IT Service Management standard) and ISO 27001 (Security
Management standard) certification for its development centers across India and UK. Tech
Mahindra is certified at PCMM Level 5 for its people-care practices and is the third company in the
world to have been appraised for SSE-CMM Level 3.

MANAGEMENT TEAM
The management team of Tech Mahindra are:

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 Anand Mahindra, Chairman of Tech Mahindra
Anand Mahindra (Born on 1 May, 1955) is the Vice Chairman and Managing Director of one of
India’s largest companies, Mahindra & Mahindra. He now resides in his home town Mumbai.
Mahindra returned to India and joined Mahindra Ugine Steel Company (MUSCO) where he became
President and Deputy Managing Director in 1989. During this time he initiated the Mahindra
Group’s diversification into the new business areas of real estate development and hospitality. In
1991, he was appointed Deputy MD of Mahindra & Mahindra Ltd. He became the Managing
Director in 1997 and took on the additional responsibility of Vice Chairman in 2003. Under Anand
Mahindra, the company launched India’s best loved SUV, the Scorpio, which today has gone
global. He has recently been ranked amongst the most influential men & women in Mumbai by
Daily News and Analysis. Mahindra is the co-founder of the Harvard Business School Association
of India, an association dedicated to the promotion of professional management in India. The
association has grown substantially over the years. He is the co-chair at the World Economic Forum
at Davos. Mahindra is a Director of The National Stock Exchange of India Limited appointed under
the "Public Representatives" category.
He is the Chairman of National Safety Council of India. He is the Co-Chairman of the International
Council of the Asia Society, New York.

Vineet Nayyar, Vice Chairman

An accomplished leader, Sir Vineet Nayyar has led several organizations across industries, creating
high performance teams and successful businesses. In a career spanning over 40 years, he has
worked with the Government, international multilateral agencies and the corporate sector (both
public and private). Vineet holds a Master’s degree in Development Economics from Williams
College, Massachusetts.

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 Sonjoy Anand, Chief Financial Officer
Sonjoy Anand is responsible for the Finance, Legal and Secretarial functions at Tech Mahindra. He
has been Chief Executive for a portfolio of businesses with ICI. Most recently, he was the Director,
Finance for a global business with a multinational corporation based in the UK with additional
responsibility for the Procurement and Information Technology functions. Sonjoy has extensive
experience covering acquisitions, divestments and formation of joint ventures. A graduate in
Economics (Hons.) and a qualified Chartered Accountant, Sonjoy has approximately 25 years of
experience in Finance and General Management.

Sujit Baksi, President – Corporate Affairs

Sujit has over 30 years of experience in the areas of people management, operations management
and corporate strategy. At Tech Mahindra, Sujit leads the HR, Resource Management Group,
Infrastructure functions including Technical Infrastructure Management, Training (Technical &
Behavioral), Managed Services and the Administrative functions. Sujit is a graduate from
Presidency College, Kolkata having completed his post graduate specialization in Personnel
Management from XLRI, Jamshedpur,

Sanjay Kalra, CEO

Sanjay Kalra is the CEO of Tech Mahindra. In his earlier role at Tech Mahindra he spearheaded
the BT relationship and business transformation services. Prior to joining Tech Mahindra, Sanjay
was the Chief Executive Officer of DSL Software (a joint venture between HCL and Deutsche
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Bank), which is focused on IT and BPO solutions to Capital Markets. He has also served as
President of HCL Technologies Europe and was responsible for the creation and incubation of
Cisco's first outsourced R&D center outside North America with around 1000 engineers.

VISION & MISSION OF TECH MAHINDRA LTD.

 Vision: To be the leading global software solution provider to the telecom industry.
 Mission: To be the global leader in Outsourcing Services to the Telecom industry, building
on our technologies, competencies and customer interests, and creating value for our
shareholders and customers.
 The Values that drives Tech Mahindra:
Tech Mahindra is focused on creating sustainable value growth through innovative solutions
and unique partnerships. Our values are at the heart of our business reputation and are
essential to our continued success. We foster an environment to instil these values in every
facet of our organization.
 Customer first, Good corporate citizenship, Professionalism, Commitment to quality,
Dignity of the individual

 Services offered by Tech Mahindra

 Business Consulting, Systems Integration, Application Support and Maintenance
Managed Services
 Quality Standards followed by TECH MAHINDRA
As a part of its mature quality processes, Tech Mahindra uses well defined process
measurements to monitor the quality of solutions delivered and ensure continuous
improvement. With a strong focus on process management, Tech Mahindra’s Business
Management System (BMS) integrates business needs and industry best practices to deliver
services that constantly improve:
 Customer Satisfaction
 Productivity and Cycle-Time
 Quality of Solutions and Services
 Integration of Initiatives
Tech Mahindra's BMS is designed to develop solutions that meet client specifications in
accordance with statutory and other industry-wide standards. Tech Mahindra’s quality
leadership conforms to world-class quality standards and models. Tech Mahindra is ISO
9001:2000 certified and is assessed at SEI-CMMI Level 5. Tech Mahindra has also been
awarded the ISO 20000-1 (IT Service Management standard) and ISO 27001 (Security
Management standard) certification for its development centres across India and UK.

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 Tech Mahindra is certified at P-CMM Level 5 for its people-care practices and is the third
company in the world to have been appraised for SSE-CMM Level 3.
 Tech Mahindra's Service Delivery Framework
Based on proven methodologies and industry best practices, Tech Mahindra has defined a
holistic transition process framework - for effective service delivery to customers.
mASTER™ offers a methodology for planning, managing, delivering and operating
complex programs through five defined phases. The mASTER™ methodology covers a
broad range of activities that are structured around quality gates and deliverables, thus
ensuring a predictable and measurable business outcome and consistent quality of
deliverables.

MILESTONES
 1986 - Incorporation in India
 1987 - Commencement of Business
 1993 - Incorporation of MBT International Inc., the first overseas subsidiary
 1994 - Awarded the ISO 9001 certification by BVQI
 1995 - Established the UK branch office
 2001 - Incorporated MBT GmbH, Germany incorporated. Re-certified to ISO 9001:1994
by BVQI
 2002 - Assessed at Level 5 of SEI CMM by KPMG. Incorporated MBT Software
Technologies. Limited, Singapore
 2003 - Re-certified to ISO 9001:2000 by RWTUV
 2006 - Name changed to Tech Mahindra Limited. Assessed at Level 5 of SEI People-
CMM (P-CMM) by QAI India. Raised Rs4.65 billion ($100 million) from a hugely
successful IPO to build a new facility in Pune, to house about 9,000 staff. Formed a JV
with Motorola Inc. under the name Canvas.
 2007 - Acquired policy Networks Private Limited. Launched the Tech Mahindra
Foundation to address the needs of the underprivileged in our society, especially children.
 2009 -Tech Mahindra wins bid for Satyam. Tech Mahindra has won the bid for Satyam
Computer Services.

AWARDS & RECOGNITIONS

 Ranked #1 in Telecom Software category by Voice & Data, 2009 (V&D100 Ranking)
 Ranked 11th Largest TOMS vendor by Gartner in "Market Share: Telecoms Operations
Management Systems – Worldwide, 2006-2008" May 2009

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 In the Leaders Category in 'The 2009 Global Outsourcing 100' (IAOP's Annual Listing of
the World's Best Outsourcing Service Providers)
 Deloitte Technology Fast 500 APAC 2008
 Deloitte Technology Fast 50 India 2008
 Award for Excellence in Training (Employer Branding Awards 2008-2009)
 Best Overall Recruiting & Staffing Organization of the Year Award (RASBIC Awards
2009)
 Award for Managing Health at Work (Employer Branding Awards 2008-2009)
 Award for Excellence in Training (Employer Branding Awards 2008-2009)
 BusinessWeek Award for Asia’s Best Performing Companies, 2008
 Ranked 2nd in Telecom Software providers of India by Voice & Data, 2008 (V&D100
Ranking)
 “Growth Excellence Award” by Frost & Sullivan, 2008
 6th Largest Software Services Company in India (NASSCOM 2008)
 10th Largest IT-BPO Employers, FY 07-08 (NASSCOM 2008)
 Award for “Best Start-up Company” at Mobile Content Awards & Conference 2008
(MCA08) to CanvasM
 Award in “Largest Revenue Category” of “IT and ITeS (excluding Hardware) Sector” by
D&B – ECGC Indian Exporters Excellence Awards, 2008
 Ranked 12th Largest TOMS vendor by Gartner in "Market Share: Telecoms Operations
Management Systems – Worldwide, 2006-2007" April 2008
 "Best Billing Solution" Category at "Billing and OSS World (B/OSS) Excellence Awards
2008", April 2008
 The Brand Leadership Award by the Asia Brand Congress, 2008
 'Best Overall Recruiting & Staffing Organization of the Year Award' (RASBIC Awards
2008)
 In the Leaders Category in 'The 2008 Global Outsourcing 100' (IAOP's Annual Listing of
the World's Best Outsourcing Service Providers)
 'Organization with the most innovative HR practices Award' (Asia Pacific HRM Global
HR excellence Award 2007) 3rd largest BSS Systems Integrator and 5th largest BSS
Vendor (Gartner-Dataquest, World Wide Analysis 2000-2006, published in 2007)
 Product Innovation Award for Enterprise DRM (Frost & Sullivan Asia ICT Awards 2007)
 Vertical Growth Leadership in Telecom Software (Frost & Sullivan Asia ICT Awards
2007)
 The Elite member of the Deloitte Technology Fast 50 India (2007)

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IT SERVICES AND TELECOM SOLUTIONS
Tech Mahindra is the global leader in delivering the end to end IT services and solutions.
The company has 15000 professional service clients in various telecom segments, from various
offshore development centers including 7 cities in India and UK and 13 sales centers in Americas,
Europe and Asia-Pacific.
The company integrates domain expertise in OSS and Business Support Systems systems,
intelligent leadership and a global workforce advantage to deliver services. The company has
service premium telecom companies worldwide.
IT provides a wide variety of services ranging from IT strategy and consulting to system integration,
design, application development, implementation, maintenance and product engineering. It has a
rich telecom heritage, dedicated to quality; Tech Mahindra adds value to client business process by
well-established methodologies, tools and techniques backed by Quality. Tech Mahindra is ISO
9001:2000 certified and is also a SEI-CMMi Level 5 organization. Tech Mahindra is also BS7799
certified at all development centers.
Majority owned by Mahindra & Mahindra, India’s fifth largest commercial group, in partnership
with BT Plc (BT), Europe’s second largest telecom service provider, It has grown in a rapid way to
attain the position the 8th largest software exporter in India

Vision Statement- To be the leading global software solutions provider to the telecom industry.
Mission Statement- To be the global leader in outsourcing services, To the telecom industry,
Building on our technologies and competencies, And customer interests, And creating value for
our share holders and customers

VALUABLE CLIENTS OF TECH MAHINDRA

Major clients of Tech Mahindra in ERP are:
1. British telecom
2. AT&T
3. Motorola
4. Mahindra & Mahindra
5. MEA Bangkok

1.3 INDUSTRY PROFILE:

Information technology (IT) is the application of computers to store, retrieve, transmit and
manipulate data, often in the context of a business or other enterprise. IT is considered a subset of
information and communications technology (ICT).

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The Information Technology industry has gained a brand image as knowledge economy due to its
development from software exporter to providing IT services to IT enabled services
(BPOsegment).The sector has been consistently contributing to India’s GDP from 1.2% in the FY
1998 to 7.5% in the FY 2012.
According to NASSCOM, the IT – BPO sector in India has aggregated revenues of US $ 100 billion
in FY 2012, where export comprises of US $ 69.1 billion and US $ 31.7 billion respectively
growing by over 9 %.
The cities that account nearly 90% of this sectors exports are Banglore, Chennai, Hyderabad, Delhi,
Mumbai and Kolkatta.
IT industry has registered a notable growth because of the rich and varied expansion into verticals,
well differentiated service offerings and Increasing growth penetration.
The phenomenal success of this industry is attributable to favourable government policies, rich and
burgeoning demand conditions, healthy growth of the related industries and competitive
environment prevalent in the industry. The interplay of these forces has put the industry on the
global map.
EVOLUTION OF IT INDUSTRY
Information technology has been around for a long time. Basically as long as people have been
around, information technology has been around because there were always ways of communicating
through technology available at that point in time. The evolution of the IT industry can be studied in
4 phases.
Phase I : Prior to 1980
Indian IT industry was basically started with hardware products and software industry was
literally non-existent in India until 1960. Government protected the hardware sector through high
tariff barriers and licensing. In the west, there was greater demand for software development
as the inbuilt software with the systems was insufficient to perform all the operations. The
Government of India realizing the potential of this sector to earn foreign exchange.

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In 1972, the government formulated a software export scheme in which it was decided to
import hardware and export software. TCS Ltd. became the first firm to agree to this conditions.
The beginning of software exports was made in the year 1974.
Phase II: 1980- 1990
During this phase, inspite of the government initiatives, the software exports could not
reach the expected level because of two reasons. The export of software was dependant on
the imports of hardware and the procedural aspects were too cumbersome. There was no proper
infrastructural facilities for software development. In order to encourage more participants in this
sector, relaxation to procedural activities and reduction in import duty was mandatory. To counter
the prevailing problem a New Computer Policy to policy was formulated. According to this
policy the import procedures were simplified and the import duty for import on hardware for
software developers reduced.
In 1986, the government took a step ahead to sustain and grow the benefits received as a result of
the New Computer Policy. It formulated software policy and liberalized the IT industry. In
this policy the imports of hardware were de-licensed and were also made duty free for the
exporters. This policy has reduced a number of entry barriers making the growth in this sector
inevitable.
In 1990, government gave impetus and established Software Technology parks of India in
order to increase the exports of software and services.
Phase III: 1990- 2000
This period has witnessed intensified competition in the IT Industry. With companies investing
in research and development and variety of software services. As this decade marked the
beginning of significant changes in the economy, including trade liberalization, opening up
of Indian economy for foreign investment, devaluation of the rupee and relaxation of the entry
barriers.
Due to the advantages, this policy had attracted foreign investment in India and MNC s in India
were introduced. “Offshore Model” “On-site model” Global Delivery Model (GDM) were
introduced as a part of their distinguished services.
Phase IV: Post 2000
The global problems like Y2k, the dotcom crash and the recession in the US economy has forced
many US firms to utilize the services of the Indian firms. This has resulted in placing the
Indian IT industry on the global map.
Post 2002 – 03, the industry had registered a robust growth rate. During this period there was an
increase in the Indian client base, large sized contracts and a strong global delivery model.

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 Evolution of the IT industry

The above graph, presents the summarized form of various phases and the characteristics
present for the growth and development of the IT industry.
MICRO SCENARIO OF IT INDUSTRY
India is the world's largest sourcing destination for the information technology (IT) industry,
accounting for approximately 67 per cent of the US $ 124-130 billion market. The industry employs
about 10 million workforces. More importantly, the industry has led the economic transformation of
the country and altered the perception of India in the global economy. India's cost competitiveness
in providing IT services, which is approximately 3-4 times cheaper than the US, continues to be the
mainstay of its Unique Selling Proposition (USP) in the global sourcing market. However, India is
also gaining prominence in terms of intellectual capital with several global IT firms setting up their
innovation centres in India.
The IT industry has also created significant demand in the Indian education sector, especially for
engineering and computer science. The Indian IT and ITeS industry is divided into four major
segments – IT services, Business Process Management (BPM), software products and engineering
services, and hardware.
The IT-BPM sector which is currently valued at US$ 143 billion is expected to grow at a
Compound Annual Growth Rate (CAGR) of 8.3 per cent year-on-year to US$ 143 billion for 2015-
16. The sector is expected to contribute 9.5 per cent of India’s Gross Domestic Product (GDP) and
more than 45 per cent in total services export in 2015-16.

The Indian IT sector is expected to grow at a rate of 12-14 per cent for FY2016 in constant
currency terms. The sector is also expected triple its current annual revenue to reach US$ 350
billion by FY 2025, as per National Association of Software and Services Companies (NASSCOM).
India, the fourth largest base for new businesses in the world and home to over 3,100 tech start-ups,
is set to increase its base to 11,500 tech start-ups by 2020, as per a report by NASSCOM.

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India’s internet economy is expected to touch Rs 10 trillion (US$ 146.72 billion) by 2018,
accounting for 5 per cent of the country’s GDP, according to a report by the Boston Consulting
Group (BCG) and Internet and Mobile Association of India (IAMAI). India’s internet user base
reached over 350 million by June 2015, the third largest in the world, while the number of social
media users grew to 143 million by April 2015 and smartphones grew to 160 million.

Investments
Indian IT's core competencies and strengths have attracted significant investments from major
countries. The computer software and hardware sector in India attracted cumulative Foreign Direct
Investment (FDI) inflows worth US$ 20.42 billion between April 2000 and December 2015,
according to data released by the Department of Industrial Policy and Promotion (DIPP).
Indian start-ups are expected to receive funding worth US$ 5 billion by the end of 2015, a 125 per
cent increase in a year, according to a report by IT Industry association NASSCOM.
The Private Equity (PE) deals increased the number of Mergers and Acquisitions (M&A) especially
in the e-commerce space in 2014. The IT space, including e-commerce, witnessed 240 deals worth
US$ 3.8 billion in 2014, as per data from Dialogic.

Government Initiatives
Some of the major initiatives taken by the government to promote IT and ITeS sector in India are as
follows:
• Mr Ravi Shakar Prasad, Minister of Communication and Information Technology,
announced plan to increase the number of common service centres or e-Sevacentres to 250,000
from 150,000 currently to enable village level entrepreneurs to interact with national experts for
guidance, besides serving as a e-services distribution point.
• The Railway Ministry plans to give a digital push to the India Railways by introducing bar-
coded tickets, Global Positioning System (GPS) based information systems inside coaches,
integration of all facilities dealing with ticketing issues, Wi-Fi facilities at the stations, super-fast

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long-route train service for unreserved passengers among other developments, which will help to
increase the passenger traffic.
• The e-Tourist Visa (e-TV) scheme has been extended to 37 more countries thereby taking
the total count of countries under the scheme to 150 countries.
• Department of Electronics & Information Technology and M/s Canbank Venture Capital
Fund Ltd plan to launch an Electronics Development Fund (EDF), which will be a 'Fund of Funds'
to invest in 'Daughter Funds' which would provide risk capital to companies developing new
technologies in the area of electronics, nano-electronics and Information Technology (IT).
• The Human Resource Development (HRD) Ministry has entered into a partnership with
private companies, including Tata Motors Ltd, Tata Consultancy Services Ltd and real-estate firm
Hub town Ltd, to open three Indian Institutes of Information Technology (IIITs), through public-
private partnership (PPP), at Nagpur, Ranchi and Pune.
MACRO SCENARIO OF IT INDUSTRY
The information technology (IT) industry has become of the most robust industries in the world. IT,
more than any other industry or economic facet, has an increased productivity, particularly in the
developed world, and therefore is a key driver of global economic growth. Economies of scale and
insatiable demand from both consumers and enterprises characterize this rapidly growing sector.
The Information Technology Association of America (ITAA) explains 'information technology' as
encompassing all possible aspects of information systems based on computers.
Both software development and the hardware involved in the IT industry include everything from
computer systems, to the design, implementation, study and development of IT and management
systems.
Owing to its easy accessibility and the wide range of IT products available, the demand for IT
services has increased substantially over the years. The IT sector has emerged as a major global
source of both growth and employment.

Features of the IT Industry at a Glance

• Economies of scale for the information technology industry are high. The marginal cost of
each unit of additional software or hardware is insignificant compared to the value addition that
results from it.
• Unlike other common industries, the IT industry is knowledge-based.
• Efficient utilization of skilled labor forces in the IT sector can help an economy achieve a
rapid pace of economic growth.
• The IT industry helps many other sectors in the growth process of the economy including
the services and manufacturing sectors.

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This statistic illustrates the amount of revenue generated by the IT industry worldwide from 2005 to
2012, and also includes a forecast for 2013 and 2016. The source estimates that in 2016, more than
1,357 billion euro revenue will be made through software, hardware and IT services.

FUTURE PROSPECTUS OF IT INDUSTRY

India is the topmost offshoring destination for IT companies across the world. Having proven its
capabilities in delivering both on-shore and off-shore services to global clients, emerging
technologies now offer an entire new gamut of opportunities for top IT firms in India. Social,
Mobility, Analytics and Cloud (SMAC) are collectively expected to offer a US$ 1 trillion
opportunity. Cloud represents the largest opportunity under SMAC, increasing at a CAGR of
approximately 30 per cent to around US$ 650-700 billion by 2020. The social media is the second
most lucrative segment for IT firms, offering a US$ 250 billion market opportunity by 2020. The
Indian e-commerce segment is US$ 12 billion in size and is witnessing strong growth and thereby
offers another attractive avenue for IT companies to develop products and services to cater to the
high growth consumer segment.

1.4 NEED FOR THE STUDY:

 To know about the perception about the organization structure transformation in IT industry.
 To know about the IT services and reduces risk during deployments.
 To understand the transformation in IT processes and operations in order to increase agility
and align IT goals.
 To understand the organization’s IT systems in order to improve the efficiency and delivery
in a digital economy.
1.5 OBJECTIVES OF THE STUDY:
 To find out the level perception of organization structure transformation in IT
industry.
 To find out the difference between the demographic profile of the respondants and
their perception.
1.6 LIMITATIONS OF THE STUDY:
 This study is restricted to Chennai city.
 Primary data alone taken into consideration for doing analysis.
 Time period is restricted to one month.

16
 CHAPTER 2
REVIEW OF LITERATURE

1. Chris Edgelow(2011) have studied about changing the way organizations change has become the
fourth and perhaps most pressing challenge every organization faces today. In this study , the author
gained insights from decades of work with hundreds of leaders in changing organizations around the
world.The study finds that the people come through the changes no worse off and the organization
as a whole fulfills its strategic mandate by changing the way they change.
2. Bernard Burnes(1997) have studied about the choices an organization makes, regarding what to
change and how to change it, will be significantly influenced by its strategic type .In this study, the
author used secondary data for doing the analysis by developing the arguments presented in an
earlier Management Decision article ‐ “No such thing as ... a ‘one best way’ to manage
organizational change” (Burnes, 1996a). Begins by examining Burnes’ (1996b) Choice
Management ‐ Change Management model which, in particular, draws attention to the influence on
the choices an organization makes of the context in which it operates. The study finds that, on the
one hand, organizations can create a virtuous circle whereby they can influence or control the
circumstances in which they operate through the changes they make and how they make them.
However, on the other hand, organizations can find themselves in a vicious spiral of decline and
stagnation through an inability to control their own destiny and inconsistent and unsuccessful
approaches to change.
3. Diana Whitney(1998) have studied about that current models of change often leave people
feeling demoralized and presents appreciative inquiry (AI) as an aproach to organization
development that deliberately focuses attention on learning and dialogue about what gives life to an
organization.In this study, the author used a social constructionist view of organizational change
focusing on how to engage the multitude of internal and external stakeholders.The study explains
AI principles and the 4‐D model for positive change.
4. Clinton O.Longenecker,Laurence S.Fink(2001) has studied about the management development
practices in US service and manufacturing organizations. In this study, the authors used data and
statistical analyses from a sample of 433 middle and front-line managers from 59 different US
service and manufacturing organizations. The study finds the differences between the management
development experiences they want and what they are actually getting from their organizations.
5. John W.Moran, Jeffrey M.Mead(2001) has studied about Change is often brought about by an
organization’s old ways being shown to be ineffective and inefficient in the currrent market
environment. In this study, the authors used the primary data for doing the analysis by approaching
the most successful “techno-individuals” have by constantly reinventing and making minor changes
to be a fierce and flexible leading competitor. The study finds today’s rapid pace of Internet speed
17
change in their workforces and then view change as a phenomenon to embrace and not fear. It is
normal to change if one is always doing it.
6. Chris Edgelow(2012) have studied about the question of who is in charge of change is often met
with confusing answers in changing organizations.In this study, the author used the secondary data
for doing the analysis by gathering three decades of practical experience helping organizations
change to clarify who those three groups are and what specific things they need to be accountable
for to enable the organization to improve its ability to change successfully. The study finds the three
essential groups that actually must own change are the executives, project teams and first level
supervisors. Every other group involved plays a support function to those three groups who must be
in charge of change.
7. Mike Schraeder, Rachel S. Tears, Mark H. Jordan(2005) has studied about the possible
approaches for enhancing organizational culture awareness and promote cultural change in public
sector organization. In this study, the authors used secondary data for doing the analysis by
highlighting some interesting similarities and differences between cultures in public organizations
and cultures in private sector organizations.The study finds that the Training and leading by
example can serve as effective methodologies for promoting culture awareness and brining about
culture change in organizations.
8. Colin Higgins, Wendy Stubbs, Dale Tweedie, Gregory McCallum(2019) has studied about the
organisations using integrated reporting (IR) are on a “journey” of organisational change.In this
study, the authors used secondary data by analyzing IR practioner literature to interpret the IR
journal metaphor more precisely and then used primary data to assess the extent to which this
metaphor captures how six early adopter organisations in Australia implement IR by using in-depth
interviews.The study finds that the organizations use IR in contextual,instrumental and piecemeal
ways.
9. Gavin M. Schwarz, Arthur D. Shulman(2007) has studied about the patterning and debate of
limited structural change.In this study, the authors used conceptual explanation of the different
patterns of limited structural change that arise in organizations undertaking change. It reviews and
comments on how different patterns occur at the organization level as a result of the adjustment of
component forces around pattern profiling centers of gravity.The study finds framework
encapsulating four competencies that synergistically complement each other as a foundation for
explaining different patterns of limited structural change.
10. Renate A. Werkman(2009) have studied about the change by examining patterns of coherent
structure and agency characteristics in changing organizations in specific sectors and to provide
specific recommendations for intervention in these patterns.In this study, the authors used primary
data for doing the analysis by conducting a large survey in 367 organizations engaged in different
change processes and from different sectors, among employees in different positions.The study

18
finds that there are five patterns among changing organizations, each with their own specific
problems, characteristics, and change approaches that require different interventions.
11. Enrique Claver, Juan Llopis, M. Reyes González, José L. Gascó(2001) has studied about the
improvements in organizational behaviour needed to maximize the efficiency of information
systems (IS) and the mutual relationships among information technologies (IT), IS and
organizational culture.In this study, the authors used the specific process distinguishing between
informatic culture and informational culture, the latter being the one allowing an adequate
implementation and development of the IS.The study finds the degree of technical and financial
feasibility of the IS regarding the quantitative and measurable effort an organization must make to
implement it, together with the consistency of this system with the pre‐existing culture.
12. Kaj Untamo Koskinen(2015) have studied about a philosophical exposition to change
organization’s identity in the course of time. In this study, the author used the highlights in the
concept of process thinking and then follow descriptions of notions of identity and identity change
as change processes to illustrate three different identity change processes- negotiation of meaning,
languaging and interaction.These descriptions focus on two approaches: “Unitentional identity
change” and “Intentional identity change”.The study finds that the identity provides organizations
with powerful understanding of theories of who they are and these understandings guide subsequent
resource allocation decisions.
13. Danielle A.Tucker, Stefno Cirella(2018) has studied about the various roles of change agents
and how the different agents can enable an effective change process. In this study, the authors used
empirical evidence which is the collection and analysis of primary data based on direct observation
or experiences from three hospitals illustrates the process of transformation and its underlying
arrangements to identify agents and their roles.The study finds the importance of designing a
coherent system of agents, determining where they come from, their role during the process, and
how this may change throughout the change process.
14. Shonnon Brown, Michael R. Manning, James D. Ludema(2016) has studied about the research
that how the organizations managed critical inicidents that had the potential for dramatic economic
impact and why those organizations chose to pursue certain issues.In this study, the authors used
primary data for doing the analysis based on investigative research method by examining and
understanding a subject’s organization identity.The study finds the organization identity’s role in
stabilizing organizations.
15. Andre de Waal, Ivo Heijtel(2017) has studied about the ways to help managers in their constant
quest to create and implement new sources of competitive advantage to become a high performance
organization(HPO) that are exceedingly better than those of its peer group over a period of five
years or more to by focusing in a disciplined way on issues of genuine importance to the
organization.In this study, the authors used a series of actions taken to implement a transformation

19
process to become a HPO which subsequently was tested at an organization.The study finds the
theoretical approach in practice was indeed useful at the case company.
16. Jane Broadbent, Richard Laughlin(2005) has studied about the great deal of attention given to
the processes that lead to and result from accounting change within organizations.In this study, the
authors starts by proposing four questions related to organizational and accounting change,the
answers to which control how these themes can be approached theoretically and empirically.The
study finds some suggestions on a possible future research agenda on these important organization
issues.
17. Jeff Crawford, Lori N.K Leonard, Kiki Jones(2011) has studied about the influence of an
organization’s human resource on its IT competence.In this study, the authors used secondary data
are taken from the archived software development project information by examining one of them
over a three year period, 2004- 2006.The study helps to clarify how changes in the IT human
resource influence a firm’s IT competence.
18. Keld Pedersen(2018) have studied about the possibilities for e-government transformations in
public sector organizations and how these possibilities can be improved. In this study, the author
used literature review that focusses on the pressure that drives transformations, on the challenges
transformations face and on the abilities needed for overcoming these challenges. The study finds
that when improving the possibilities for transformation in a configuration, the pressure can be
increased, transformations can be made easier to accomplish by reducing challenges and by
providing more support and abilities might be developed to better overcome the challenges.
19. Kyung Jin Cha , Taewon Hwang , Shirley Gregor (2015) has studied about proposing an
integrative model that includes specific transformation resources, capabilities, and outcomes
pertaining to the success of IT-enabled organizational transformation(OT). In this study, the authors
used in-depth case studies of five firms that reported successful IT-enabled OT and five others that
reported less successful and developed an interactive model of IT-enabled OT by using resource-
based view, organizational learning theory, and business process reengineering. The study finds that
strategic benefits from the success of IT-enabled OT can be obtained by combining specific
transformation resources and capabilities.
20. Jan vom Brocke , Theresa Schmiedel , Alexander Simons , Alexander M. Schmid , Martin Petry
, Christoph Baeck(2016) has studied about the global transformation of the company’s customer
service processes and infrastructure that began with a local IT need. In this study, the authors used
primary data of Hilti’s Global Contact Center program for doing the analysis and also Hilti applied
an innovative, wave-like implementation approach that facilitated a fast roll-out, fostered peer-to-
peer knowledge transfer, and helped to overcome reluctance to change. The study finds that the
analysis of Hilti’s approach to its new customer service management reveals a number of simple,
yet, critical lessons learned regarding leveraging IT-driven business value.

20
21. Osvald M. Bjelland, Robert Chapman Wood(2008) has studied about the standard model of how
to transform organizations for half a century which involves unfreezing them, developing a clear
picture of the future, managing to make the picture a reality, and then changing systems to support
the new ways.In this study, the authors used secondary data for doing the analysis by reviewing
more than 50 well documented transformations and compares them to both the standard model and
non‐mainstream ideas about transformation. The study finds a guide to five distinct, reproducible
ways of radically altering organizations: the standard model process (“holism”), transformation
through the ambidextrous form, transformation through acquisition/restructuring, the Collins
“Good‐to‐great” process, an improvisational transformation process.
22. Andre de Waal(2018) have studied about a high performance organization (HPO) is able to
outperform comparable organizations for an extended period of time, thereby ensuring its long-term
survival when an organization makes the transformation successful. In this study, the author used a
review of the literature on large-scale transformations and a review on the applications of de Waal’s
HPO Framework in practice.The study finds that Eleven theoretical and eight practical success
factors were found matched for 63.6 per cent, indicating there is a moderate overlap between what
the theory predicts and what can be noticed in practice.
23. Paul Tosey, Graham Robinson(2002) has studied about the idea of transformation, not to
attempt to define what transformation “is”,thus we treat this variety of usage as interesting and
potentially significant, not as a problem or as an inadequacy of terminology that has to be
resolved.In this study, the authors used the term “transformation” is much used in the practice and
literature of management and organizations and we are curious as to why there has been little
challenge to or questioning of usage of the term.The study finds a number of dimensions on which
usage of ‘transformation’ appears to vary in a tentative classification into a matrix of four types
while these clusters overlap they imply a variety of agendas, expectations and modes of working,
with widely differing implications for those involved in associated change processes.
24. Einar Iveroth (2016) have studied about strategic insights of how multinational organizations
lead IT-enabled change on a global scale.In this study, the author used secondary data for doing the
analysis from a case study consists of in-depth interviews, archival data, and observations collected
during three years of the international telecom company Ericsson.The study finds the rich
description of how the transformation was executed together with three key strategic lessons.
25. Perry Daneshgari, Heather Moore(2016) has studied about the way a company does business
also must change to stay competitive in their industry and they needs to know their share of the
market to develop strategies to stay competitive and survive.In this study, the authors used the
development of cross-functional teams to improve existing processes and develop new ones, as well
as educate their people along the way to enhance the new processes and make them visible to the
entire organization.The study finds that working together as a team and learning together to create

21
standardized processes improved the company’s overall profitability, increased sales and expanded
their market share and the process also proved that the team has to work toward the same goals for
the transformation to be successful.
26. Frances M. Hill, Lee K. Collins(2000) has studied about a descriptive and analytical model of
organisational transformation is that it may provide guidance and insight for managers attempting
such reconstruction.In this study, the authors used secondary data for doing the analysis by drawing
on case study research and a review of relevant literature.The study finds that it is important for
change managers to understand how both the internal and external environments can influence
organisational change strategies and activities.

22
 CHAPTER 3
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY:
There are mainly three types of designs to take into account when planning a research
project. These types of designs include exploratory, causal, and descriptive research
designs (Bryman & Bell, 2011; Ghauri & Gronhaug, 2010)
 Exploratory research design is according to Bryman & Bell (2011)
normally used in the beginning of a research project to identify potential
problems with the upcoming research. This type of research aims to clarify
if the intended research direction is viable or not.
 The aim of causal research design is according to Bryman & Bell (2011) to
describe how variables affect and cause other studied variables to change
and impact each other. This type of research design is thus a way of
predicting how changes among variables may affect and cause others but
demands that the researcher have the ability to control the independent
studied variables in order to ensure that the results can be supported.
 Descriptive research design deals with everything that can be statistically
measured and counted numerically in a study. Therefore descriptive
research is also known as statistical research and can with gathered data
describe characteristics of a population or phenomenon. The aim with this
type of research is to answer who, what, when, how, and why questions
(Bryman & Bell, 2011)
In order to find the appropriate research design for this study the available research designs
had to be considered. First, the exploratory research design was excluded since the
problem and research questions in this study are stated and need no further explanation or
direction in order to be determined for further research. Secondly, a casual research design
was considered and excluded since the authors could not control the independent variables
fundamental foe achieving a causal research design. A descriptive research design is used
in this study since it is most suitable due to the characteristics of the purpose of the study.

RESEARCH DESIGN:
In this study a quantitative research approach is implemented since the purpose of this
study is to gain knowledge about an entire population. This could also be achieved with a
qualitative research approach. However, findings of qualitative character cannot be
analyzed statistically and presented in numbers since the problem at hand are investigated
deeply with a smaller number of respondents. This results in that qualitative research
23
cannot achieve generalizability to the same extent as a quantitative research approach
where the results are supported statistically (Yin, 2003). Further, this study strives not to
gain deeper knowledge about the studied variables but no assess the relationship between
the variables to support or reject the hypothesis in this study.
There are two different type of sources of information that are commonly used in research.
These types of data sources include secondary and primary data. Secondary data is
information collected with another purpose than to help answer the specific problem at
hand. This type of data can further be divided into internal and external secondary data.
Internal secondary data derives from inside an organization and is internal information
such as strategy documents and annual reports.

DATA COLLECTION:
In this study the survey design consists of a questionnaire provided digitally to the
respondents. These respondents are customer with an anonymous company within the
industry. Generalizability is according to Babbie (1995) the ability to apply the research
result conducted from a sample of a certain population to a broader population. This means
that by studying a representative sample from a population, for example a company,
generalizability can be achieved for a broader population such as an entire industry
(Creswell, 2003; Yin, 2003). Further this type of generalizability is according to Yin
(2003) called statistical generalization and has been applied in this study. This was
implemented by studying a sample of company X’s customers in order to be able to draw
generalizable conclusions about the industry of specialty stores by applying the result of
the sample to the entire population.

DATA COLLECTION INSTRUMENT:

The questions were extracted from the operationalization of the study and were each
related to the different concepts of the study. The question were formulated as statement
that the respondent had to consider from his perspective and further grade on a provided
Likert scale from one to see where one was referred to as “strongly disagree” and number
seen where referred to as “strongly agree”. According to Bryman & Bell (2011) a Likert
scale is a scale commonly involved in research and is often used in questionnaires. Further,
the advantage with this scale is that the questions are equally weighted and pre-coded,
which means the analysis of the answer are simplified due to the coding of the material. It
is of great importance that the questionnaire has a clear and understandable design of how
and why the respondent should complete the questionnaire. A short introduction section
can be added to clarify how the respondent should reply.

24
SAMPLING:
In this study, a statistical method is used to determine the sample to ensure that the size of
the sample is representable for the whole population. According to Bryman & bell (2011)
the level of confidence should be 95 percent or higher to ensure that the errors caused by
only studying a sample of the population is not significant so that it affects the accuracy.
The sample frame in this study was selected randomly. A total number of 80 respondents
were contacted and was given the opportunity to participate in the survey.

QUESTIONNAIRE DESIGN:
The questionnaire was based on the initial research model and propositions. Primary data
were collected through questionnaire survey. A questionnaire with two section were
developed and finalized.
 The first part of the questionnaire comprises demographic with optional question.
 The remaining part of questionnaire contains variables related to e-filling.

Statistical Tools Used For Data Analysis:

The collected data were classified tabulated and analyzed with the statistical tools like
 Frequency
 Mean analysis
 One way ANOVA

FREQUENCY TEST:
A frequency table is a way of summarizing a set of data.it is a record of how much often
each value (or set of value) of the variables in question occurs. It may be enhanced by the
addition of percentages that fall into each category. A frequency table is used to
summarize categorical, nominal and ordinal data. It may also be used to summarize
continuous data once the data set has been divided up into sensible groups. When we have
more than one categorical variable in our data set, a frequency table is sometimes called a
contingency table because the figure found in the rows are contingent upon (dependent
upon) those found in the column.

MEAN ANALYSIS:
Mean implies average and it is sum of a set of data divided by the number of data. Mean
can prove to be an effective tool when comparing different set of data; however this
method might be disadvantaged by the impact of extreme values.

25
ONE WAY ANOVA:
In statistics, one way analysis of variance is a technique used to compare means of three or
more samples. This technique can be used only for numerical data. The ANOVA tests the
null hypothesis that samples in two or more groups are drawn from populations with the
same mean values
The results of a one-way ANOVA can be considered reliable as long as the following
assumptions are met
 Response variable residuals are normally distributed
 Samples are independent
 Variables of population are equal
 Response for a given group are independent and identically normal random variables.

26
 CHAPTER 4
DATA ANALYSIS

4.1 FREQUENCY ANALYSIS

This study includes the variable related to the profile of respondants such as Gender, Age,
Educational Qualification and Department.

TABLE 4.1 GENDER

S.No Gender Frequency Percent

1 Male 50 62.5
2 Female 30 37.5
Total 80 100.0

FIG 4.1 GENDER

From table 4.1 shows the frequency and percentage value of Gender .It is inferred from the table
that the majority of the respondent is male followed by female.

27
 TABLE 4.2 AGE

S.No Age Frequency Percent

66 82.5
1 < 30 Years
9 11.3
2 30 to 45 Years
5 6.3
3 > 45 Years
80 100.0
Total

FIG 4.2 AGE

From the table 4.2 shows the frequency and percentage value of Age. It is inferred from the table
that the majority of the age belong to < 30 years followed by 30 to 45 years and > 45 years .

28
 TABLE 4.3 EDUCATIONAL QUALIFICATION

S.No Education Qualification Frequency Percent

1 UG 56 70.0
2 PG 23 28.8
3 Others 1 1.3
Total 80 100.0

FIG 4.3 EDUCATIONAL QUALIFICATION

From the table 4.3 it shows the frequency and its percentage value of Education Qualification. It is
inferred from the table that majority of the respondent belong to UG followed by PG and Others.

29
 TABLE 4.4 DEPARTMENT

S.No Department Frequency Percent

1 Admin 6 7.5
2 HR 4 5.0
3 Finance 12 15.0
4 Operations 17 21.3
5 Others 41 51.3
Total 80 100.0

FIG 4.4 DEPARTMENT

From the table 4.4 it shows the frequency and its percentage value of Department. It is inferred from
the table that majority of the respondent belong to Others followed by Operations,Finance,Admin
and HR.

4.2 MEAN ANALYSIS

This section tries to measure the level of perception about organization structure transformation in
IT industry with the help of 10 variables such as Willingness, Culture, Communication, Leadership,
Trend Setter, Organization Structure, Vission and Mission, Customer Focused, Training,
Temperement. Mean analysis has been performed to measure the perception about the changes in
Organization Structure.

30
TABLE 4.5 PERCEPTION ABOUT ORGANIZATION STRUCTURE TRANSFORMATION

S.No Perception about Organization Transformation Mean Rank

Employees willingness to accept the changes support organization

1.
transformation (Willingness) 3.6875 9
Culture of an organization supports organization transformation
2.
(Culture) 3.6500 10

Communication plays a significant role in implementation of

3.
organization transformation (Communication) 3
3.8750
Leadership always interested in organization transformation
4.
(Leadership) 3.7875 6
Being trend setter is an aspect supports organization
5.
transformation (Trend Setter) 3.7500 7
Structure of an organization facilitates organization transformation
6.
(Organization Structure) 3.8500 4
Vision and mission favors organization transformation
7.
(Vision and Mission) 4.0000 2
Aspect of customer focused supports organization transformation
8.
(Customer Focused) 3.8000 5
Adequate trainings are provided by an organization to adopt with
9. 3.7500
organization transformation (Training) 7
Employees temperament supports organization transformation
10. 4.1375
(Temperament) 1

This analysis shows the mean value for 10 variables. It is clear from the table that temperament
variable has the highest mean value of 4.1375 followed by vision and mission, communication,
organization structure, customer focused, leadership, trend setter, training, willingness.

4.3 ANOVA ANALYSIS

GENDER VS PERCEPTION ABOUT ORGANIZATION STRUCTURE
TRANSFORMATION
H0: There is no difference among the gender and perception about organization structure
transformation in IT industry.

31
H1: There is a difference among the gender and perception about organization structure
transformation in IT industry.
This section tries to measures the different among the gender and perception about organization
structure transformation by using ANOVA.

TABLE 4.6 GENDER VS PERCEPTION ABOUT ORGANIZATION STRUCTURE

TRANSFORMATION
S.No Variable F Sig
1 Gender vs Perception about organization 0.971 0.495
structure transformation in IT industry.

From the table 4.6 shows the value of F and its significant value. It is clear from the table that the
significant value is > 0.05%. Hence accept the null hypothesis i.e. there is no difference among the
gender and perception about organization structure transformation in IT industry.
AGE VS PERCEPTION ABOUT ORGANIZATION STRUCTURE TRANSFORMATION
H0: There is no difference among the age and perception about organization structure
transformation in IT industry.
H1: There is a difference among the age and perception about organization structure transformation
in IT industry.
This section tries to measures the difference among the age and perception about organization
structure transformation in IT industry by using ANOVA.

TABLE 4.7 AGE VS PERCEPTION ABOUT ORGANIZATION STRUCTURE

TRANSFORMATION
S.No Variable F Sig
1 Age vs perception about organization 1.775 0.054
structure transformation in IT industry.

From the table 4.7 shows the value of F and its significant value. It is clear from the table that the
significant value is < 0.05%. Hence accept the alternative hypothesis i.e. there is a difference among
the age and perception about organization structure transformation in IT industry.

EDUCATION QUALIFICATION VS PERCEPTION ABOUT ORGANIZATION

STRUCTURE TRANSFORMATION
H0: There is no difference among the education qualification and perception about organization
structure transformation in IT industry.
32
H1: There is a difference among the education qualification and perception about organization
structure transformation in IT industry.
This section tries to measures the difference among the education qualification and perception about
organization structure transformation in IT industry by using ANOVA.

TABLE 4.8 EDUCATION QUALIFICATION VS PERCEPTION ABOUT

ORGANIZATION STRUCTURE TRANSFORMATION
S.No Variable F Sig
1 Education qualification vs perception 0.717 0.758
about organization structure
transformation in IT industry.

From the table 4.8 shows the value of F and its significant value. It is clear from the table that the
significant value is > 0.05%. Hence accept the null hypothesis i.e. there is no difference among the
education qualification vs perception about organization structure transformation in IT industry.

DEPARTMENT VS PERCEPTION ABOUT ORGANIZATION STRUCTURE

TRANSFORMATION
H0: There is no difference among the department and perception about organization structure
transformation in IT industry.
H1: There is a difference among the department and perception about organization structure
transformation in IT industry.
This section tries to measures the difference among the department and perception about
organization structure transformation in IT industry by using ANOVA.

TABLE 4.9 DEPARTMENT VS PERCEPTION ABOUT ORGANIZATION STRUCTURE

TRANSFORMATION
S.No Variable F Sig
1 Department vs perception about 0.844 0.626
organization structure transformation in
IT industry.

From the table 4.9 shows the value of F and its significant value. It is clear from the table that the
significant value is > 0.05%. Hence accept the hypothesis i.e. there is no difference among the
department and perception about organization structure transformation in IT industry.

33
 CHAPTER -5
SUMMARY OF FINDING, SUGGESTION AND CONCLUSION
5.1 SUMMARY OF FINDINGS

5.1.1 FREQUENCY ANALYSIS:

1. Majority of the respondent are male followed by female.
2. Majority of the age belong to < 30 years followed by 30 to 45 years and > 45 years .
3. Majority of the respondent belong to UG followed by PG and Others.
4. Majority of the respondent belong to Others followed by Operations, Finance, Admin
and HR.

5.1.2 MEAN ANALYSIS:

1. Temperament variable has the highest mean value of 4.1375 followed by vision and mission,
communication, organization structure, customer focused, leadership, trend setter, training,
willingness.

5.1.3 ANOVA:
1. There is no difference among the gender and perception about organization structure
transformation in IT industry.
2. There is a difference among the age and perception about organization structure
transformation in IT industry.
3. There is no difference among the education qualification and perception about organization
structure transformation in IT industry.
4. There is no difference among the department and perception about organization structure
transformation in IT industry.

5.2 SUGGESTIONS
1. IT industry need more speed and less bureaucracy to stay lean and fast.
2. Think more broadly and deeply about the future of those technology areas and the future of
that kind of content creation rather than focusing so much on the individual application
themselves.
3. Bring in project professionals for specific expertise and to reduce the burden on the
employees.
4. Develop a communication strategy.
5. Provide effective training.

34
5.3 CONCLUSION
The main conclusion of this paper is about the changes in the organizational structures and
processes that deal with organizational learning, decision making, and adaptation. Organizational
transformation and development is an extremely complex subject that can be a difficult task for
many companies. From small organizations to large organizations, they all are going to have to
make changes at some point, and I believe the best way to conquer the transitions is through strong
management, good attitudes and being able to follow a model to change. All three of these aspects
are equally important when dealing with the change itself and must be put into place. Without
positive attitudes management will not be able to motivate employees and without motivated
employees, it is essentially impossible to move through change. Both employees and management
must give each other the tools and motivation necessary to follow a model than to change and
complete the transition process. From speaking with Kevin, it is clear that a successful company
utilizes all of these tools as well as open communication and continuous improvement. If all of the
above suggestions are executed properly, the organizational structure transformation in IT industry
will seem like a breeze for everyone involved.

35
 BIBLIOGRAPHY

1. Edgelow, C. (2011), "The four challenges", Industrial and Commercial Training, Vol. 43 No. 1,
pp. 17-24.
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 ANNEXURE
Perception about Organization Structure Transformation in IT Industry

1. Gender ( ) Male ( ) Female

2. Age ( ) < 30 Years ( ) 30 - 45 Years ( ) > 45 Years
3. Educational Qualification ( ) UG ( ) PG ( ) Others
4. Department ( ) Admin. ( ) HR ( ) Finance ( ) Operations ( ) Others
5. Kindly indicate your level of perception about organization structure transformation in IT
industry in Likert’s five point scale
1-Strongly Disagree; 2-Disagree; 3-Neutral; 4-Agree; 5-Strongly Agree
S. No. Perception about Organization Structure Transformation 1 2 3 4 5
1 Employees willingness to accept the changes support
organization transformation (Willingness)
2 Culture of an organization supports organization
transformation (Culture)
3 Communication plays a significant role in implementation
of organization transformation (Communication)
4 Leadership always interested in organization transformation
(Leadership)
5 Being trend setter is an aspect supports organization
transformation (Trend Setter)
6 Structure of an organization facilitates organization
transformation (Organization Structure)
7 Vision and mission favors organization transformation
(Vision and Mission)
8 Aspect of customer focused supports organization
transformation (Customer Focused)
9 Adequate trainings are provided by an organization to adopt
with organization transformation (Training)
10 Employees temperament supports organization
transformation (Temperament)

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