burke and litwin model model of change...

CHAPTER – VI

BURKE AND LITWIN BURKE AND LITWIN BURKE AND LITWIN BURKE AND LITWIN

MODEL MODEL MODEL MODEL OF CHANGEOF CHANGEOF CHANGEOF CHANGE

BURKE AND LITWIN MODEL OF CHANGE

III Objective –Appraisal of Conceptual Application Intensities of ‘Burke

Letwin Model’

6.0 INTRODUCTION

The “Burke-Litwin model” examines organizational change and performance. It

provides a link between an assessment of the wider institutional context and the nature

and process of change within an organization. It makes the following key points: (1)

the external environment is the most powerful driver for organizational change; (2)

changes in the external environment lead to significant changes within an organization

– its mission and strategy, its organizational culture and its leadership; and (3) changes

in these key factors lead to other changes within an organization – changes to structure,

systems and management practices. Together these changes affect motivation, which in

turn impacts on individual and organizational performance.

The model describes 12 organizational variables (incorporating the 7 variables of the 7-

S model) and the relationships between them. Each of the variables interacts and a

change in any one of them can eventually impact on the others. This is useful in

explaining not only how organizations perform, but also how they can be changed.

Illustrated in figure 1 below, the Burke-Litwin model illustrates an approach adopted

by many process theorists for incorporating organizational culture into models of

organizational change (Burke, 2008).

Figure 1

The Burke-Litwin Model for Organizational Culture Change

Cultural factors function in this model as one of four dimensions influencing

leadership, with systemic links to organizational performance, mission and strategy,

and the external environment. Within this framework four phases are defined:

prelaunch, launch, post-launch, and sustaining the change. These phases encompass

activities relating to leader self-examination, establishing and communicating need,

clarifying vision, dealing with resistance, maintaining consistency and persistence,

dealing with unanticipated consequences, sustaining momentum, and choosing

successors. Organizational culture is conceptualized in this and other process models of

change as one of many systemic factors affecting the context in which change is

introduced. Undoubtedly this chapter continues the tradition of its earlier chapters

dealing with analysis of the conceptual model and is an extension of its preceding

chapters as its efforts are centered on the process of evaluation with statistical analysis

of data and presentation, which is of high relevance to the research study, Further, the

findings of this chapter encompasses the concept mentioned in the III objective of the

research, along with their intensities as evident from the opinions of selected

respondents. Opinion rating for the elements of the concepts is secured on a five point

scale. The aim of this chapter is to present the processed data in an organized form of

tables followed by interpretation on two fronts ‘Status and Evaluation’ to illustrate the

facts unearthed by the study under status followed by inferences based on empirical

data under ‘Evaluation’, similar to the previous chapter.

6.1 PRESENTATION PLAN

Tables are once again named against the conceptual model that are identified as a part

of the research and are self explanatory, and illustrative, besides, all elements of the

conceptual model are chosen for the study as contents of first column of the table, and

successive columns present the cumulative weighted average (CWA) value for

individual elements against their demographic classification. Comprehensive listing of

all elements is done, which are essentially required to be covered. These elements form

the conceptual bone and base of the research study, which is wholly conceptual and is

neither imaginative nor hypothetical. Critical analysis of the elements is the objective

of this chapter and this is carried on by the respondents in the form of their rating on a

five point scale for the elements listed. The CWA values in the table are arrived at by

using the ratings by 441 respondents for the elements in the first column.

6.2 EVOLUTIONARY CHANGES

Introduction: The model isolated for analysis and interpretation in this chapter is

Burke and Litwin Model of Change, which comprehensively addresses various fronts

that requires to be changed in an organization for coveting success and

competitiveness. ‘Change is Certain’ as quoted anonymously and the foremost question

in the minds of the organization managers is’ what and what all’ trying to find answers

to these questions we take a scan at the list of elements of the conceptual model –

‘Changing Management Practices’, ‘Changing Organizational Policy’, ‘Changing

Organizational Structure’, ‘Changing Work Culture’, ‘Changing Skills & Abilities’,

‘Changing Individual Needs and Values’, ‘Changing Motivating Factors’, ‘Impact of

the Above Changes on Individual Performance’, Impact of the Above Changes on

Organisational Performance’. The conceptual model appropriately covers all factors

that are to be touched upon for the purpose of effective organizational change practices.

Table 6.1:Intensity of Evolutionary Changes on Organisation Developmenet -

Age wise

Age

Element

25-35 36-45 46-55 >55 CWA

Changing Management Practices 2.41 2.72 2.81 3.51 2.86

Changing Organizational Policy 2.44 2.73 2.81 3.51 2.87

Organizational Structure Change 2.33 2.74 2.82 3.56 2.86

Work Cultural Changes 2.33 2.77 2.73 3.72 2.89

Changes in Skills & Abilities 2.44 2.73 2.81 3.49 2.87

Shifting Individual Needs and

Values 2.33 2.74 2.82 3.56 2.86

Changing Motivating Factors 2.44 2.73 2.82 3.53 2.88

Impact of the Above Changes on

Individual Performance 2.33 2.74 2.77 3.68 2.88


Organizational Performance 2.41 2.73 2.82 3.51 2.87

Average 2.39 2.74 2.80 3.56 2.87

Source: Field survey CWA: Cumulative Weighted Average Status

The statements in the table speaks of the groundwork required to be completed by the

organization towards ushering change among employees, elements of the list contains

various preparatory efforts of the organization and the rankings by the employee

respondents to the same. The complete set of factors comprising the concept

‘Evolutionary Changes’ is exposed for respondent review and Table No 6.1 displays

the empirical data secured by the researcher through survey of sample size respondents.

Element wise and Age wise employee responses in terms of intensities are presented

which finally converge into CWA values for all elements and for all age groups.

Changing Management Practices - Intensity arrived at by the survey indicates low to

moderate ranking by all age groups except >55 age group which indicates moderate to

high ranking. Changing Organizational Policy Intensities arrived at by the survey

indicates low to moderate ranking by all age groups except >55 age group which

indicates moderate to high ranking. Organizational Structure Change Intensities

arrived at by the survey indicates low to moderate ranking by all age groups except >55

age group which indicates moderate to high ranking. Work Cultural Changes

Intensities arrived at by the survey indicates low to moderate ranking by all age groups

except >55 age group which indicates moderate to high ranking. Changes in Skills &

Abilities Intensities arrived at by the survey indicates low to moderate ranking by all

age groups except >55 age group which indicates moderate to high ranking. Shifting

Individual Needs and Values Intensities arrived at by the survey indicates low to


high ranking. Changing Motivating Factors Intensities arrived at by the survey


indicates moderate to high ranking. Impact of the Above Changes on Individual

Performance Intensities arrived at by the survey indicates low to moderate ranking by

all age groups except >55 age group which indicates moderate to high ranking. Impact

of the Above Changes on Organizational Performance Intensities arrived at by the

survey indicates low to moderate ranking by all age groups except >55 age group

which indicates moderate to high ranking.

Figure 6.1: Intensity of Evolutionary Changes on Organisation Development

Evaluation

All elements of the concept

by all age groups except >55 age group which indicates Moderate to High ranking

intensity.

00.5

1

1.52

2.5

33.5

4

Intensity of Evolutionary Changes on Organisation Developmenet

Intensity of Evolutionary Changes on Organisation Development

Age wise

All elements of the concept Evolutionary Changes Secured Low to Moderate


Intensity of Evolutionary Changes on Organisation Developmenet -

Age wise

Intensity of Evolutionary Changes on Organisation Development –

Low to Moderate ranking


-

25-35

36-45

46-55

>55

CWA

Table 6.2 Chi-Square Intensity of Evolutionary Change Practices on Organisation

Development – Age wise

Element

Chi-square

computed

Value

Table Value Level of

Significance

Degree of

Freedom

Changing Management

Practices 92.24587 21.026 5 12

Changing Organizational

Policy 85.08714 21.026 5 12

Organizational Structure

Change 93.04034 21.026 5 12

Work Cultural Changes 131.5401 21.026 5 12

Changes in Skills &

Abilities 84.55911 21.026 5 12

Shifting Individual Needs

and Values 100.1994 21.026 5 12

Changing Motivating

Factors 77.17168 21.026 5 12

Impact of the Above

Changes on Individual

Performance

117.2606 21.026 5 12

Impact of the Above

Changes on Organizational

Performance

92.1997 21.026 5 12

Source: Field survey

Chi-square test is applied for research data to further reinforce the meaningful

interpretation; the same are presented against the demographic factor. From the above

table �� cal is greater than �� table value, at 12 d o f and 5% level of significance;

Hence HO is rejected for the elements represented. Hence we can conclude that these

elements have influence over Evolutionary Change practices on organisation

development.

Table 6.3: Intensity of Evolutionary Changes on Organisation Development -

Gender wise

Gender

Element Male Female CWA

Changing Management Practices 2.34 2.95 2.64

Changing Organizational Policy 2.36 3.21 2.79

Organizational Structure Change 2.36 3.16 2.76

Work Cultural Changes 2.33 2.89 2.61

Changes in Skills & Abilities 2.43 2.74 2.59

Shifting Individual Needs and Values 2.33 3.05 2.69

Changing Motivating Factors 2.54 3.21 2.88

Impact of the Above Changes on Individual

Performance 2.44 3.00 2.72


Organizational Performance 2.52 3.00 2.76

Average 2.41 3.02 2.72

Source: Field survey CWA: Cumulative Weighted Average

Status







Element wise and Gender wise employee responses in terms of intensities are presented

which finally converge into CWA values for all elements and for both gender groups.

Changing Management Practices Intensity arrived at by the survey indicates low to

moderate ranking by both gender groups. Changing Organizational Policy Intensities

arrived at by the survey indicates low to moderate ranking by both gender groups

except >55 age group which indicates moderate to high ranking.

Structure Change Intensities ar

by both gender groups except >55 age group which indicates moderate to high ranking.

Work Cultural Changes Intensities arrived at by the survey indicates low to moderate

ranking by both gender groups

the survey indicates low to moderate ranking by both gender groups.

Needs and Values Intensities arrived at by the survey indicates low to moderate ranking

by both gender groups. Changing Motivating Factors

survey indicates low to moderate ranking by both gender groups except >55 age group

which indicates moderate to high ranking.

Performance Intensities arriv

both gender groups. Impact of the Above Changes on Organizational Performance

Intensities arrived at by the survey indicates low to moderate ranking by both gender

groups.

Figure 6.2 Intensity of Evolutionary Changes on Organisation Development

Evaluation


by both gender groups.

0

0.5

1

1.5

2

2.5

3

3.5


except >55 age group which indicates moderate to high ranking. Organizational

Intensities arrived at by the survey indicates low to moderate ranking


Intensities arrived at by the survey indicates low to moderate

ranking by both gender groups. Changes in Skills & Abilities Intensities arrived at by

the survey indicates low to moderate ranking by both gender groups. Shifting Individual


Changing Motivating Factors Intensities arrived at by the


which indicates moderate to high ranking. Impact of the Above Changes on Individual

Intensities arrived at by the survey indicates low to moderate ranking by

Impact of the Above Changes on Organizational Performance



Gender wise


Intensity of Evolutionary Changes on Organisation Development -

Gender wise

Organizational

rived at by the survey indicates low to moderate ranking



Intensities arrived at by

Shifting Individual


Intensities arrived at by the



ed at by the survey indicates low to moderate ranking by





-

Male

Female

CWA

Table 6.4 Chi-Square Intensity of Evolutionary Change Practices on Organisation

Development - Gender wise

Element

Chi-square

computed

Value

Table

Value

Level of

Significance

Degree of

Freedom

Changing Management

Practices 13.25962 9.488 5 4


Policy 26.10607 9.488 5 4


Change 16.45744 9.488 5 4


Changes in Skills & Abilities 4.189076 9.488 5 4


Values 7.964118 9.488 5 4

Changing Motivating Factors 11.65337 9.488 5 4

Impact of the Above Changes

on Individual Performance 8.753639 9.488 5 4


on Organizational

Performance

4.978909 9.488 5 4

Source: Field survey CWA: Cumulative Weighted Average Chi-square test is applied for research data to further reinforce the meaningful


table �� cal is greater than �� table value except for Changes in Skills & Abilities,

Shifting Individual Needs and Values, Impact of the Above Changes on Individual

Performance, Impact of the Above Changes on Organizational Performance at 12 d o f

and 5% level of significance; Hence HO is rejected for the elements represented

except for Changes in Skills & Abilities, Shifting Individual Needs and Values, Impact

of the Above Changes on Individual Performance, Impact of the Above Changes on

Organizational Performance. Hence we can conclude that these elements have

influence over Evolutionary Change Practices on Organisation Development excepts

for the above factors.


Education wise

Education

Element

SSC /

ITI UG PG Prof CWA

Changing Management

Practices 2.71 2.77 2.82 2.96 2.82



Change 2.83 2.77 2.78 3.01 2.85




Values 2.76 2.63 2.69 2.86 2.74



on Individual Performance 2.32 2.35 2.65 2.90 2.55


on Organizational Performance 2.77 2.87 2.87 2.95 2.86

Average 2.70 2.71 2.79 2.95 2.79


Status







Element wise and Education wise employee responses in terms of intensities are

presented which finally converge into CWA values for all elements and for all

Educational groups.


moderate ranking by all Educational groups. Changing Organizational Policy

Intensities arrived at by the survey indicates low to moderate ranking by all Educational

groups. Organizational Structure Change

low to moderate ranking by all Educational groups.

arrived at by the survey indicates low to moderate ranking by all Educational groups.

Changes in Skills & Abilities

moderate ranking by all Educational groups.


groups. Changing Motivating Factors

to moderate ranking by all Educational groups.

Individual Performance Intensities arrived at by the survey indicates low to moderate

ranking by all Educational groups.

Performance Intensities arrived at by the survey indicates low to moderate ranking by

all Educational groups.



Evaluation


by all Educational groups except >55 age group which indicates Moderate to High

ranking intensity.

0

0.5

1

1.5

2

2.5

3

3.5



Organizational Structure Change Intensities arrived at by the survey indicates

low to moderate ranking by all Educational groups. Work Cultural Changes


Changes in Skills & Abilities Intensities arrived at by the survey indicates low to

moderate ranking by all Educational groups. Shifting Individual Needs and Values


Changing Motivating Factors Intensities arrived at by the survey indicates low

to moderate ranking by all Educational groups. Impact of the Above Changes on


ranking by all Educational groups. Impact of the Above Changes on Organizational


.3: Intensity of Evolutionary Changes on Organisation Development

Education wise

CWA: Cumulative Weighted Average




Education wise


ies arrived at by the survey indicates

Work Cultural Changes Intensities


ved at by the survey indicates low to

Shifting Individual Needs and Values


arrived at by the survey indicates low



ve Changes on Organizational


.3: Intensity of Evolutionary Changes on Organisation Development -

Cumulative Weighted Average

to Moderate ranking


SSC / ITI

UG

PG

Prof

CWA

Table 6.6: Chi-Square Intensity of Evolutionary Changes Practices on

Organisation Development - Education wise

Element

Chi-square

computed

Value

Table

Value

Level of

Significance

Degree of

Freedom

Changing Management

Practices 14.51164 21.026 5 12


Policy 17.01438 21.026 5 12


Change 25.37661 21.026 5 12


Changes in Skills & Abilities 22.19314 21.026 5 12


and Values 17.79471 21.026 5 12

Changing Motivating Factors 23.41063 21.026 5 12


on Individual Performance 37.93093 21.026 5 12


on Organizational

Performance

19.61248 21.026 5 12




table �� cal is greater than �� table value, at 12 d o f and 5% level of significance except

for the few factors highlighted in the above table; Hence HO is rejected for the

elements represented except for the few factors highlighted in the above table. Hence

we can conclude that these elements have influence over Evolutionary Changes

Practices on Organisation Development except for the few factors highlighted in the

above table


Occupation wise

Occupation

Element Operations Administrative Managerial CWA

Changing

Management Practices 2.29 2.55 2.85 2.56

Changing

Organizational Policy 2.25 2.53 2.92 2.57

Organizational

Structure Change 2.26 2.74 2.86 2.62

Work Cultural

Changes 2.23 2.72 2.92 2.62

Changes in Skills &

Abilities 2.32 2.43 2.98 2.58

Shifting Individual

Needs and Values 2.31 2.59 2.82 2.57

Changing Motivating

Factors 2.30 2.48 2.98 2.59

Impact of the Above


Performance

2.25 2.76 2.88 2.63

Impact of the Above

Changes on

Organizational

Performance

2.32 2.82 2.94 2.69

Average 2.28 2.62 2.91 2.60


Status







Element wise and Occupation wise employee responses in terms of intensities are


Occupational groups.

Changing Management Practices

moderate ranking by all Occupational groups.

Intensities arrived at by the survey indicates low to moderate ranking by all

Occupational groups. Organizational Structure Change

survey indicates low to moderate ranking by all Occupational groups.

Changes Intensities arrived at by the survey indicates low to moderate ranking by all

Occupational groups. Changes in Skills & Abilities

indicates low to moderate ranking by all Occupational groups.

Needs and Values Intensities arrived at by the survey indicates low to moderate ranking

by all Occupational groups.

survey indicates low to moderate ranking by all Occupational groups.

Above Changes on Individual Performance

low to moderate ranking by all Occupational groups.

Organizational Performance




Evaluation



0

0.5

1

1.5

2

2.5

3



ranking by all Occupational groups. Changing Organizational Policy


Organizational Structure Change Intensities arrived at by the

survey indicates low to moderate ranking by all Occupational groups. Work Cultural


Changes in Skills & Abilities Intensities arrived at by the survey

indicates low to moderate ranking by all Occupational groups. Shifting Individual


by all Occupational groups. Changing Motivating Factors Intensities arrived at by the

survey indicates low to moderate ranking by all Occupational groups. Impact of the

Above Changes on Individual Performance Intensities arrived at by the survey indicates

low to moderate ranking by all Occupational groups. Impact of the Above Changes on

Organizational Performance Intensities arrived at by the survey indicates low to


.4: Intensity of Evolutionary Changes on Organisation Development

Occupation wise





occupation wise

Operations

Administrative

Managerial

CWA

arrived at by the survey indicates low to

Changing Organizational Policy



Work Cultural


ities arrived at by the survey

Shifting Individual



Impact of the

Intensities arrived at by the survey indicates

act of the Above Changes on

Intensities arrived at by the survey indicates low to

.4: Intensity of Evolutionary Changes on Organisation Development -


to Moderate ranking

Operations

Administrative

Managerial

CWA

Table 6.8 Chi-Square Intensity Evolutionary Changes on Organisation

Development - Occupation wise

Element

Chi-square

computed

Value

Table

Value

Level of

Significance

Degree of

Freedom

Changing Management

Practices 90.90309 15.507 5 8


Policy 29.6215 15.507 5 8


Change 36.71166 15.507 5 8


Changes in Skills &

Abilities 23.58705 15.507 5 8


and Values 88.50682 15.507 5 8

Changing Motivating

Factors 26.99268 15.507 5 8

Impact of the Above


Performance

106.0706 15.507 5 8

Impact of the Above


Performance

34.58345 15.507 5 8

Source: Field survey CWA: Cumulative Weighted Average Chi-square test is applied for research data to further reinforce the meaningful




elements have influence over samples on customer retention

Table 6.9: Intensity of Evolutionary Changes on Organisation Development-

Income wise

Income

Element < 20 K 21K to

30K

31K to

40 K >40 K CWA

Changing Management

Practices 2.58 2.61 2.60 2.89 2.67



Change 2.58 2.43 2.60 2.94 2.64




Values 2.60 2.64 2.60 2.98 2.70



on Individual Performance 2.58 2.75 2.58 2.98 2.72


on Organizational Performance 2.63 2.57 2.57 2.96 2.68

Average 2.59 2.58 2.57 2.97 2.58


Status







Element wise and Income wise employee responses in terms of intensities are presented

which finally converge into CWA values for all elements and for all Income groups.


moderate ranking by all Income groups. Changing Organizational Policy Intensities

arrived at by the survey indicates low to moderate ranking by all Income groups.

Organizational Structure Change

moderate ranking by all Income groups.

by the survey indicates low to modera

Skills & Abilities Intensities arrived at by the survey indicates low to moderate ranking

by all Income groups. Shifting Individual Needs and Values

survey indicates low to moderate

Factors Intensities arrived at by the survey indicates low to moderate ranking by all

Income groups. Impact of the Above Changes on Individual Performance

arrived at by the survey indicates low


the survey indicates low to moderate ranking by all Income groups.

Figure 6.5: Intensity of Evolutionary Changes on Organisation


Evaluation


by all Income groups.

0

0.5

1

1.5

2

2.5

3

3.5


Organizational Structure Change Intensities arrived at by the survey indicates low to

moderate ranking by all Income groups. Work Cultural Changes Intensities arrived at

by the survey indicates low to moderate ranking by all Income groups.


Shifting Individual Needs and Values Intensities arrived at by the

survey indicates low to moderate ranking by all Income groups. Changing Motivating


Impact of the Above Changes on Individual Performance

arrived at by the survey indicates low to moderate ranking by all Income groups.

Impact of the Above Changes on Organizational Performance Intensities arrived at by

the survey indicates low to moderate ranking by all Income groups.


Income wise



Intensity of Evolutionary Changes on Organisation Development- Income

wise

Intensities arrived at by the survey indicates low to

Intensities arrived at

te ranking by all Income groups. Changes in



Changing Motivating


Impact of the Above Changes on Individual Performance Intensities

to moderate ranking by all Income groups.

Intensities arrived at by

Development-



Income

< 20 K

21K to 30K

31K to 40 K

>40 K

CWA

Table 6.10: Chi-Square Intensity of Evolutionary Changes on Organisation

Development- Income wise

Element

Chi-square

computed

Value

Table

Value

Level of

Significance

Degree of

Freedom

Changing Management

Practices 14.67334 21.026 5 12


Policy 24.6071 21.026 5 12


Change 24.18898 21.026 5 12


Changes in Skills &

Abilities 22.15097 21.026 5 12


and Values 17.88337 21.026 5 12

Changing Motivating

Factors 22.18464 21.026 5 12

Impact of the Above


Performance

19.60222 21.026 5 12

Impact of the Above


Performance

19.80031 21.026 5 12




table �� cal is greater than �� table value, at 12 d o f and 5% level of significance

except for factors highlighted in the above table. Hence HO is rejected for the elements

represented except for factors highlighted in the above table. Hence we can conclude

that these elements have influence over Evolutionary Changes on Organisation

Development except for factors highlighted in the above table.

REVOLUTIONARY CHANGES

6.3 Introduction

The model isolated for analysis and interpretation in this chapter is Burke and Litwin

Model of Change, which comprehensively addresses various fronts that requires to be

changed in an organization for coveting success and competitiveness. ‘Change is

Certain’ as quoted anonymously and the foremost question in the minds of the

organization managers is’ what and what all’ trying to find answers to these questions

we take a scan at the list of elements of the conceptual model – ‘Leaders Changing

Themselves’, ‘Change Inspiration to Followers’, ‘Capabilities of Leader’, ‘Profound

Effect of Leaders on Followers’, ‘Changes in the Organizational Mission’, ‘Alignment

of Strategy & New Mission’, ‘Impact of leadership on the organizational Culture’,

‘Impact of Strategy on Organizational Culture’, ‘Impact of Mission on Organizational

Culture’, ‘Impact on Societal Changes’, ‘Impact of Technological Changes’, ‘Impact of

Economic Policy Changes’, ‘Impact of Changes in Political Milieu’, ‘Impact of

Changes in Global Scenario’, ‘Impact of Changes in the Natural Settings’, ‘Impact of

all the above on Individual performance’, ‘Impact of all the above on Organizational

Performance’.

The second stage of this model encompasses a list of characteristics required to be

covered to successfully usher change and change practices by dealing with changes in

leaders, inspiration roles, capabilities, effect on followers, changes in mission,

alignment, impact of - leadership on culture, strategy on organizational culture, mission

on organizational culture, societal changes, technological changes, economic policy

changes, political changes, global scenario transitions, natural settings transitions, all

on individual performance, all above on organizational performance’. The conceptual

model appropriately covers all factors that are to be touched upon for the purpose of

effective organizational change practices.

Table 6.11:Intensity of Revolutionary Changes on Organisation Development -

Age wise

Age

Element 25-35 36-45 46-55 >55 CWA

Leaders Changing Themselves 2.37 2.70 2.79 3.56 2.86

Change Inspiration to Followers 2.44 2.71 2.82 3.51 2.87

Capabilities of Leader 2.44 2.73 2.83 3.54 2.89

Profound/Maximum Effect of

Leaders on Followers 2.35 2.74 2.84 3.56 2.87

Changes in the Organizational

Mission 2.37 2.71 2.83 3.51 2.86

Alignment of Strategy & New

Mission 2.39 2.72 2.81 3.47 2.85

Impact of

leadership on the organizational

Culture

2.37 2.73 2.82 3.47 2.85

Impact of Strategy on

Organizational Culture 2.33 2.74 2.77 3.72 2.89

Impact of Mission on


Impact on Societal Changes 2.43 2.73 2.86 3.67 2.92

Impact of Technological

Changes 2.48 2.69 2.80 3.54 2.88

Impact of Economic Policy

Changes 2.41 2.72 2.82 3.53 2.87

Impact of Changes in Political

Milieu 2.54 2.72 2.76 3.63 2.91

Impact of ‘Changes in Global

Scenario 2.37 2.75 2.81 3.63 2.89

Impact of Changes in the

Natural Settings 2.46 2.73 2.82 3.58 2.90

Impact of all the above on

Individual performance 2.37 2.79 2.84 3.65 2.91



Average 2.41 2.73 2.82 3.58 2.88


Status





‘Revolutionary Changes’ is exposed for respondent review and Table No 6.1 displays


Element wise and Age wise employee responses in terms of intensities are presented

which finally converge into CWA values for all elements and for all age groups.

Leaders Changing Themselves arrived at by the survey indicates low to moderate

ranking by all age groups except >55 age group which indicates moderate to high

ranking. Change Inspiration to Followers Intensities arrived at by the survey indicates

low to moderate ranking by all age groups except >55 age group which indicates

moderate to high ranking. Capabilities of Leader Intensities arrived at by the survey


indicates moderate to high ranking. Profound/Maximum Effect of Leaders on Followers

arrived at by the survey indicates low to moderate ranking by all age groups except >55

age group which indicates moderate to high ranking. Changes in the Organizational

Mission Intensities arrived at by the survey indicates low to moderate ranking by all age

groups except >55 age group which indicates moderate to high ranking. Alignment of

Strategy & New Mission Intensities arrived at by the survey indicates low to moderate

ranking by all age groups except >55 age group which indicates moderate to high

ranking. Impact of leadership on the organizational Culture Intensities arrived at by the

survey indicates low to moderate ranking by all age groups except >55 age group

which indicates moderate to high ranking. Impact of Strategy on Organizational

Culture Intensities arrived at by the survey indicates low to moderate ranking by all age

groups except >55 age group which indicates moderate to high ranking. Impact of

Mission on Organizational Culture Intensities arrived at by the survey indicates low to


high ranking. Impact on Societal Changes Intensities arrived at by the survey indicates

low to moderate ranking by all age groups except >55 age group which indicates

moderate to high ranking. Impact of Technological Changes Intensities arrived at by

the survey indicates low to moderate ranking by all age groups except >55 age group

which indicates moderate to

high ranking. Impact of Economic Policy Changes

>55 age group which indicates moderate to high ranking.

to moderate ranking by all age groups except >55 age group which indicates moderate to high ranking.

Intensities arrived at by the survey indicates low to moderate ranking by all age groups excep

ranking. Impact of Changes in the Natural Settings

except >55 age group which indicates moderate to high ranking.

survey indicates low to moderate ranking by all age groups except >55 age group which indicates moderate to high ranking.

above on Organizational Performance Intensities arrived at by the survey indicates low to moderate ranking by all age groups except >55 age

group which indicates moderate to high ranking.

Figure 6.6: Intensity of Revolutionary Changes on Organisation Development

00.5

11.5

22.5

33.5

4

Intensity of Revolutionary Changes on Organisation Development

Impact of Economic Policy Changes Intensities arrived at by the survey indicates low to moderate ranking by all age groups except

>55 age group which indicates moderate to high ranking. Impact of Changes in Political Milieu Intensities arrived at by th

to moderate ranking by all age groups except >55 age group which indicates moderate to high ranking. Impact of ‘Changes in Global Scenario

Intensities arrived at by the survey indicates low to moderate ranking by all age groups except >55 age group which indicates moderate to high

Impact of Changes in the Natural Settings Intensities arrived at by the survey indicates low to moderate ranking by all age groups

except >55 age group which indicates moderate to high ranking. Impact of all the above on Individual performance

survey indicates low to moderate ranking by all age groups except >55 age group which indicates moderate to high ranking.

nsities arrived at by the survey indicates low to moderate ranking by all age groups except >55 age

group which indicates moderate to high ranking.


Intensity of Revolutionary Changes on Organisation Development - Age wise

Intensities arrived at by the survey indicates low to moderate ranking by all age groups except

Intensities arrived at by the survey indicates low

Impact of ‘Changes in Global Scenario

t >55 age group which indicates moderate to high

Intensities arrived at by the survey indicates low to moderate ranking by all age groups

ct of all the above on Individual performance Intensities arrived at by the

survey indicates low to moderate ranking by all age groups except >55 age group which indicates moderate to high ranking. Impact of all the

nsities arrived at by the survey indicates low to moderate ranking by all age groups except >55 age


25-35

36-45

46-55

>55

CWA

Evaluation

All elements of the concept ‘Revolutionary Changes’ Secured Low to Moderate

ranking by all age groups except >55 age group which indicates Moderate to High

ranking intensity.

Table 6.12 Chi-Square Intensity of Revolutionary Changes on Organisation

Development - Age wise

Element

Chi-square

computed

Value

Table Value Level of

Significance

Degree of

Freedom

Leaders Changing

Themselves 95.74107 21.026 5 12

Change Inspiration to

Followers 78.63143 21.026 5 12

Capabilities of Leader 89.00553 21.026 5 12

Profound/Maximum Effect

of Leaders on Followers 97.75635 21.026 5 12

Changes in the

Organizational Mission 89.03545 21.026 5 12

Alignment of Strategy &

New Mission 75.63068 21.026 5 12

Impact of

leadership on the

organizational Culture

85.40712 21.026 5 12


Organizational Culture 120.9624 21.026 5 12



Impact on Societal Changes 89.99443 21.026 5 12


Changes 80.70468 21.026 5 12


Changes 90.04959 21.026 5 12

Impact of Changes in

Political Milieu 97.83617 21.026 5 12

Impact of ‘Changes in

Global Scenario 103.8902 21.026 5 12


Natural Settings 90.7023 21.026 5 12


Individual performance 109.6261 21.026 5 12


Organizational Performance 92.53153 21.026 5 12






elements have influence over Revolutionary Changes on Organisation Development.

Table 6.13: Intensity of Revolutionary Changes on Organisation Development -

Gender wise

Gender

Element Male Female CWA

Leaders Changing Themselves 2.55 2.89 2.72

Change Inspiration to Followers 2.54 2.84 2.69

Capabilities of Leader 2.48 2.95 2.71

Profound/Maximum Effect of Leaders on

Followers 2.47 2.95 2.71

Changes in the Organizational Mission 2.33 3.00 2.67

Alignment of Strategy & New Mission 2.36 2.95 2.66

Impact of

leadership on the organizational Culture 2.33 3.00 2.67

Impact of Strategy on Organizational

Culture 2.35 2.84 2.60

Impact of Mission on Organizational

Culture 2.35 2.74 2.54

Impact on Societal Changes 2.55 3.00 2.77

Impact of Technological Changes 2.44 2.84 2.64

Impact of Economic Policy Changes 2.36 2.95 2.65

Impact of Changes in Political Milieu 2.32 2.89 2.61

Impact of ‘Changes in Global Scenario 2.38 3.00 2.69

Impact of Changes in the Natural Settings 2.54 2.89 2.72

Impact of all the above on Individual

performance 2.36 2.95 2.65

Impact of all the above on Organizational

Performance 2.36 2.79 2.58

Average 2.42 2.91 2.66


Status







Element wise and Gender wise employee responses in terms of intensities are presented

which finally converge into CWA values for all elements and for both gender groups.


ranking by both gender groups. Change Inspiration to Followers Intensities arrived at

by the survey indicates low to moderate ranking by both gender groups. Capabilities of

Leader Intensities arrived at by the survey indicates low to moderate ranking by both

gender groups. Profound/Maximum Effect of Leaders on Followers arrived at by the

survey indicates low to moderate ranking by both gender groups. Changes in the

Organizational Mission Intensities arrived at by the survey indicates low to moderate

ranking by both gender groups. Alignment of Strategy & New Mission Intensities

arrived at by the survey indicates low to moderate ranking by both gender groups.

Impact of leadership on the organizational Culture Intensities arrived at by the survey

indicates low to moderate ranking by both gender groups. Impact of Strategy on

Organizational Culture Intensities arrived at by the survey indicates low to moderate

ranking by both gender groups. Impact of Mission on Organizational Culture


groups. Impact on Societal Changes Intensities arrived at by the survey indicates low to

moderate ranking by both gender groups. Impact of Technological Changes Intensities

arrived at by the survey indicates low to moderate ranking by both gender groups.

Impact of Economic Policy Changes Intensities arrived at by the survey indicates low

to moderate ranking by both gender groups. Impact of Changes in Political Milieu


groups. Impact of ‘Changes in Global Scenario Intensities arrived at by the survey

indicates low to moderate ranking by both gender groups. Impact of Changes in the

Natural Settings Intensities arrived at by the survey indicates low to moderate ranking

by both gen

der groups. Impact of all the above on Individual performance

gender groups. Impact of all the above on Organizational Performance

both gender groups.


Evaluation

All elements of the concept ‘Revolutionary Change

0

0.5

1

1.5

2

2.5

3


dividual performance Intensities arrived at by the survey indicates low to moderate ranking by both

Impact of all the above on Organizational Performance Intensities arrived at by the survey indicates low to moderate ranking by

Intensity of Revolutionary Changes on Organisation Development -

volutionary Changes’ Secured Low to Moderate ranking by both gender groups.

Intensity of Revolutionary Changes on Organisation Development -

Gender wise

Intensities arrived at by the survey indicates low to moderate ranking by both


Gender wise

ranking by both gender groups.

Male

Female

CWA


Development - Gender wise

Element

Chi-square

computed

Value

Table

Value

Level of

Significance

Degree of

Freedom

Leaders Changing

Themselves 2.372266 9.488 5 4


Followers 1.562257 9.488 5 4



Leaders on Followers 8.076032 9.488 5 4

Changes in the



New Mission 25.18187 9.488 5 4

Impact of

leadership on the


15.53644 9.488 5 4







Changes 3.468722 9.488 5 4


Changes 6.582859 9.488 5 4




Scenario 14.22817 9.488 5 4











for the factors highlighted in above table. Hence HO is rejected for the elements

represented except for the factors highlighted in above table. Hence we can conclude

that these elements have influence over Revolutionary Changes on Organisation

Development except for the factors highlighted in above table.


Education wise

Education

Element SSC /

ITI UG PG Prof CWA




Profound/Maximum Effect of Leaders on

Followers 2.77 2.77 2.87 3.05 2.87

Changes in the Organizational Mission 2.75 2.71 2.76 2.95 2.79

Alignment of Strategy & New Mission 2.72 2.66 2.73 2.87 2.75

Impact of leadership on the organizational

Culture 2.65 2.57 2.60 2.91 2.68

Impact of Strategy on Organizational Culture 2.71 2.80 2.80 3.01 2.83

Impact of Mission on Organizational Culture 2.76 2.71 2.76 3.00 2.81


Impact of Technological Changes 2.72 2.70 2.76 3.10 2.82

Impact of Economic Policy Changes 2.43 2.52 2.59 2.85 2.60

Impact of Changes in Political Milieu 2.76 2.63 2.69 2.86 2.74

Impact of ‘Changes in Global Scenario 2.55 2.62 2.74 2.87 2.69

Impact of Changes in the Natural Settings 2.78 2.80 2.85 3.00 2.86

Impact of all the above on Individual

performance 2.77 2.87 2.87 2.95 2.86


Performance 2.73 2.70 2.76 3.00 2.80

Average 2.72 2.71 2.78 2.96 2.79


Status







Element wise and Education wise employee responses in terms of intensities are


Educational groups.


ranking by all Educational groups. Change Inspiration to Followers Intensities arrived

at by the survey indicates low to moderate ranking by all Educational groups.

Capabilities of Leader Intensities arrived at by the survey indicates low to moderate

ranking by all Educational groups. Profound/Maximum Effect of Leaders on Followers


Changes in the Organizational Mission Intensities arrived at by the survey indicates

low to moderate ranking by all Educational groups. Alignment of Strategy & New

Mission Intensities arrived at by the survey indicates low to moderate ranking by all

Educational groups. Impact of leadership on the organizational Culture Intensities


Impact of Strategy on Organizational Culture Intensities arrived at by the survey

indicates low to moderate ranking by all Educational groups. Impact of Mission on

Organizational Culture Intensities arrived at by the survey indicates low to moderate

ranking by all Educational groups. Impact on Societal Changes Intensities arrived at

by the survey indicates low to moderate ranking by all Educational groups. Impact of

Technological Changes Intensities arrived at by the survey indicates low to moderate

ranking by all Educational groups. Impact of Economic Policy Changes Intensities


Impact of Changes in Political Milieu Intensities arrived at by the survey indicates low

to moderate ranking by all Educational groups. Impact of ‘Changes in Global Scenario


Educational. Impact of Changes in the Natural Settings Intensities arrived at by the

survey indicates low to moderate ranking by all Educational groups.

the survey indicates low to moderate ranking by all Educational groups.




Evaluation


0

1

2

3

4


survey indicates low to moderate ranking by all Educational groups. Impact of all the above on Individual performance

the survey indicates low to moderate ranking by all Educational groups. Impact of all the above on Organizational Performance


Intensity of Revolutionary Changes on Organisation Development - Education wise

volutionary Changes’ Secured Low to Moderate ranking by all Educational groups.


Impact of all the above on Individual performance Intensities arrived at by

Impact of all the above on Organizational Performance Intensities

Education wise

ranking by all Educational groups.

Education wise

SSC / ITI

UG

PG

Prof

CWA

Table 6.16: Chi-Square Intensity of Revolutionary Changes on Organisation

Development - Education wise

Element

Chi-square

computed

Value

Table

Value

Level of

Significance

Degree of

Freedom

Leaders Changing

Themselves 17.94839 21.026 5 12


Followers 12.35042 21.026 5 12




Changes in the



New Mission 22.71545 21.026 5 12

Impact of

leadership on the


17.08874 21.026 5 12







Changes 26.08215 21.026 5 12


Changes 26.74493 21.026 5 12




Scenario 23.41063 21.026 5 12











for the factors highlighted in above table. Hence HO is rejected for the elements

represented except for the factors highlighted in above table. Hence we can conclude

that these elements have influence over Revolutionary Changes on Organisation

Development except for the factors highlighted in above table.


Occupation wise

Occupation

Element Operations Administrative Managerial CWA

Leaders Changing

Themselves 2.29 2.51 2.95 2.59


Followers 2.32 2.49 2.94 2.58

Capabilities of Leader 2.25 2.53 2.82 2.54

Profound/Maximum Effect

of Leaders on Followers 2.23 2.69 2.86 2.60

Changes in the

Organizational Mission 2.31 2.78 2.86 2.65


New Mission 2.32 2.78 2.85 2.65

Impact of

leadership on the


2.34 2.82 2.94 2.70


Organizational Culture 2.24 2.74 3.02 2.66


Organizational Culture 2.29 2.52 2.95 2.59

Impact on Societal Changes 2.28 2.67 2.86 2.60


Changes 2.26 2.49 2.91 2.55


Changes 2.25 2.74 2.89 2.63


Political Milieu 2.25 2.50 2.97 2.57


Global Scenario 2.23 2.69 2.89 2.61


Natural Settings 2.29 2.63 2.95 2.62


Individual performance 2.32 2.78 2.89 2.67


Organizational Performance 2.30 2.48 2.98 2.59

Average 2.28 2.64 2.92 2.61


Status







Element wise and Occupation wise employee responses in terms of intensities are


Occupational groups.


ranking by all Occupational groups. Change Inspiration to Followers Intensities arrived

at by the survey indicates low to moderate ranking by all Occupational groups.

Capabilities of Leader Intensities arrived at by the survey indicates low to moderate

ranking by all Occupational groups. Profound/Maximum Effect of Leaders on

Followers arrived at by the survey indicates low to moderate ranking by all

Occupational groups. Changes in the Organizational Mission Intensities arrived at by

the survey indicates low to moderate ranking by all Occupational groups. Alignment of

Strategy & New Mission Intensities arrived at by the survey indicates low to moderate

ranking by all Occupational groups. Impact of leadership on the organizational Culture


Occupational groups. Impact of Strategy on Organizational Culture Intensities arrived

at by the survey indicates low to moderate ranking by all Occupational groups. Impact

of Mission on Organizational Culture Intensities arrived at by the survey indicates low

to moderate ranking by all Occupational groups. Impact on Societal Changes


Occupational groups. Impact of Technological Changes Intensities arrived at by the

survey indicates low to moderate ranking by all Occupational groups. Impact of

Economic Policy Changes Intensities arrived at by the survey indicates low to moderate

ranking by all Occupational groups. Impact of Changes in Political Milieu Intensities

arrived at by the survey indicates low to moderate ranking by all Occupational groups.

Impact of ‘Changes in Global Scenario Intensities arrived at by the survey indicates

low to moderate ranking by all

Occupational groups. Impact of Changes in the Natural Settings

Occupational groups. Impact of all the above on Individual performance

all Occupational groups. Impact of all the above on Organizational Performance

ranking by all Occupational groups.

Figure 6.9: Intensity of Revolutionary Chan


Evaluation All elements of the concept ‘

0

1

2

3

4


Impact of Changes in the Natural Settings Intensities arrived at by the survey indicates low to moderate ranking by all

Impact of all the above on Individual performance Intensities arrived at by the survey in

Impact of all the above on Organizational Performance Intensities arrived at by the survey indicates low to moderate

: Intensity of Revolutionary Changes on Organisation Development - Occupation wise


All elements of the concept ‘Revolutionary Changes’ Secured Low to Moderate ranking by all Occupational groups.

Intensity of Revolutionary Changes on Organisation Development - occupation wise




ccupation wise

ranking by all Occupational groups.

Operations

Administrative

Managerial

CWA


Development - Occupation wise

Element

Chi-square

computed

Value

Table

Value

Level of

Significance

Degree of

Freedom

Leaders Changing

Themselves 100.8653 15.507 5 8


Followers 23.02611 15.507 5 8


Profound/Maximum

Effect of Leaders on

Followers

39.51902 15.507 5 8

Changes in the



New Mission 30.87316 15.507 5 8

Impact of

leadership on the


102.7241 15.507 5 8





Impact on Societal

Changes 29.62028 15.507 5 8


Changes 97.06053 15.507 5 8

Impact of Economic

Policy Changes 39.4784 15.507 5 8




Global Scenario 42.00191 15.507 5 8






Organizational

Performance

26.99268 15.507 5 8






elements have influence over Revolutionary Changes on Organisation Development.

Table 6.19: Intensity of Revolutionary Changes on Organisation Development-

Income wise

Income

Element < 20 K

21K to

30K

31K to

40 K >40 K CWA





Leaders on Followers 2.53 2.45 2.57 2.98 2.63


Mission 2.53 2.50 2.57 2.98 2.64


Mission 2.55 2.57 2.57 2.97 2.66

Impact of

leadership on the organizational

Culture

2.54 2.43 2.58 2.98 2.63







Changes 2.50 2.41 2.60 2.97 2.62


Changes 2.58 2.61 2.60 2.89 2.67


Milieu 2.59 2.55 2.55 2.99 2.67


Scenario 2.53 2.57 2.58 2.95 2.66


Natural Settings 2.52 2.64 2.64 2.90 2.67


Individual performance 2.62 2.64 2.57 3.02 2.71



Average 2.56 2.54 2.57 2.97 2.56


Status







Element wise and Income wise employee responses in terms of intensities are presented

which finally converge into CWA values for all elements and for all Income groups.


ranking by all Income groups. Change Inspiration to Followers Intensities arrived at by

the survey indicates low to moderate ranking by all Income groups. Capabilities of

Leader Intensities arrived at by the survey indicates low to moderate ranking by all

Income groups. Profound/Maximum Effect of Leaders on Followers arrived at by the

survey indicates low to moderate ranking by all Income groups. Changes in the

Organizational Mission Intensities arrived at by the survey indicates low to moderate

ranking by all Income groups. Alignment of Strategy & New Mission Intensities arrived

at by the survey indicates low to moderate ranking by all Income groups. Impact of

leadership on the organizational Culture Intensities arrived at by the survey indicates

low to moderate ranking by all Income groups. Impact of Strategy on Organizational

Culture Intensities arrived at by the survey indicates low to moderate ranking by all

Income groups. Impact of Mission on Organizational Culture Intensities arrived at by

the survey indicates low to moderate ranking by all Income groups. Impact on Societal


Income groups. Impact of Technological Changes Intensities arrived at by the survey

indicates low to moderate ranking by all Income groups. Impact of Economic Policy


Income groups. Impact of Changes in Political Milieu Intensities arrived at by the

survey indicates low to moderate ranking by all Income groups. Impact of ‘Changes in

Global Scenario Intensities arrived at by the survey indicates low to moderate ranking

by all Income groups. Impact of Changes in the Natural Settings Intensities arrived at

by the survey indicates low to moderate ranking by all Income groups. Impact of all the

above on Individual performance Intensities arrived at by the survey indicates low to

moderate ranking by all Income groups. Impact of all the above on Organizational Performance

to moderate ranking by all Income groups.



Evaluation


0

1

2

3

4


Impact of all the above on Organizational Performance Intensities arrived at by the survey indicates low

Intensity of Revolutionary Changes on Organisation Development-


volutionary Changes’ Secured Low to Moderate ranking by all Income groups.

Intensity of Revolutionary Changes on Organisation Development- Income wise

Intensities arrived at by the survey indicates low

Income wise

ranking by all Income groups.

< 20 K

21K to 30K

31K to 40 K

>40 K

CWA

Table 6.20: Chi-Square Intensity of Revolutionary Change Practices on Organisation

Development- Income wise

Element

Chi-square

computed

Value

Table

Value

Level of

Significance

Degree of

Freedom

Leaders Changing Themselves 18.42223 21.026 5 12


Followers 25.34996 21.026 5 12





Mission 23.88362 21.026 5 12


Mission 21.3312 21.026 5 12

Impact of

leadership on the


21.49384 21.026 5 12







Changes 29.40135 21.026 5 12


Changes 14.67334 21.026 5 12


Milieu 21.34249 21.026 5 12


Scenario 20.44024 21.026 5 12







Chi-square test is applied for research data to further reinforce the meaningful interpretation; the

same are presented against the demographic factor. From the above table �� cal is greater than ��

table value, at 12 d o f and 5% level of significance; Hence HO is rejected for the elements

represented. Hence we can conclude that these elements have influence over Revolutionary

Change Practices on Organisation Development.

Intensity of Evolutionary Changes on Organisation Development - Age wise

Table 6.1-1 Table 6.1-2

Age Changing Management Practices Changing Organizational Policy

1 2 3 4 5 Total CWA 1 2 3 4 5 Total CWA

25-35 5 26 20 2 1 54 2.41 5 25 21 1 2 54 2.44

36-45 14 37 111 12 2 176 2.72 15 36 110 12 3 176 2.73

46-55 10 35 91 11 7 154 2.81 10 36 90 10 8 154 2.81

>55 2 2 25 21 7 57 3.51 1 3 26 20 7 57 3.51

Total 31 100 247 46 17 441 2.86 31 100 247 43 20 441 2.87


Age Organizational Structure Change Work Cultural Changes


25-35 9 23 18 3 1 54 2.33 12 20 15 6 1 54 2.33

36-45 15 35 111 11 4 176 2.74 12 38 110 11 5 176 2.77

46-55 11 34 90 10 9 154 2.82 11 36 96 6 5 154 2.73

>55 2 2 24 20 9 57 3.56 2 1 20 22 12 57 3.72

Total 37 94 243 44 23 441 2.86 37 95 241 45 23 441 2.89


Age Changes in Skills & Abilities Shifting Individual Needs and Values


25-35 5 25 21 1 2 54 2.44 7 25 20 1 1 54 2.33

36-45 15 35 111 12 3 176 2.73 16 34 110 12 4 176 2.74

46-55 10 36 89 11 8 154 2.81 10 35 91 9 9 154 2.82

>55 2 2 26 20 7 57 3.49 2 1 25 21 8 57 3.56

Total 32 98 247 44 20 441 2.87 35 95 246 43 22 441 2.86


Age Changing Motivating Factors


Performance


25-35 10 15 25 3 1 54 2.44 10 22 17 4 1 54 2.33

36-45 14 36 112 12 2 176 2.73 14 36 112 9 5 176 2.74

46-55 10 34 90 13 7 154 2.82 10 35 95 8 6 154 2.77

>55 1 3 25 21 7 57 3.53 1 2 22 21 11 57 3.68

Total 35 88 252 49 17 441 2.88 35 95 246 42 23 441 2.88

Table 6.1-9

Age

Above Changes on Organizational

Performance

1 2 3 4 5 Total CWA

25-35 4 27 21 1 1 54 2.41

36-45 14 36 112 11 3 176 2.73

46-55 11 34 90 10 9 154 2.82

>55 1 3 26 20 7 57 3.51

Total 30 100 249 42 20 441 2.87

Intensity of Evolutionary Changes on Organisation Development - Gender wise


Gender Changing Management Practices Changing Organizational Policy


Male 92 124 185 13 8 422 2.34 89 127 181 14 11 422 2.36

Female 2 2 11 3 1 19 2.95 1 2 11 2 3 19 3.21

Total 94 126 196 16 9 441 2.64 90 129 192 16 14 441 2.79


Gender Organizational Structure Change Work Cultural Changes


Male 90 128 178 14 12 422 2.36 88 130 188 7 9 422 2.33

Female 1 2 11 3 2 19 3.16 2 3 10 3 1 19 2.89

Total 91 130 189 17 14 441 2.76 90 133 198 10 10 441 2.61


Gender Changes in Skills & Abilities Shifting Individual Needs and Values


Male 86 122 173 27 14 422 2.43 95 125 179 12 11 422 2.33

Female 4 3 8 2 2 19 2.74 1 3 11 2 2 19 3.05

Total 90 125 181 29 16 441 2.59 96 128 190 14 13 441 2.69


Gender Changing Motivating Factors


Performance


Male 78 114 174 36 20 422 2.54 88 114 178 31 11 422 2.44

Female 2 2 9 2 4 19 3.21 2 1 13 1 2 19 3.00

Total 80 116 183 38 24 441 2.88 90 115 191 32 13 441 2.72

Table 6.3-9

Gender Above Changes on Organizational

Performance

1 2 3 4 5 Total CWA

Male 75 125 165 41 16 422 2.52

Female 1 4 10 2 2 19 3.00

Total 76 129 175 43 18 441 2.76

Intensity of Evolutionary Changes on Organisation Development - Education wise


EDUCATION Changing Management Practices Changing Organizational Policy


SSC 12 32 58 12 5 119 2.71 11 30 57 13 8 119 2.81

UG 12 24 60 10 6 112 2.77 10 23 59 11 9 112 2.88

PG 12 26 73 14 6 131 2.82 6 28 76 14 7 131 2.91

Prof 6 16 35 19 3 79 2.96 6 14 38 19 2 79 2.96

Total 42 98 226 55 20 441 2.82 33 95 230 57 26 441 2.89


EDUCATION Organizational Structure Change Work Cultural Changes


SSC 11 32 52 14 10 119 2.83 8 32 56 15 8 119 2.86

UG 12 23 62 9 6 112 2.77 11 23 59 10 9 112 2.85

PG 9 31 77 8 6 131 2.78 6 28 76 13 8 131 2.92

Prof 5 11 43 18 2 79 3.01 5 13 41 16 4 79 3.01

Total 37 97 234 49 24 441 2.85 30 96 232 54 29 441 2.91


EDUCATION Changes in Skills & Abilities Shifting Individual Needs and Values


14 31 56 9 9 119 2.73 13 31 55 12 8 119 2.76

UG 13 24 64 6 5 112 2.70 13 25 67 4 3 112 2.63

PG 9 31 79 7 5 131 2.76 11 29 83 5 3 131 2.69

Prof 3 14 45 14 3 79 3.00 6 14 47 9 3 79 2.86

Total 39 100 244 36 22 441 2.80 43 99 252 30 17 441 2.74


EDUCATION Changing Motivating Factors


Performance


SSC 15 35 61 5 3 119 2.55 24 39 51 4 1 119 2.32

UG 12 28 65 5 2 112 2.62 22 35 51 2 2 112 2.35

PG 11 25 85 7 3 131 2.74 13 32 77 6 3 131 2.65

Prof 6 16 41 14 2 79 2.87 4 18 42 12 3 79 2.90

Total 44 104 252 31 10 441 2.69 63 124 221 24 9 441 2.55

Table 6.5-9

EDUCATION Above Changes on Organizational

Performance

1 2 3 4 5 Total CWA

SSC 13 30 55 13 8 119 2.77

UG 10 23 60 10 9 112 2.87

PG 6 27 81 12 5 131 2.87

Prof 6 13 41 17 2 79 2.95

Total 35 93 237 52 24 441 2.86

Intensity of Evolutionary Changes on Organisation Development - Occupation wise


OCCUPATI

ON

Changing Management Practices Changing Organizational Policy

1 2 3 4 5 Total CWA 1 2 3 4 5 Tota

l CWA

Operation 76 95 84 21 11 287 2.29 73 101 88 17 8 287 2.25

Administrati

ve 16 27 31 9 5 88 2.55 11 32 36 5 4 88 2.53

Managerial 11 15 21 11 8 66 2.85 6 16 27 11 6 66 2.92

Total 168 217 199 51 27 441 2.56 90 149 151 33 18 441 2.57


OCCUPATI

ON

Organizational Structure Change Work Cultural Changes


Operation 65 110 91 15 6 287 2.26 69 111 85 16 6 287 2.23

Administrati

ve 8 22 47 7 4 88 2.74 9 21 48 6 4 88 2.72

Managerial 4 18 33 5 6 66 2.86 5 14 34 7 6 66 2.92

Total 77 150 171 27 16 441 2.62 147 243 218 38 1

6 441 2.62


OCCUPATI

ON

Changes in Skills & Abilities Shifting Individual Needs and Values


Operation 74 91 88 23 11 287 2.32 74 95 85 21 1

2 287 2.31

Administrati

ve 15 33 29 7 3 87 2.43 14 27 33 9 5 88 2.59

Managerial 6 15 26 12 7 66 2.98 11 15 22 11 7 66 2.82

Total 95 139 143 42 21 440 2.58 162 217 203 51 2

9 441 2.57


OCCUPATI

ON

Changing Motivating Factors Impact of the Above Changes on Individual

Performance


Operation 75 93 86 24 9 287 2.30 65 111 90 15 6 287 2.25

Administrati

ve 16 29 32 7 4 88 2.48 8 22 46 7 5 88 2.76

Managerial 8 16 20 13 9 66 2.98 4 18 32 6 6 66 2.88

Total 99 138 138 44 22 441 2.59 138 244 226 37 1

7 441 2.63

Table 6.7-9

JOB Above Changes on Organizational Performance

1 2 3 4 5 Total CWA

Operation 61 110 91 14 11 287 2.32

Administrati

ve 8 21 45 7 7 88 2.82

Managerial 6 14 31 8 7 66 2.94

Total 75 145 167 29 25 441 2.69

Intensity of Evolutionary Changes on Organisation Development - Income wise


INCOME

Changing Management Practices Changing Organizational Policy

1 2 3 4 5 Total CWA 1 2 3 4 5 Tot

al

C

WA

27 40 66 13 8 154 2.58 25 47 59 16 7 154 2.5

6

< 20K 6 9 26 2 1 44 2.61 7 12 20 4 1 44 2.5

5

21K to 30K 9 14 22 5 3 53 2.60 12 12 21 4 4 53 2.5

5

31K to 40K 21 43 82 23 21 190 2.89 15 41 82 27 2

5 190

3.0

3

> 40K 63 106 196 43 33 441 2.67 59 112 18

2 51

3

7 441

2.6

7


INCOME

Organizational Structure Change Work Cultural Changes

1 2 3 4 5 Total CWA 1 2 3 4 5 Tot

al

C

WA

< 20K 27 47 55 14 11 154 2.58 25 48 57 13 1

1 154

2.5

9

21K to 30K 7 17 16 2 2 44 2.43 7 14 17 4 2 44 2.5

5

31K to 40K 4 18 27 3 1 53 2.60 5 19 25 3 1 53 2.5

5

> 40K 12 51 84 23 20 190 2.94 14 46 81 26 2

3 190

2.9

9

Total 50 133 182 42 34 441 2.64 51 127 18

0 46

3

7 441

2.6

7


INCOME

Changes in Skills & Abilities Shifting Individual Needs and Values

1 2 3 4 5 Total CWA 1 2 3 4 5 Total C

WA

< 20K 23 42 64 20 5 154 2.62 25 47 58 13 11 154 2.6

0

21K to 30K 6 11 22 3 2 44 2.64 5 15 17 5 2 44 2.6

4

31K to 40K 9 16 21 3 4 53 2.57 5 18 25 3 2 53 2.6

0

> 40K 20 35 81 29 25 190 3.02 15 46 80 26 23 190 2.9

8

Total 58 104 188 55 36 441 2.71 50 126 180 47 38 441 2.7

0


INCOME

Changing Motivating Factors Impact of the Above Changes on Individual

Performance

1 2 3 4 5 Total CWA 1 2 3 4 5 Tot

al

C

WA

< 20K 25 51 56 11 11 154 2.56 26 47 57 13 1

1 154

2.5

8

21K to 30K 8 14 17 3 2 44 2.48 5 12 18 7 2 44 2.7

5

31K to 40K 6 21 20 4 2 53 2.53 5 19 24 3 2 53 2.5

8

> 40K 11 48 89 22 20 190 2.96 14 47 81 25 2

3 190

2.9

8

Total 50 134 182 40 35 441 2.63 50 125 18

0 48

3

8 441

2.7

2

Table 6.9-9

INCOME Above Changes on Organizational Performance

1 2 3 4 5 Total CWA

< 20K 22 42 66 19 5 154 2.63

21K to 30K 5 15 20 2 2 44 2.57

31K to 40K 9 15 22 4 3 53 2.57

> 40K 22 41 74 29 24 190 2.96

Total 58 113 182 54 34 441 2.68



AGE Leaders Changing Themselves Change Inspiration to Followers


25-35 8 22 21 2 1 54 2.37 10 15 25 3 1 54 2.44

36-45 15 37 111 12 1 176 2.70 14 38 111 11 2 176 2.71

46-55 12 33 91 11 7 154 2.79 10 34 90 13 7 154 2.82

>55 2 1 25 21 8 57 3.56 2 2 25 21 7 57 3.51

Total 37 93 248 46 17 441 2.86 36 89 251 48 17 441 2.87


AGE Capabilities of Leader Profound/Maximum Effect of Leaders on Followers


25-35 4 25 23 1 1 54 2.44 7 24 21 1 1 54 2.35

36-45 14 36 113 10 3 176 2.73 16 34 110 12 4 176 2.74

46-55 14 28 91 12 9 154 2.83 9 36 90 9 10 154 2.84

>55 2 1 27 18 9 57 3.54 2 1 25 21 8 57 3.56

Total 34 90 254 41 22 441 2.89 34 95 246 43 23 441 2.87


AGE Changes in the Organizational Mission Alignment of Strategy & New Mission


25-35 6 25 21 1 1 54 2.37 8 23 19 2 2 54 2.39

36-45 14 38 112 9 3 176 2.71 14 38 109 13 2 176 2.72

46-55 11 34 88 12 9 154 2.83 9 37 90 10 8 154 2.81

>55 1 3 26 20 7 57 3.51 1 3 28 18 7 57 3.47

Total 32 100 247 42 20 441 2.86 32 101 246 43 19 441 2.85


AGE

Impact of

leadership on the organizational Culture Impact of Strategy on Organizational Culture


25-35 8 23 20 1 2 54 2.37 10 22 17 4 1 54 2.33

36-45 15 35 111 12 3 176 2.73 14 34 114 11 3 176 2.74

46-55 9 37 89 10 9 154 2.82 10 35 95 8 6 154 2.77

>55 2 3 25 20 7 57 3.47 1 1 23 20 12 57 3.72

Total 34 98 245 43 21 441 2.85 35 92 249 43 22 441 2.89

Table 6.11-9 Table 6.11-10

AGE Impact of Mission on Organizational Culture Impact on Societal Changes


25-35 8 24 19 2 1 54 2.33 6 23 22 2 1 54 2.43

36-45 15 32 114 11 4 176 2.76 15 35 112 11 3 176 2.73

46-55 10 36 90 8 10 154 2.82 12 30 90 12 10 154 2.86

>55 1 1 24 22 9 57 3.65 1 1 26 17 12 57 3.67

Total 34 93 247 43 24 441 2.89 34 89 250 42 26 441 2.92

Table 6.11-11 Table 6.11-12

AGE Impact of Technological Changes Impact of Economic Policy Changes


25-35 9 16 24 4 1 54 2.48 11 14 26 2 1 54 2.41

36-45 16 36 112 10 2 176 2.69 12 40 112 10 2 176 2.72

46-55 12 32 92 11 7 154 2.80 10 34 90 13 7 154 2.82

>55 2 1 26 20 8 57 3.54 2 2 24 22 7 57 3.53

Total 39 85 254 45 18 441 2.88 35 90 252 47 17 441 2.87

Table 6.11-13 Table 6.11-14

AGE Impact of Changes in Political Milieu Impact of ‘Changes in Global Scenario


25-35 8 21 18 2 5 54 2.54 12 15 23 3 1 54 2.37

36-45 15 36 110 13 2 176 2.72 10 42 109 12 3 176 2.75

46-55 11 37 90 10 6 154 2.76 11 33 91 12 7 154 2.81

>55 1 1 25 21 9 57 3.63 1 2 22 24 8 57 3.63

Total 35 95 243 46 22 441 2.91 34 92 245 51 19 441 2.89

Table 6.11-15 Table 6.11-16

AGE Impact of Changes in the Natural Settings Impact of all the above on Individual performance


25-35 10 13 28 2 1 54 2.46 6 25 21 1 1 54 2.37

36-45 11 41 111 11 2 176 2.73 14 31 113 14 4 176 2.79

46-55 10 34 90 13 7 154 2.82 9 35 92 8 10 154 2.84

>55 2 1 24 22 8 57 3.58 2 2 21 21 11 57 3.65

Total 33 89 253 48 18 441 2.90 31 93 247 44 26 441 2.91

Table 6.11-17

AGE Impact of all the above on Organizational Performance

1 2 3 4 5 Total CWA

25-35 8 16 27 2 1 54 2.48

36-45 13 39 111 12 1 176 2.71

46-55 11 33 90 12 8 154 2.82

>55 1 2 23 21 10 57 3.65

Total 33 90 251 47 20 441 2.92

Intensity of Revolutionary Changes on Organisation Development - Gender wise


GENDER Leaders Changing Themselves Change Inspiration to Followers


Male 86 99 174 46 17 422 2.55 78 114 174 35 21 422 2.54

Female 2 3 10 3 1 19 2.89 2 4 9 3 1 19 2.84

Total 88 102 184 49 18 441 2.72 80 118 183 38 22 441 2.69


GENDER Capabilities of Leader Profound/Maximum Effect of Leaders on Followers


Male 81 112 185 33 11 422 2.48 81 115 184 31 11 422 2.47

Female 2 2 12 1 2 19 2.95 2 2 12 1 2 19 2.95

Total 83 114 197 34 13 441 2.71 83 117 196 32 13 441 2.71


GENDER Changes in the Organizational Mission Alignment of Strategy & New Mission


Male 95 125 179 12 11 422 2.33 86 129 185 11 11 422 2.36

Female 2 2 11 2 2 19 3.00 2 5 7 4 2 20 2.95

Total 97 127 190 14 13 441 2.67 88 134 192 15 13 442 2.66


GENDER

Impact of



Male 93 124 185 11 9 422 2.33 92 125 181 13 11 422 2.35

Female 2 3 10 1 3 19 3.00 3 3 9 2 2 19 2.84

Total 95 127 195 12 12 441 2.67 95 128 190 15 13 441 2.60

Table 6.13-9 Table 6.13-10

Impact of Mission on Organizational Culture Impact on Societal Changes


Male 92 121 189 11 9 422 2.35 75 118 171 39 19 422 2.55

Female 2 4 11 1 1 19 2.74 3 2 8 4 2 19 3.00

Total 94 125 200 12 10 441 2.54 78 120 179 43 21 441 2.77

Table 6.13-11 Table 6.13-12

GENDER Impact of Technological Changes Impact of Economic Policy Changes


Male 89 109 185 29 10 422 2.44 89 128 181 13 11 422 2.36

Female 2 3 11 2 1 19 2.84 2 2 11 3 1 19 2.95

Total 91 112 196 31 11 441 2.64 91 130 192 16 12 441 2.65

Table 6.13-13 Table 6.13-14

GENDER Impact of Changes in Political Milieu Impact of ‘Changes in Global Scenario


Male 91 131 181 10 9 422 2.32 88 125 181 15 13 422 2.38

Female 2 3 10 3 1 19 2.89 2 2 11 2 2 19 3.00

Total 93 134 191 13 10 441 2.61 90 127 192 17 15 441 2.69

Table 6.13-15 Table 6.13-16

GENDER Impact of Changes in the Natural Settings Impact of all the above on Individual performance


Male 78 114 174 35 21 422 2.54 90 128 178 14 12 422 2.36

Female 2 3 10 3 1 19 2.89 2 3 10 2 2 19 2.95

Total 80 117 184 38 22 441 2.72 92 131 188 16 14 441 2.65

Table 6.13-17

GENDER Impact of all the above on Organizational Performance

1 2 3 4 5 Total CWA

Male 87 131 179 14 11 422 2.36

Female 3 4 8 2 2 19 2.79

Total 90 135 187 16 13 441 2.58



EDUCATION Leaders Changing Themselves Change Inspiration to Followers


SSC 11 31 59 11 7 119 2.76 14 27 61 11 6 119 2.73

UG 14 21 63 9 5 112 2.73 12 24 62 10 4 112 2.73

PG 12 26 74 13 6 131 2.81 11 25 75 15 5 131 2.83

Prof 6 16 35 19 3 79 2.96 7 15 36 18 3 79 2.94

Total 43 94 231 52 21 441 2.82 44 91 234 54 18 441 2.81


EDUCATION Capabilities of Leader Profound/Maximum Effect of Leaders on Followers


SSC 9 32 55 14 9 119 2.85 15 28 54 13 9 119 2.77

UG 11 22 60 10 9 112 2.86 14 21 61 9 7 112 2.77

PG 5 28 77 13 8 131 2.93 7 29 76 12 7 131 2.87

Prof 5 13 41 17 3 79 3.00 4 12 42 18 3 79 3.05

Total 30 95 233 54 29 441 2.91 40 90 233 52 26 441 2.87


EDUCATION Changes in the Organizational Mission Alignment of Strategy & New Mission


SSC 14 31 54 11 9 119 2.75 15 31 53 12 8 119 2.72

UG 13 24 63 7 5 112 2.71 12 26 65 6 3 112 2.66

PG 8 32 79 7 5 131 2.76 9 31 81 6 4 131 2.73

Prof 4 14 44 16 1 79 2.95 5 15 45 13 1 79 2.87

Total 39 101 240 41 20 441 2.79 41 103 244 37 16 441 2.75


EDUCATION

Impact of



SSC 15 33 56 9 6 119 2.65 13 29 61 11 5 119 2.71

UG 15 28 62 4 3 112 2.57 12 20 64 10 6 112 2.80

PG 14 32 79 4 2 131 2.60 12 26 76 10 7 131 2.80

Prof 5 16 44 9 5 79 2.91 6 14 36 19 4 79 3.01

Total 49 109 241 26 16 441 2.68 43 89 237 50 22 441 2.83

Table 6.15-9 Table 6.15-10

EDUCATION Impact of Mission on Organizational Culture Impact on Societal Changes


SSC 11 32 58 11 7 119 2.76 15 27 56 12 9 119 2.77

UG 14 21 64 9 4 112 2.71 14 23 59 9 7 112 2.75

PG 14 25 75 12 5 131 2.76 8 29 77 11 6 131 2.83

Prof 5 17 34 19 4 79 3.00 3 13 43 17 3 79 3.05

Total 44 95 231 51 20 441 2.81 40 92 235 49 25 441 2.85

Table 6.15-11 Table 6.15-12

EDUCATION Impact of Technological Changes Impact of Economic Policy Changes


SSC 12 29 62 12 4 119 2.72 17 41 56 3 2 119 2.43

UG 13 23 65 7 4 112 2.70 16 31 59 3 3 112 2.52

PG 12 27 79 7 6 131 2.76 19 32 68 8 4 131 2.59

Prof 6 12 36 18 7 79 3.10 8 19 34 13 5 79 2.85

Total 43 91 242 44 21 441 2.82 60 123 217 27 14 441 2.60

Table 6.15-13 Table 6.15-14

EDUCATION Impact of Changes in Political Milieu Impact of ‘Changes in Global Scenario


SSC 13 31 55 12 8 119 2.76 15 35 61 5 3 119 2.55

UG 13 25 67 4 3 112 2.63 12 28 65 5 2 112 2.62

PG 11 29 83 5 3 131 2.69 11 25 85 7 3 131 2.74

Prof 6 14 47 9 3 79 2.86 6 16 41 14 2 79 2.87

Total 43 99 252 30 17 441 2.74 44 104 252 31 10 441 2.69

Table 6.15-15 Table 6.15-16

EDUCATION Impact of Changes in the Natural Settings Impact of all the above on Individual performance


SSC 13 30 54 14 8 119 2.78 13 30 55 13 8 119 2.77

UG 11 23 62 9 7 112 2.80 10 23 60 10 9 112 2.87

PG 7 26 83 10 5 131 2.85 6 27 81 12 5 131 2.87

Prof 5 12 43 16 3 79 3.00 6 13 41 17 2 79 2.95

Total 36 91 242 49 23 441 2.86 35 93 237 52 24 441 2.86

Table 6.15-17

EDUCATION Impact of all the above on Organizational

Performance

1 2 3 4 5 Total CWA

SSC 14 31 56 9 9 119 2.73

UG 13 24 64 6 5 112 2.70

PG 9 31 79 7 5 131 2.76

Prof 3 14 45 14 3 79 3.00

Total 39 100 244 36 22 441 2.80

Intensity of Revolutionary Changes on Organisation Development- occupation wise


OCCUPATION Leaders Changing Themselves Change Inspiration to Followers


Operation 75 94 86 23 9 287 2.29 74 91 88 23 11 287 2.32

Administrative 15 29 32 8 4 88 2.51 13 31 35 6 3 88 2.49

Managerial 9 16 19 13 9 66 2.95 7 15 26 11 7 66 2.94

Total 165 217 204 54 22 441 2.59 94 137 149 40 21 441 2.58


OCCUPATION Capabilities of Leader Profound/Maximum Effect of Leaders on Followers


Operation 69 106 89 16 7 287 2.25 69 111 85 16 6 287 2.23

Administrative 14 26 39 5 4 88 2.53 9 22 48 5 4 88 2.69

Managerial 7 17 28 9 5 66 2.82 5 16 33 7 5 66 2.86

Total 152 238 217 37 18 441 2.54 83 149 166 28 15 441 2.60


OCCUPATION Changes in the Organizational Mission Alignment of Strategy & New Mission


Operation 59 112 92 16 8 287 2.31 61 109 91 16 10 287 2.32

Administrative 6 23 47 8 4 88 2.78 8 21 47 6 6 88 2.78

Managerial 5 17 31 8 5 66 2.86 6 15 33 7 5 66 2.85

Total 124 247 231 40 20 441 2.65 75 145 171 29 21 441 2.65


OCCUPATION

Impact of



Operation 59 109 92 16 11 287 2.34 68 110 88 15 6 287 2.24

Administrative 8 19 48 7 6 88 2.82 8 21 49 6 4 88 2.74

Managerial 6 14 31 8 7 66 2.94 3 17 30 8 8 66 3.02

Total 126 237 232 39 28 441 2.70 79 148 167 29 18 441 2.66

Table 6.17-9 Table 6.17-10

OCCUPATION Impact of Mission on Organizational Culture Impact on Societal Changes


Operation 75 94 86 23 9 287 2.29 64 109 91 16 7 287 2.28

Administrative 16 27 32 9 4 88 2.52 11 22 45 5 5 88 2.67

Managerial 9 16 19 13 9 66 2.95 6 16 31 7 6 66 2.86

Total 166 215 204 55 22 441 2.59 81 147 167 28 18 441 2.60

Table 6.17-11 Table 6.17-12

OCCUPATION Impact of Technological Changes Impact of Economic Policy Changes


Operation 72 102 88 16 9 287 2.26 65 111 91 15 5 287 2.25

Administrative 11 33 37 4 3 88 2.49 8 22 47 7 4 88 2.74

Managerial 4 17 31 9 5 66 2.91 4 17 33 6 6 66 2.89

Total 155 237 213 36 21 441 2.55 77 150 171 28 15 441 2.63

Table 6.17-13 Table 6.17-14

OCCUPATION Impact of Changes in Political Milieu Impact of ‘Changes in Global Scenario


Operation 73 102 88 16 8 287 2.25 69 111 85 16 6 287 2.23

Administrative 11 33 36 5 3 88 2.50 9 22 48 5 4 88 2.69

Managerial 5 16 27 12 6 66 2.97 5 15 34 6 6 66 2.89

Total 157 237 212 37 19 441 2.57 83 148 167 27 16 441 2.61

Table 6.17-15 Table 6.17-16

OCCUPATION Impact of Changes in the Natural Settings Impact of all the above on Individual performance


Operation 75 95 84 24 9 287 2.29 61 110 91 14 11 287 2.32

Administrative 13 27 33 10 5 88 2.63 8 22 45 7 6 88 2.78

Managerial 9 16 19 13 9 66 2.95 6 15 31 8 6 66 2.89

Total 163 217 201 58 23 441 2.62 75 147 167 29 23 441 2.67

Table 6.17-17

OCCUPATION


Performance

1 2 3 4 5 Total CWA

Operation 75 93 86 24 9 287 2.30

Administrative 16 29 32 7 4 88 2.48

Managerial 8 16 20 13 9 66 2.98

Total 99 138 138 44 22 441 2.59

Intensity of Revolutionary Changes on Organisation Development - Income wise


INCOME Leaders Changing Themselves Change Inspiration to Followers


< 20K 25 41 65 18 5 154 2.59 23 49 61 13 8 154 2.57

21K to 30K 5 13 21 3 2 44 2.64 7 11 21 4 1 44 2.57

31K to 40K 9 14 23 4 3 53 2.58 12 13 22 3 3 53 2.47

> 40K 22 41 74 29 24 190 2.96 15 42 82 26 25 190 3.02

Total 61 109 183 54 34 441 2.69 57 115 186 46 37 441 2.66


INCOME Capabilities of Leader Profound/Maximum Effect of Leaders on Followers


< 20K 26 49 56 12 11 154 2.56 24 49 62 13 6 154 2.53

21K to 30K 5 14 19 4 2 44 2.64 9 12 19 2 2 44 2.45

31K to 40K 6 20 22 3 2 53 2.53 12 12 20 5 4 53 2.57

> 40K 11 48 88 24 19 190 2.96 15 44 83 25 23 190 2.98

Total 48 131 185 43 34 441 2.67 60 117 184 45 35 441 2.63


INCOME Changes in the Organizational Mission Alignment of Strategy & New Mission


< 20K 24 49 62 13 6 154 2.53 27 49 55 12 11 154 2.55

21K to 30K 8 11 21 3 1 44 2.50 6 14 19 3 2 44 2.57

31K to 40K 12 12 20 5 4 53 2.57 6 19 22 4 2 53 2.57

> 40K 18 42 79 28 23 190 2.98 11 48 87 24 20 190 2.97

Total 62 114 182 49 34 441 2.64 50 130 183 43 35 441 2.66


INCOME

Impact of



< 20K 26 48 58 15 7 154 2.54 24 49 62 13 6 154 2.53

21K to 30K 9 12 19 3 1 44 2.43 9 12 19 2 2 44 2.45

31K to 40K 11 12 21 6 3 53 2.58 12 12 20 5 4 53 2.57

> 40K 20 40 78 28 24 190 2.98 15 44 83 25 23 190 2.98

Total 66 112 176 52 35 441 2.63 60 117 184 45 35 441 2.63

Table 6.19-9 Table 6.19-10

INCOME Impact of Mission on Organizational Culture Impact on Societal Changes

1 2 3 4 5 Total CWA 2 3 4 5 Total CWA

< 20K 27 47 55 14 11 154 2.58 27 48 55 13 11 154 2.56

21K to 30K 7 16 17 2 2 44 2.45 7 16 17 2 2 44 2.45

31K to 40K 5 19 26 2 1 53 2.53 5 18 27 2 1 53 2.55

> 40K 11 49 87 23 20 190 2.96 12 49 86 23 20 190 2.95

Total 50 131 185 41 34 441 2.63 51 131 185 40 34 441 2.63

Table 6.19-11 Table 6.19-12

INCOME Impact of Technological Changes Impact of Economic Policy Changes


< 20K 24 51 61 14 4 154 2.50 27 40 66 13 8 154 2.58

21K to 30K 9 13 19 1 2 44 2.41 6 9 26 2 1 44 2.61

31K to 40K 12 12 18 7 4 53 2.60 9 14 22 5 3 53 2.60

> 40K 14 47 81 26 22 190 2.97 21 43 82 23 21 190 2.89

Total 59 123 179 48 32 441 2.62 63 106 196 43 33 441 2.67

Table 6.19-13 Table 6.19-14

INCOME Impact of Changes in Political Milieu Impact of ‘Changes in Global Scenario


< 20K 25 48 57 13 11 154 2.59 24 49 62 13 6 154 2.53

21K to 30K 7 14 17 4 2 44 2.55 6 14 19 3 2 44 2.57

31K to 40K 5 19 25 3 1 53 2.55 11 12 21 6 3 53 2.58

> 40K 14 46 81 26 23 190 2.99 12 49 86 23 20 190 2.95

Total 51 127 180 46 37 441 2.67 53 124 188 45 31 441 2.66

Table 6.19-15 Table 6.19-16

INCOME Impact of Changes in the Natural Settings Impact of all the above on Individual performance


< 20K 25 49 61 13 6 154 2.52 23 42 64 20 5 154 2.62

21K to 30K 5 11 24 3 1 44 2.64 6 11 22 3 2 44 2.64

31K to 40K 9 13 23 4 4 53 2.64 9 16 21 3 4 53 2.57

> 40K 22 42 82 21 23 190 2.90 20 35 81 29 25 190 3.02

Total 61 115 190 41 34 441 2.67 58 104 188 55 36 441 2.71

Table 6.19-17

INCOME Impact of all the above on Organizational Performance

1 2 3 4 5 Total CWA

< 20K 23 43 64 19 5 154 2.61

21K to 30K 6 12 23 1 2 44 2.57

31K to 40K 9 14 22 4 4 53 2.62

> 40K 19 37 82 27 25 190 3.01

Total 57 106 191 51 36 441 2.70

burke and litwin model model of change...

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