BOSCH LTD

BOSCH LTD. BANGALORE

EXECUTIVE SUMMARY:

Managing change is the single most important issue today for all those who

have undertaken the difficult task of managing organizations. Technological changes

and increased global competition caused by liberation and deregulation have placed

greater demands on organizations to be flexible, responsive and efficient. Around the

world, organizations big and small face the inevitable prospect of change.

Change management is essential to the business organization for the following

reasons:

a) To become competitive in the business.

b) To increase the revenue of the organization.

c) To increase the employee satisfaction.

d) To increase the market share of the company.

e) To be leader in the business.

The main objectives was to study the concept of change management. To

examine and to understand the impact of change on the organisation. To satisfy the

growing needs, along with the competitions prevailing the change is very much

essential and significant.

The respondents of the survey were employees from the HR department who

are into recruitment and selection, who have been working in the organization for

many years; this helped to understand the effectiveness of automation in the

recruitment process over the manual process. . This facilitated to generate correct

analysis.

In this project an attempt is made to suggest the areas requiring change for

better growth. Thus by studying the attributes affecting change, suitable suggestions

have been recommended in order to help Bosch Ltd, Bangalore to work more

effectively.

KLS INSTITUTE OF MANAGEMENT AND EDUCATION RESEARCH 1


CHAPTER 1

INDUSTRY PROFILE:

The Indian auto component industry is one of the few sectors in the economy

that has a distinct global competitive advantage in terms of cost and quality. The

Indian auto component industry is extensive and highly fragmented. Estimates by the

Department of Heavy Industries, Government of India, indicate there are over 400

large firms who are part of the organized sector and another 10,000 firms exist in the

unorganized sector.

The Indian auto component industry has been navigating through a period of

rapid changes driven by global competition and the recent shift in focus of Global

automobile manufacturers.The automotive industry designs, develops, manufactures,

markets, and sells the world's motor vehicles. In 2008, more than 70 million motor

vehicles, including cars and commercial vehicles were produced worldwide. In 2008,

with rapidly rising oil prices, industries such as the automotive industry are

experiencing a combination of pricing pressures from raw material costs and changes

in consumer buying habits. The industry is also facing increasing external competition

from the public transport sector, as consumers re-evaluate their private vehicle usage.

As per an Automotive Component Manufacturers Association of India (ACMA)

report, the turnover of the auto component industry was estimated at over US$ 18

billion in 2007-08, an increase of 27.2 per cent since 2002. It is likely to touch US$ 40

billion by 2015-16.

The value in sourcing auto components from India includes low labour cost,

raw material availability, technically skilled manpower and quality assurance. An

average cost reduction of nearly 25-30% has attracted several global automobile

manufacturers to set base since 1991. India’s process engineering skills, applied to re-

designing of production processes, have enabled reduction in manufacturing costs of

components. Today, India has become the outsourcing hub for several global

automobile manufacturers.

It manufactures products to suit requirements of different class segments of

customers. Some Leading manufacturers of auto components in India include Bosch


http://en.wikipedia.org/wiki/Commercial_vehicle

http://en.wikipedia.org/wiki/Car

http://en.wikipedia.org/wiki/Motor_vehicle


Limited, Bharat Forge, Sundaram Fasteners, Wheels India, Amtek Auto, Motherson

Sumi, Rico Auto and Subros. India's Top 500 Companies, published by Dun &

Bradstreet in 2006, listed 22 auto component manufacturers as top companies in India

with a total turnover of US$ 3 billion

The auto parts industry has emerged as one of India's fastest growing

manufacturing sectors and a globally competitive one. The auto components Industry

in India is dominated by around 500 key players, which contribute more than 85

percent of India's production. The industry has linkages with almost.

To encourage the smooth growth of the industry, the Government of India has

allowed automatic approval for foreign equity investment up to 100 percent of

manufacture of auto components. Further, the engineering export promotion council

under the aegis of Ministry of Commerce and Industry, Government of India, over the

years has been engaged in promoting exports of engineering goods including auto

parts

The auto component sector generated sales of about US$ 15 billion in fiscal

year 2007-08, including US$ 2.8 billion worth of exports. India is estimated to have

the potential to become one of the top five auto component economies by 2025. The

industry has been experiencing a high growth rate of 20 per cent over the period

2000-05 and is expected to grow at a rate of 17 per cent over the period 2006-14.

Similarly, while growth rate of exports has been 25 per cent during 2000-05, the

growth rate is expected to grow by 34 per cent during 2006-14. This Growth in

exports if sustained for another five years will see India’s auto Components exports

will touch US$ 5 bn by 2011 from the US$ 2 bn at present.

.

Chapter 2



COMPANY PROFILE:

2.1 About Bosch Group:

The BOSCH Group is a leading global supplier of technology and services, in

the areas of Automotive Technology, Industrial Technology, Consumer Goods and

Building Technology, with 81,000 associates generated sales of 45billion Euros in

fiscal 2008. The Bosch Group comprises of Robert Bosch and its more than 300

subsidiaries and regional companies in over 60 countries. Its sales and services

partners are included, and then Bosch is represented in roughly 150 countries. This

worldwide development, manufacturing and sales network is the foundation for

further growth. Each year, Bosch spends more than three billion Euros for research

and development and applies for over 3000 patents worldwide. With all its products

and services, Bosch enhances the quality of life by providing solutions which are both

innovative and beneficial.

The company was set up in Stuttgart in 1886 by Robert Bosch (1861-1942) as

‘Workshop for Precision Mechanics and Electrical Engineering’. The special

ownership structure of Robert Bosch guarantees the entrepreneurial freedom of the

Bosch Group, making it possible for the company to plan over the long term and to

undertake significant up-front investments in the safeguarding of its future. Ninety-

two percent of the share capital of Robert Bosch is held by Robert Bosch Stiftung , a

charitable foundation. The majority of voting rights are held by Robert Bosch

Industrietreuhand KG an industrial trust. The entrepreneurial ownership functions are

carried out by the trust. The remaining shares are held by the Bosch family and by

Robert Bosch .

The Bosch slogan ‘Invented for Life’ is part of its long tradition, through

which it communicates the group’s core competencies and vision, that include

technological leadership, modernity, dynamics, quality and customer orientation.



ABOUT BOSCH LIMITED:-

Bosch Limited is the flagship of the Bosch Group subsidiaries in India.

Founded in 1951, the company is India’s largest auto component manufacturer and

also one of the largest Indo – German company in India.

Bosch has been present in India for more than 80 years – first via a

representative office in Calcutta and then from 1951 via its subsidiary Bosch limited

(then Motor Industries Company Limited).

The company is headquartered in Bangalore having its manufacturing

facilities at Bangalore, Nashik, Naganathapura, Jaipur and Goa. These plants are TS

16949 and ISO 14001 certified. Bosch limited has its presence across automotive

technology, industrial technology, consumer goods and building technology, with

employee strength of over 10,000. It manufactures and trades products as diverse as

diesel and gasoline fuel injection systems, auto electrical, special purpose machines,

packaging machines, electric power tools and security systems. The company

recorded a turnover of RS. 4,542 crores in the year 2008.

The company has developed excellent R&D and manufacturing capabilities

and a strong customer base. Its market leadership is testimony to the high quality and

technology of its products. It also has a strong presence in the Indian automotive

service sector. Bosch’s service network spans across 1,000 towns and cities with over

4,000 authorized representatives who ensure widespread availability of both products

and services.



Vision:

Our vision is our shared image of the future. It states where we want to go, and

what drives our actions. It points the way forward for a strong and meaningful

development of the Bosch Group.

Mission:

BeQIK stands for greater speed in everything that we do, and it stands for

quality, innovation, and customer orientation. Our objective is to continuously

improve our internal processes.

Values:

The Bosch values are the foundation upon which the successes of the past

were built, and upon which we will build our future. We guide our actions and tell us

what is important to us and we are committed to.

FUTURE AND RESULT FOCUS: -

In order to ensure dynamic development of our company and to guarantee

long term corporate success, we participate in shaping the changes in markets and

technologies. By doing so, we provide our customers with innovative solutions and

our associates with attractive jobs. We act result focused in order to secure growth

and financial independence. With the dividends generated, the Robert Bosch

Foundation supports charitable activities.

RESPONSIBILITY: -

We accept that our actions must accord with the interests of society. Above all

else, we place our products and services in the interest of the safety of people, the

economic use of resources, and environment sustainability.



INITIATIVE AND DETERMINATION: -

We act on our own initiative, with an entrepreneurial but accountable spirit

and demonstrate determination in pursuing our goals.

OPENNESS AND TRUST: -

We inform our associates, business partners, and investors in a timely and

open fashion of important developments within our company. This is the best basis

for a trustful relationship.

FAIRNESS: -

We view mutual fairness as a condition of our corporate success when dealing

with each other and with our business partners.

RELIABILITY, CREDIBILITY, AND LEGALITY: -

They promise only what they can deliver, accept agreements as a binding and

respect and observe the law in all our business transactions.

In India, the Bosch Group operates through the following -

Bosch Ltd.

Bosch Chassis Systems India Ltd.

Bosch Rexroth India Ltd.

Robert Bosch Engineering and Business Solutions Ltd.

Bosch Automotive Electronics India Private Ltd.

Bosch Electrical Drives India Private Ltd.

MHB Filter India Private Ltd



BACK GROUND AND INCEPTION OF THE COMPANY:-

1952:- Establishment of the company as Motor Industries

Company Limited

1953:- Construction of the first factory building at Bangalore

1954:- Manufacture of Spark plugs, single- cylinder diesel fuel

injection pumps and nozzle- holders

1956:- Manufacture of Multi- cylinder diesel fuel injection pumps

1972:- Manufacture of nozzles and nozzle- holders at Nasik Plant

1974:- Production begins at Nasik Plant

1981:- Manufacture of Special purpose machines and tools

1986:- Manufacture of VE Distributor pumps

1989:- Manufacture of hydraulic products

Manufacture of auto electrical

1990:- Inauguration of Naganathapura Plant

1991:- MICO become the Bosch Global Development Center

for single-cylinder diesel fuel injection pumps

MICO represents Bosch for imported automotive

aftermarket products, automotive workshop test equipment and hydraulics and

pneumatics



MICO establishes purchase office for Bosch

1992:- Marketing of automotive accessories

ISO 9001 certification for all the three plants

1993:- Manufacture of Bosch electric power tools

1994:- Manufacture of packaging machines

1995:- MICO becomes the Bosch Global Development Center

for a range of multi –cylinder diesel fuel injection pumps

1996:- Launch of Blaupunkt car audio systems

1997:- QS 9000 certification for Bangalore, Nashik and

Naganathapura Plants

1998:- Production of 20-millionth single cylinder pump

1999:- Inauguration of Jaipur Plant manufacture of Blaupunkt

car audio systems in India

2000:- Inauguration of Mico Application Center(MAC)

Bangalore plant adjusted “ ALL- INDIA BEST

ESTABLISHMENT” for the 25th time

Manufacture of one- millionth auto electrical unit at

Naganathapura Plant

Production of 50,000 VE pumps at Jaipur Plant QS

9000 certification for Jaipur Plant



2001:- Launch of terra-25 packaging machine

2002:- Production of 25- millionth single- cylinder pump

Launch of indigenously developed marble and granite

cutter

Launch of first Bosch car service outlet

Mico enters into communication, security and imaging

business

ISO 9001:2000 certification for industrial equipment,

packaging technology and power tools divisions

ISO 14001 ( Environmental Management System)

certification for Bangalore Plant

2003:- Production of 10-millionth inline-A pump

Launch of Bosch Security Systems

TS 16949 certification for all Mico plants

ISO 9001:2000 certification for car multimedia division

Blaupunkt crosses the 10,000 mark of car radios that have

been sold since its inception

2004:- Bosch announces an investment of RS. 1,000 crores in

India over the next 4 years



ISO 14001:1996 certification for Environmental

Management System for all the plants

Launch of terra 40 packaging machine

Introduction of capsule packaging(to address counterfeit)

as an anti-spurious measure for elements, nozzles and delivery valves

Bosch car service network expands to 50 centers launch of

‘ Plena Voice Alarm Systems’ by Bosch security systems for application in

emergency evacuation

2005:- Start of the gasoline system business at MICO

Production of 30 millionth single- cylinder PF pump

First locally applied common rail fitted vehicle launched

2006:- Launch of Bosch brand at Auto Expo 2006

Inauguration of the common rail pump manufacturing

facility at Bangalore

2007:- Inauguration of the common rail injector manufacturing

facility at Nashik

Verna , Goa Plant inaugurated for Bosch packaging

technology

Announcement to change company’s name from Motor

Industries Company Limited to Bosch Limited .Thus migrating the brand name

MICO to BOSCH.



2008:- Company name changed from Motor Industries Company

Limited to BOSCH Limited.

Board of Directors:

Dr. Albert Hieronimus :Chairman

Bernhard Steinruecke :Director

B. Muthuraman: Director

Renu S. Karnad: Director

Prasad Chandran: Director

Dr. Bernd Bohr: Director

K. Viswanathan: Managing Director

Dr. Manfred Duernholz: Joint Managing Director




RBIN/P V.K. Vishwanathan

RBIN/RP-APJ Joergenrud

AA/SA-INK. Ravi

India & SAARC

AA/SAI-MKT 1 Abhijit

* DGM production Marketing

AA/SAI-MKT 2 Srinivas

* GM, Channel Marketing

AA/SAI-MKT 3

Sujit

* Sr. Mgr Marketing Communications

AA/SAI-DLPVijay

* DGM, Demand Planning & Logistics

AA/SAI-TSS Bala

* DGM After Sales Service

AA/SAI-SAN Rajiv

* DGM Sales, Marketing & Service

* North India

AA/SAI-SAE

Phadke

* Sr. Mgr, sales Marketing & service * North India

AA/SAI-SAW Rawal

* DGM, Marketing & Service *East India, Bangladesh, Bhutan, Nepal

AA/SAI-SAS

Ramesh

* Sr. Mgr Sales Marketing & Service

*South India, Sri Lanka

AA/SAI-SDG

Sundar

* Sr. Mgr Diagnotic Business

AA/SAI-SOI

Yeshwant

* Sr. MgrOES Sales

AA/SAI-COR Natarajan

* Sr. Mgr Diagnostic Business

AA/SAI-MKT N.N

* GM, Marketing

AA/SAI-IN

Rao

* sr. Mgr Exports IAM

*OE Sales Spark Plugs

AA/SA-EXPBabu K S V

DGM Internal Exports to AA/RGs

AA/SA-INK. Ravi

DGM Manufacturing

AA/SA-INK. Ravi

Sales OE Filters

AA/SA-INK. Ravi

Sr. Mgr Sale imported parts

AA/SA-INK. Ravi

VP RBIC Aftermarket

AA/SA-INK. Ravi

DGM spark Plug Manufacturing

AA/SA-INK. Ravi

GM Sales, Marketing Service


2.2 DIFFERENT BUSINESS SECTORS

PRODUCT PROFILE

Bosch Limited manufactures and trades in all the major business sectors of Bosch. Details

below –

Automotive technology

Bosch innovations have shaped cars from the start and will keep doing so in future.

As the world’s biggest independent automotive supplier, Bosch focuses on innovations to

make driving safer, cleaner and economical. Automotive Technology is the largest business

segment of Bosch in India, supplying to the local automotive industry, and exporting

components overseas.

Business divisions:

Diesel Systems,

Gasoline Systems,

Chassis Brakes,

Automotive Accessories,

Car multimedia,

Starters and Generators,

Energy and Body Systems,

Electrical Drives,

Spark Plugs and Glow Plugs.



Industrial technology

Bosch Rexroth AG is an expert for all drive, control and motion technologies. The

Bosch Packaging Machines division in India brings the global expertise to address the needs

of the local confectionary and pharmaceutical industries. The Special Purpose Machines

(SPMs) and High Precision Tooling division engineers customized equipment using cutting-

edge technologies for industries.

Business divisions:

Automation technology,

Packaging Machines,

Special Purpose Machines.

Consumer goods and building technology

The Bosch Power Tools division in India is the market leader in the segment, offers a

complete range of power tools for construction, woodworking and metalworking industry;

cordless tools, accessories and tools for DIY (Do-It-Yourself) enthusiasts as well. The

Security Systems division in India is one of the leading security technology players with a

comprehensive portfolio.

Business divisions:

Power Tools

Security system

The Engineering and Information Technology

The Engineering and Information Technology division of Bosch in India is the largest

development center of Bosch outside Germany. For over 15 years, it has been the preferred

engineering services and solutions partner for the Bosch Group worldwide.

Business divisions:

Drive and Control Technology

Packaging Technology

Assembly Systems and Special Machinery.



2.3 ENVIRONMENT INITIATIVE:

At Bosch, regard for environmental protection is one of the basic corporate principles.

Product quality, economic efficiency and environmental protection are equal objectives and

the company follows its unique 3S principle - sicher, sauber, sparsam - of making

automobiles safe, clean and economical.

Technologies like Reverse Osmosis and Ion Exchange processes are employed for

treatment and reuse of process waste water across all plants. About 8 lakh litres of treated

effluent is being reused for gardening and other secondary purposes. More than 10,000 trees

help maintain ambient air quality, holding soil and ground water and acting as carbon sinks in

the premises.

As part of its social responsibility, Bosch Limited is actively involved with State and

Central Pollution Control Boards, non-governmental committees such as CII, BCIC. The CII

National Awards “Excellent Water Efficient Unit”, “Excellent Energy Efficient Unit” and

Leadership and Excellence award in SHE (Safety, Health & Environment) – 2004 are some

of the awards won by the company.



Corporate Social Responsibility:

At many locations, Bosch are among the largest employers and contractors, and

therefore also one of the highest taxpayers. With a workforce of over 271,000 associates

worldwide, the Bosch Group bears a huge responsibility for employment and occupational

training. This applies not only to their own associates, but also to their families, suppliers,

and local communities.

Overview:

When they talk about globalization as a megatrend today, this refers to a new, sustained

development that started in the middle of the 1990’s. It is associated, among other things,

with the creation of closely-networked global markets and the widespread use of the internet.

How do they plan to respond to this development?

They study the interaction between globalization and other megatrends.

They think globally, but are also aware of the different market and customer

requirements in the various regions.

They pursue a differentiated, customer-centered location policy for our

manufacturing operations, and reduce transport distances by producing and

purchasing locally.

They promote environmental protection and occupational safety across the globe.

The purchasing is organized on a global scale.

They tailor the associate development to respond to global challenges.



Economic and ecological globalization

Growth in the future will be driven both by the growth regions − Asia Pacific, the

Americas, and central and eastern Europe − and by technological solutions for environmental

and climate protection. For their business, this means they shall continue to push forward

with their innovation strategy. As a company active in the field of energy conversion,

ecological globalization is something that poses a particular challenge to their innovative

strength.

Despite all the opportunities offered by the growth regions, it is crucial for them to

withstand the increasing competitive pressures originating above all in the emerging markets.

These new markets, which include the fast-growing market for low-price vehicles, are writing

new rules. We must think lean when responding to the demands of our customers. There, they

are confronted not only with ecological globalization, but also with the need to come up with

ultra cost-efficient solutions.

Green future markets

Green technology offers enormous potential for growth. Sustained mobility, energy

efficiency, eco-friendly power generation, recycling management, efficiency in dealing with

raw and semi-finished materials, as well as sustainable water management are only some of

the global lead markets that even today have a worldwide market volume of one trillion euro.

This figure is set to more than double by 2020, equivalent to annual growth of over five

percent. For Bosch with its numerous products that help protect the environment and

conserve resources, this growth offers enormous potential. This is why they shall continue to

invest strongly in the expansion of their “environmental portfolio”.



2.4 Management System:

Overview

To control change processes centrally and strengthen core processes worldwide,

Bosch aligns its various management systems under the Group-wide umbrella of the Bosch

Business System (BBS).

This includes, , the Bosch Human Resources System (BHS), which supports the change

processes in human resources around the world, and the integrated management system for

quality, environment, and safety. This system is based on Group-wide quality mission and on

principles for occupational safety and environmental protection and ensures to comply with

high standards in these areas at all locations worldwide.

Quality management

High quality standards are a cornerstone of their corporate culture. They focus especially

on providing an integrated quality management system to meet the increasing quality

requirements arising from the growing complexity of the products and worldwide networked

operations. They place particular emphasis on early error avoidance in the product creation

process and the timely identification of non-conformances in the manufacturing process. For

this purpose, they integrate key content and processes from the Bosch product engineering

system and the Bosch production system into the quality management system.

1. The goal is to fully satisfy customer's expectations through the quality of their

products and services

2. Quality and Quality improvement is every associates responsibility and ultimate goal

– from the board of directors to apprentices.

3. The directives, processes, systems and goals are based on requirements from

international standards, customer expectations, knowledge and experience. Knowledge

of and compliance with these directives and processes is the foundation of their quality.



4. Quality means doing the detail from the beginning, thus preventing failures in the end.

Continuous improvement of the quality of processes lowers costs and increases

productivity.

5. Avoiding failures is more important than eliminating defects. They apply methods and

tools for preventive quality assurance systematically, learn from mistakes and eliminate

the root causes without delay.

6. Their suppliers contribute substantially to the quality of the products and services.

Therefore their suppliers must live up to the same high quality standards they have

adopted.

Supply chain management

As globalization gathers pace, the suppliers are also faced with new challenges. In

2007, the purchasing volume amounted to 24 billion euros, with Europe accounting for 69

percent of this sum. In 2015, they expect this proportion to be only around 55 percent. By this

time, they are looking to make 25 percent of our purchases in Asia Pacific and 20 percent in

America. The presentation of the Bosch Supplier Award, which recognizes the top suppliers,

confirms this increasing internationalization. In 2007, 19 of the 47 award winners were

located outside Germany.

Quality Policy:

1. Customer satisfaction:

The objectives in Purchasing and Logistics are geared towards satisfying customer

requirements and ensuring customer satisfaction. In implementing these objectives, they work

with all parties concerned, across business divisions and in partnerships, in order to ensure

the best combination of function, delivery and costs. The achievement of quality targets is a

prerequisite.



2. Responsibility for quality:

They are responsible for the quality of purchased production materials, consumable

and capital items, as well as services, and pursue a zero defect implementation (strategy) of

their targets. The quality of logistic services meets international standards and is geared

towards meeting the customer’s requirements. They use transparent and standardized

measurements of performance.

3. Supplier development:

For the procurement of goods and services they need strong innovative suppliers with

whom they can interact in an open, fair and long term working relationship. They actively

support their suppliers in continuously improving their expertise and respect them as

independent businesses.

4. Fairness and transparency:

They make purchasing decisions only on the basis of objective and comprehensible

criteria. The objective is the total benefit to Bosch contributed by all parties involved (Total

cost). In choice of suppliers and service providers, and when implementing targets and

evaluating supplier performance, they take into account pricing, logistic and qualitative

perspectives. They employ a unified approach for this process.

5. Environmental awareness:

Environmental issues are important to them. They are taken into account when

selecting materials with respect to recycling, disposal, packaging, and transport and supplier

selection. They value environmentally sustainable solutions.

6. Internationalization:

They ensure competitiveness through an internationally orientated systematic

development of purchasing markets, and a global supplier strategy. Their international

development and production network is supported by an international purchasing and


http://purchasing.bosch.com/en/start/Allgemeines/Seminare/index.htm


logistics network. This enables them to fulfill their customers’ and suppliers’ globalization

requirements.

7. Information network:

Their activities are supported by a worldwide information network.

8. Market and product orientation:

They place an equal value on developing the purchasing market and cooperating in

product and/or customer projects. They take an active role in developing and cost-optimizing

products and services. It is essential that innovative and technically competent suppliers of

development services and series products are involved early and systematically in the product

development.

9. Process orientation and continuous improvement

Core processes and structures within the Supply Chain are orientated towards the

principles of the BOSCH Business Systems. They are committed to continuous improvement.

To this end they ensure short throughput times and strive for economy. The capabilities of the

purchasing and logistics processes are rendered transparent by a standardized controlling

system.

10. Development of human resources

To achieve their aims in purchasing and logistics they consciously develop the employees

in the fields of entrepreneurial thinking, leadership, social and methodological competence,

as well as intercultural skills.

Occupational safety management

Since 2007, they have been implementing a new occupational safety management system

based on the globally recognized OHSAS 18001 standard. This new system is intended to

simplify occupational safety and reduce the number of accidents at all the manufacturing and

development sites around the world. One of the system’s main functions is to detect



Potential accident and health risks for associates in order to take appropriate preventive

measures in good time. The new system is to be implemented at all manufacturing sites in no

more than four years. This makes Bosch one of the forerunners in the global implementation

of the OHSAS 18001 standard.

Bosch Principles of Work Safety and Environmental protection:

Sustainability:

They accept that their actions must accord with the economy, the ecology, and the

responsibility they take for the community at large, also with a view to future generations.

For this reason respect for people’s health and safety, for an economic use of resources, and

for a natural and clean environment are basic principles of business policy.

Responsibility:

It is the task of all associates to help prevent the endangering of people and the

environment, as well as to maintain strict compliance with all laws and regulations pertaining

to work safety and the protection of people’s health and the environment. It is a leadership

task to recognize such dangers, to evaluate them, and to undertake appropriate actions.

Products:

They develop and manufacture products that are safe, eco friendly and economical.

Their products enhance people’s safety and reduce burdens to the environment, also during

their subsequent recycling and disposal.

Processes:

They design processes to ensure that where ever economically feasible people’s

health and safety have priority and that effects on the environment are kept to a minimum.

They are prepared to cope with emergencies. This is also the spirit in which they cooperate

with suppliers of goods and services.



Continuous Improvement:

They review the processes and behavior on a regular basis, just as to measure the

effects on people and on the environment. This is how they identify weak points and potential

for work safety and protection of people’s health and the environment.

Core competencies:

For well over a century our company has built upon a unique mix of interrelated core

competencies – a mix from which they derive competitive advantage, and which also forms

the basis for the future development of company.

Bosch Business System (BBS):

To be able to implement Bosch Vision, they need to continuously develop and to

manage change. This requires a systematic methodology that shows in concrete terms where

they need to reinvent ourselves, and how well are mastering these shifts and structural

changes in practice. With BBS management system, symbolized by the multi-colored

triangle, they have created just such a methodology.



2.5 HR Management at Bosch:

The HR organization uses its human resources strategy to support the divisions in the

pursuit of their objectives. This involves the consistent application of the balanced scorecard.

This method is used by executives and associates alike to define strategic objectives − and to

evaluate their achievement − with regard to processes, finance, and clients (both internal and

external).

The HR organization’s mission contains globally applicable guidelines for its work.

These are based on the House of Orientation and contribute to closer alignment with the

strategic objectives of the company. It has thus become one of the core tasks of the HR

organization to provide support for the organizational development of divisions and regional

companies and to make them aware of necessary changes.

They use the Bosch Human Resources System to develop and disseminate worldwide

standards for effective HR management. Bosch has some 330 HR departments around the

world, and wherever they are located, they must apply the same quality standards.

They will structure processes in all the central HR areas – planning, resourcing,

leadership, rewarding, development, and reorganization – according to the same rules and

standards. In this way, associates across the globe – particularly those on international

assignments – can be sure that they are treated and, above all, supported in their development

and career advancement on the basis of established and standardized principles. To this end,

they have initiated and systematically prepared 15 sub-projects. Sub-projects on executive

planning, personnel marketing, and associate development, for example, have already been

concluded and implemented successfully.



According to the Bosch HR Model, it is the main task to design a strategic framework

for personnel policy (Human Resource Policy) at Bosch and to ensure that also in future they

are able to develop suitably competent and motivated associates and executives worldwide.

The core competencies are a consequent and target-oriented development of the

aforementioned executives, conditions of employment except pay scales that are attractive

and comparable worldwide, efficient control of international assignments; professional work

with the young talent based on their high reputation in the employment market and last but

not least, optimized Personnel (Human Resource) systems and processes.

Corporate Human Resources, Policies and Labor Relations

In line with the Bosch HR mission statement, the main task is to shape the strategic

framework to ensure that associates worldwide are motivated to help develop the group

professionally – and that this remains the case in the future, too.

They work hand in hand with the divisions, subsidiaries, regional organizations, and locations

to create attractive, demand-based terms of employment for our associates in the non-exempt

band. They develop frameworks and standards for the corporate benefit systems of the Bosch

Group and help with their implementation. They use innovative tools, such as the associate

survey, to ensure that associates worldwide play a part in shaping corporate culture. As a

customer-focused service provider that satisfies the highest quality standards, they ensure the

efficient management of social benefits in Germany.

They value trustful collaboration with associate representatives in order to use the

statutory regulations and collective bargaining agreements as a basis for developing optimum

and future focused solutions for their associates.



Mission of Bosch Human Resources:

In both strategic and operational affairs, they see themselves as partners to the board

of management, to the divisions, and to their locations. With their work they make a

sustained contribution to implementing the company’s strategies worldwide. They live by the

Bosch values and take care that others do the same.

They strive to ensure that Bosch is seen as an attractive employer, one who gains a

decisive competitive edge by building on the motivation and competence of its managers and

associates. We support all operating units in the further development of their organization and

in achieving a capability for change.

Economy and innovation are the hallmarks of our work. Clear structures, efficient

processes, and high-performance HR tools have been standardized in the Bosch Human

Resources System (BHS), and are subjected to further development on an ongoing basis.

Areas for Action:

Vision and objectives:

Three years ago, they formulated their vision. They want to take advantage of the

global opportunities and drive forward towards company’s development. Thus they have

formulated three main strategies objectives accordingly.

Internationalization – we shall continue to press ahead with expanding our business

worldwide, thereby further strengthening our international presence.

Diversification – we shall continue to balance out our sectoral sales structure. This

means taking full advantage of our opportunities for growth in automotive technology,

but at the same time growing by above-average rates in consumer goods, building

technology, and industrial technology. In doing so, we shall concentrate on areas of

business that fit our technological competence – this is what we call focused

diversification.



Innovation – We shall focus our innovative strength on technology that is “Invented

for life.” We see significant economic opportunities arising with the attention given to

ecological needs, since these needs require more, not less, technology.

International expansion:

Bosch already benefit from a broad-based international presence. Asia Pacific was

once again the growth driver in 2007, with sales there up 17 percent in local currency. Since

1995, the sales in this region have increased fivefold, and in the Americas more than

threefold. By 2015, they want these two regions together to account for half of their global

business volume and will, therefore, push ahead with the expansion of manufacturing

locations in these regions.

At the same time, they also want to secure the existing locations, since the strategy of

an international development and production network like the one at Bosch cannot be based

solely on locations that offer special cost advantages. So it will be important to remain in

close physical proximity to the engineering centers of their major customers, as well as to

scientific research institutes in Europe.

Opportunities and risks

Megatrends present a challenge for their innovative strength, while at the same time

offering a wealth of opportunities. Environmental protection, globalization, and dwindling

resources all open up opportunities for profitable growth worldwide. When it comes to

climate protection, they can score points with their technical expertise and generate real

added value for customers through their products.

Having said that, the emerging markets – particularly in Asia – are a source of

increasing competitive pressure, and are not alone feeling the crunch in established markets.

Demographic changes confront the HR management with new challenges. They are faced

with the task of encouraging a sufficient number of young people to take an interest in



technical or scientific jobs, of attracting this upcoming talent to the company, and of ensuring

that associates of all ages have access to ongoing training programs.

HUMAN RESOURCE DEPARTMENT, Bosch Bangalore

Building Human Relationships

“We value our people”

AN OVERVIEW

Human Resource Management is a philosophy of People Management based on the

belief that Human Resources are uniquely important to sustained business success. An

organization gains competitive advantage by using its people effectively, drawing on their

expertise and ingenuity to meet clearly defined objective. HRM aims at recruiting capable,

flexible and committed people, managing and rewarding their performance and developing

key competencies.

HRM is concerned with the effective and efficient use of the organization’s Human

Resources. Any organization needs human resources to run their operations. Hence, they

need to attract and hire the best employees possible. One of the functions of Human Resource

Management Department is to attract potential employees. Having attracted potential

employees, they need to be able to choose the best of these applicants. After having hired

employees, they need to train them if they are to function effectively. Furthermore, to ensure

that the employees continue to function effectively, they need to be motivated with a good

compensation.

HR MISSION OF Bosch, Bangalore

To develop a talent pool with the competence to take the challenges of the present

and future.

To facilitate improvements in quality and quantity of individual and provide a

congenial work environment.



STRATEGIC OBJECTIVES OF HR DEPARTMENT

To shift from a supply side role to a pro-active role.

To align all HRM activities towards cost containment and Performance

Management across the organization

Priorities

1. Consolidate competency of HRM personnel

2. Improve HRM perspective of the business and the different functions by building closer

rapport with other functions

3. Improve constancy support on "Human Issues" in department organisation building

4. Develop achievement oriented culture

HR-PLAN:

Hr PLAN -- FOCUS

COMMUNICATION

MICO/HRM page on Intranet

MIS on HRM activities

Meeting new employees

Exit surveys

Induction/ Retirees manual


SELF AUDIT: This is where we are today

HR Initiatives

OBJECTIVES: This is where we want to be


KNOWLEDGE MANAGEMENT

Improve co-ordination with user departments in identification of development needs.

Follow-up of Training inputs

Training Effectiveness

Application of inputs at work place

Greater focus on younger age profile

ORGANISATIONAL DEVELOPMENT

Develop information bank for advertising on design of department structures for

maximum effectiveness

Study on employees satisfaction

Benchmarking studies on HR policies/practices

MANPOWER INVENTORY

Career plan for high potential

Succession plan

Quality improvement in selection/recruitment

Introduce mentoring culture

Train Group 7 Promotes

Developing system for building high performance

TRAINING AND DEVELOPMENT

Attitude and in-house faculty development

Improve functional knowledge, job related skills/perspective development

Inter-cultural training.

Out bound exercises to develop team spirit

Share information and experiences



PERFORMANCE MANAGEMENT

Install system to enable objection goal setting

Develop reward systems to distinguish high performers

Development of junior associates as an important objective

Develop systems for correction/separation of poor performers

EMPLOYEE POTENTIAL DEVELOPMENT

Focus on "Development Discussion" component of PRED

Potential development to take higher responsibilities

Promote greater cross-functional mobility(Job Rotation)



HR INITIATIVES

Training and Development.

PRED(Performance Review &Employee Development Discussion)

FOERDERKREIS

E – HR

International Assignments

Job Rotations

Employees Satisfaction.

HR FUNCTIONS AT BOSCH, BANGLAORE

HRM

Corporate HR Administration of M&SS

Corporate HR Administration of M&SS

Management development & Training

Compensation & Benefits

Career Plan, Succession Plan, Job Rotation

Human Resource Information System

Selection and Recruitment

HR Policies and Procedures

HR administration of MA

HRM -1

Training & Development programmes

Training & Development programmes

Training database on HRIS from PRED inputs

Internal / External Training Audits

Management development Center

Education Expenses, Subscription to Professional Institutions, Project Trainees,

Magazine Subscription



HRM -2

Compensation & Benefits Administration

HR Policies and procedures, HRIS

Deputation to RB(MA) , Company Loans

Career Plan , Job Rotation , Succession Plan

CGT Scheme

HRM -3

Selection & Recruitment, up gradations

MT/TGT/ET Schèmes administration

HRM -11

Co-ordination with faculty and participants

Internal / External Correspondence, Maintenance of training records , Project Trainees

HRM -12

Administration & Upkeep of Seminar Hall , Resources for Programmes

HRM -21

Annual Compensation review, HRIS

Compensation & Benefits Administration

Salary Fitments

Career Plan, Job Rotation, Succession Plan

HR page on Intranet

HR reports / studies (Employee Satisfaction Surveys etc.)

CGT Scheme administration

HRM – 22

Deputation to RB and return (MA), Assistance to MA, International Summer Trainees

, Club Membership

Assistance in Compensation & Benefits Administration

Company Housing , Transit Houses

Organization Charts / Circulars, WOM Co-ordinator

Service Certificates, Retirements



HRM -23

Appointment Letters , Trial confirmations, Trainees Absorption, HRIS Updating,

Payroll Input, Joining/Separation/Clearance formalities

Nominations to Gratuity / Super annuation Fund / Accident Benefits, Hospitalization

Insurance/ Medical Expenses Reimbursement coverage

HRM -24

Company Loans , Housing Loan Interest Subsidy

Medical benefits to retired employees

HRM -31

Selection & Recruitment, Placement, Up gradation, Trial placement , transfers,

Induction – L Range

MT administration

HRM -32

Selection & Recruitment, Placement, Up gradation, Trial placement , transfers,

Induction – LF and LK Ranges

TGT/ET/Other trainees administration

Documentation / Statistics / Reports



HR POLICIES IN BOSCH:

MEDICAL

Annual Master Health Check-up

Hospitalization Insurance

Manipal Hospital Scheme

Medical Reimbursement Scheme

HOUSE RELATED

Furniture Guidelines

Refundable House Deposit

Minor / Assets Maintenance

EDUCATIONAL

Educational Reimbursement Scheme

Policy on German Language Course

Policy on External Training for MICO M&SS Employees

Membership to Professional Institutions

Policy on Business Magazine Subscription

LOANS

Consumer Durable Loan Guidelines

Housing Loan Guidelines

Vehicle Loan Guidelines

OTHER BENEFITS

Telephone Guidelines

Holiday Homes

Timeshare Holidays

Vehicle Expense Reimbursement

Death Relief Scheme

MISCELLANEOUS



Rules & Regulations of Service & Conduct

PRED

Leave Rules

Transfer Rules

Reimbursement of Conveyance Expenses

THE MOST IMPORTANT HR SUB-SYSTEMS ARE

Organizational Planning and Development :

The process of planning and developing an appropriate organizational structure which

will ensure effective work performance, fruitful interpersonal relations and formation of

homogeneous, cohesive and interacting informal groups.

Staffing:

Process of obtaining and maintaining capable and competent personnel to fill all

positions in the organization. This includes manpower planning, recruitment, selection,

placement, induction and orientation, transfer, promotion and separation.

Training and Executive Development:

Process of training and developing employees so as to develop their full potential for

optimum efficiency in effective job performance.

Motivation:

Process of motivating employees so as to secure their integration with the

organization and attain the optimum level of efficiency and effectiveness towards the

achievement of organizational goals.

Wage and Salary Administration:

Process of compensating employees adequately, equitably and fairly. It is concerned

with the process of compensation directed towards remunerating employees for services



rendered and motivating them to achieve the desired levels of performance. This includes, job

evaluation, wage and salary programmes, incentive compensation, performance appraisal.

Employee Services:

Process of maintaining a healthy and effective human organization. These services

include safety, employee counseling, medical services, recreation, canteen and other welfare

programmes apart from leave, provident fund, pension and gratuity programmes.

Employee Records:

In employee records complete and up to date information is maintained about

employees, so that these records may be utilized, if need be, at the time of making transfers /

promotions, giving merit pay, or sanctioning leave and at the time of termination of service.

Such records include information relating to personal qualifications, special interests,

aptitudes, results of tests and interviews, job performance, leave promotions, rewards and

penalties.

Personnel Research and Personnel Audit:

Process of evaluating the effectiveness of personnel programmes policies and

procedures and developing more appropriate ones. Data relating to quality , wages,

productivity, grievances , absenteeism, labor turnover, strikes, lock-outs, accidents etc. are

collected and supplied to the top management so that it may review , alter or improve existing

personnel policies, programmes and procedures. Morale and attitude surveys are conducted

periodically to evaluate employee’s perception of the HR practices in their organization.

Labour Relations:

This means maintenance of healthy and peaceful labour management relations so that

production / wok may go on undisturbed.

1. Grievance handling policy and procedures are developed, after finding the nature and

causes of grievances.

2. Rules and regulations are framed for the maintenance of discipline in the organization.

3. Efforts are made to observe and comply with the labour laws of the country.



BOSCH is known for its excellence in training and employee development having

structured training programmes for all levels of the employees. Several internal and external

training programmes aimed at development of leadership skills, improvement of managerial

effectiveness, innovative and lateral thinking for problem solving, development of customer-

centric culture etc., were conducted to enhance the performance of employees. The company

also received an award for excellence in Human Resource Practices from the HRD Congress

of India, held in January 2002.

The primary objective of BOSCH remains the same as the one Robert Bosch had

envisioned: “To build an organization engaged in worthwhile activities and one which

ensures its employees a good work culture.” The Human Resource of BOSCH is the

backbone of the Company and has contributed to achieve the historical success. The key

developments of Human Resource and a wonderful work culture have created a value added

potential and competitive advantage to this firm.

One of the key sources of inspiration is the planned training programmes and the

caring nature of highly skilled trainers. The training is also unique because of the multi-

directional approach. BOSCH is an highly diversified Manufacturing Company having more

than 10,000 employees.

Under BOSCH INCENTIVE SCHEME, employees boost production and their pay

packets. The SUGGESTION SCHEME seeks to channelize innovative thinking, making it

beneficial to the Company and rewarding to the employees. APPLICATION OF TIME

MEASUREMENT METHODS and the wide use of special purpose machines have greatly

contributed to the enhanced productivity.

The CONTINUOUS IMPROVEMENT PROCESS (CIP) is participation of

employees at all levels has also been introduced at BOSCH This is a thorough action process,

which always questions the present system, processes and behavioral systems in all fields, at

all, levels and improves them. It is a time bound action plan that ensures effective

implementation. This helps in identifying flaws in working methods, and helps to bridge the

gap between ideal work methods and present methods. Customer orientation and satisfaction



stays at the core of CIP. This is achieved through improvements in Quality, Cost and

Delivery. CIP has no end.

The goal of CIP is to

Initiate small improvements in daily activities.

Involve all employees.

improve continuously Quality, Cost and Delivery

LERNSTATT activities are organized by the moderators to make the group aware of

the requirements. The activities are not limited to one level in the hierarchy. It is planned to

be propagated to all levels in the organization. This is to tie up communication and improve

teamwork at all levels.

Continuous training through Regular workshops and Seminars helps employees at

BOSCH to upgrade their skills and widen their professional outlook.



AWARDS:

2009:

April 15, 2009: DHL - CNBC TV18 International Trade Award

Bosch won this honor in the category of auto component industry, for doing

extremely well in exports through its low-cost solutions. The award recognizes the

company’s commitment and innovations that address the needs of the Indian market,

and keep Brand India alive.

Feb. 20, 2009: NDTV Car & Bike Award – ‘Auto component manufacturer of

the year 2009’

Bosch was chosen as the best in the auto component industry of India for the year

2009. These awards are considered as benchmarks for auto excellence in India and

widely trusted by consumers, manufacturers and auto experts alike. The award

recognizes the best in the automobile industry of India.

Jan. 7, 2009: UTVi Autocar Award

Bosch and Mahindra & Mahindra won the ‘Best Innovation of the Year’ UTVi

Autocar Award. The award recognizes Bosch innovation start/stop system which

contributes to fuel efficiency at a very reasonable cost. The Mahindra Bolero Micro

Hybrid is the first vehicle in India to integrate this technology in their new car.

2008:

June 21, 2008: Business Standard Award ‘Star MNC of the year’

Bosch was noted for its cutting edge technologies, especially for designing and

delivering low cost high quality fuel injection system and for pioneering the common

rail system in India.

Jan. 10, 2008: NDTV Car & Bike Award - 'Car Technology of the year'

Bosch not only setup the common rail injector and pump manufacturing projects in



record time, but also pioneered the new application of Common Rail in low cost car

segment. This is a revolutionary leap achieved by Bosch in India, which is the pioneer

of Common Rail technology in the rest of the world as well.

2007:

Jan, 12, 2007: NDTV Profit Car & Bike Award 2007 – ‘Automotive Technology

of the year'

Audited by PricewaterhouseCoopers, these awards honored the best in the Indian

automotive industry for their handiwork in calendar year 2006. Bosch was presented

with the award for its application of ABS / ESP technology.

Jan. 4, 2007: CNBC-TV18 Autocar Auto Award – ‘Auto Component

manufacturer of the year’

Bosch Limited was chosen for the mark that it has made both in the domestic and

international markets with its superior technology and products. These awards seek to

reward exemplary performance in the industry in 2006 based on a comprehensive set

of attributes including design, technology, value, product experience and so on. The

selection process truly reflects the choices and sentiments of all stakeholders and

justifies their stature as benchmarks in auto excellence.

2006:

Aug. 17, 2006: Dun & Bradstreet American Express Corporate Award - ‘Top

Indian company in the Auto Components sector’

The award recognizes the twin virtues of size and growth in the organizations of

corporate India, from a derived list of top 500 companies in the country. Bosch

Limited was selected as the best amongst the top 10 auto component manufacturers in

India.



Aug. 10, 2006: EEPC Award – ‘Star Performer for outstanding export

performance’

The Engineering Export Promotion Council (EEPC) conferred the 'Star Performer' for

outstanding export performance in the large enterprises category on Bosch Ltd, which

garnered a total export figure of Rs 423 crores in 2005, almost twice as high as Rs 193

crores in 2001.

Jan. 12, 2006: NDTV Profit Car India Award – ‘Safety & Technology Award’

Bosch was presented with this award for its pioneering work on the new age direct

injection diesel fueling systems, with notable emphasis in the range of common rail

diesels. Also taken into account was the persistent focus on unit injector systems

which are entering the scene in the high profile high aspiration D-segment cars. The

jury considered not just the technology but its bearing on safety, and the benefits it

brought to automotive users as well as the potential it has for India.

2005:

Jan. 8, 2005: Overdrive–Auto Monitor Award – ‘Auto component manufacturer

of the year’

Recognized for innovations in technology and the scale and size of manufacturing

capabilities, the award also commemorated the customer satisfaction earned by Bosch

over the years, performance, quality and diverse range of products.

This Annual Award is the “Oscar” for the automobile industry in India and recognizes

the “best” in the industry in association with reputed industry bodies like CII, SIAM

& ACMA.



2.6 Corporate functions:

Corporate Sectors:

1. CI -------------Information systems and services.

2. CP-------------Purchasing and Logistics.

3. CR-------------Research and advance engineering.

Corporate Departments:

1. External affairs, Government and political relations.

2. Automotive systems integration

3. Accounting and Organization

4. Internal auditing

5. Corporate affairs and planning

6. Corporate and marketing communication brand management.

7. Controlling, Planning and Mergers & Acquition.

8. Corporate strategy

9. Technology coordination

10. Finance and financial statements

11. Associate and organization development

12. Human resource management

13. Human resource policy(German only)

14. Human resource senior executive.

15. Insurance

16. Intellectual property

17. Information security and privacy.

18. Legal service

19. Manufacturing co-ordination, production system development and investment

planning

20. Corporate marketing and sales

21. Health, safety & fire, and environmental protection.



22. Quality management

23. Real estate and facilities

24. Restructuring projects

25. Taxes and Customs duties.



PLANT LOCATION:-

BANGALORE, KARNATAKA

Products Manufactured: - Multi and single cylinder fuel injection pumps, common rail

pumps, elements, delivery valves and components for the VE pumps

NASHIK, MAHARASHTRA

Products Manufactured: - Classical and euro series of nozzles and injectors, common

rail injectors

NAGANATHAPURA, KARNATAKA

Products Manufactured: - Starters and alternators for commercial vehicles, spark

plugs, glow plugs, engine cooling fan module, regulators, single cylinder pumps, few

gasoline products

JAIPUR, RAJESTHAN

Products Manufactured: - VE (mechanical) pumps for domestic market and export

purchases

VERNA, GOA

Products Manufactured:- Packaging machines



FACILITIES AVAILABLE TO EMPLOYEES :-

BOSCH LIBRARY :-

1) BOSCH general library

2) BOSCH technical library

BOSCH SPORTS CLUB STARTED IN 1956 : -

1) Provides recreation to employees and their family members

2) Promote and encourage sports man spirit

PRED: - Performance Review and Employee Development

It is an annual feature of BOSCH where in employee’s Performance is evaluated

CANTEEN : -

Technical Director, Mr. E. LANG, started BOSCH canteen in 1959. The canteen in

Bangalore is a show piece of the factory and one of the best equipped in the country and it

can accommodate 1200 persons at a time. An advisory committee on which the employees

have an equal representation with the nominee from the management guides the working of

the canteen.

MEDICAL : -

Medical center works round the clock and also provide a 24 hours ambulance service.

Most of the medicines are dispensed here. The medical also liaisons with important hospitals,

labs and senior medical consultants in the city.



Chapter 3

3.1 CHANGE MANAGEMENT:

Meaning:

Definition of Change

In a very general sense, change can be defined as, to make or become different or

begin to have a different form. For example, post war recovery of Japan to its present state is

significant.

In other sense change also means dissatisfaction with the old and belief in the new.

Dissatisfaction can arise out of the perceived deficiency in an existing system.

Deficiency is also the ability of system to respond to environmental pressures and

technological impacts.

Defining Change Management:

In a very simple term Change Management can be defined as the process, tool and

techniques to manage the people-side of change process, to achieve the required outcomes,

and to realize the change effectively within the individual change agent, the inner term, and

wider system.

Change management is a systematic approach to dealing with change, both from the

perspective of an organization and on the individual level. A somewhat ambiguous term,

change management has at least three different aspects, including: adapting to change,

controlling change, and effecting change. A proactive approach to dealing with change is at

the core of all three aspects. For an organization, change management means defining and

implementing procedures and/or technologies to deal with changes in the business

environment and to profit from changing opportunities.

Successful adaptation to change is as crucial within an organization as it is in the

natural world. Just like plants and animals, organizations and the individuals in them

inevitably encounter changing conditions that they are powerless to control. The more

effectively you deal with change, the more likely you are to thrive. Adaptation might involve

establishing a structured methodology for responding to changes in the business environment



(such as a fluctuation in the economy, or a threat from a competitor) or establishing coping

mechanisms for responding to changes in the workplace (such as new policies, or

technologies).

Terry Paulson, the author of Paulson on Change, quotes an uncle's advice: "It's easiest to ride

a horse in the direction it is going." In other words, don't struggle against change; learn to use

it to your advantage.

Managing Change

It is not easy to manage change. To survive and eventually to prosper, an organisation

must monitor is external environment and align itself with changes that occur or tend to

occur. Sometimes change could be so rapid that there is no time to adjust before more change

takes place.

Change management principles

1. At all times involve and agree support from people within system (system =

environment, processes, culture, relationships, behaviors, etc., whether personal or

organizational).

2. Understand where you/the organization is at the moment.

3. Understand where you want to be, when, why, and what the measures will be for

having got there.

4. Plan development towards above No.3 in appropriate achievable measurable stages.

5. Communicate, involve, enable and facilitate involvement from people, as early and

openly and as fully as is possible.

John P Kotter's 'eight steps to successful change'

1. Increase urgency - inspire people to move, make objectives real and relevant.

2. Build the guiding team - get the right people in place with the right emotional

commitment, and the right mix of skills and levels.

3. Get the vision right - get the team to establish a simple vision and strategy, focus on

emotional and creative aspects necessary to drive service and efficiency.



4. Communicate for buy-in - Involve as many people as possible, communicate the

essentials, simply, and to appeal and respond to people's needs. De-clutter

communications - make technology work for you rather than against.

5. Empowers action - Remove obstacles, enable constructive feedback and lots of

support from leaders - reward and recognize progress and achievements.

6. Create short-term wins - Set aims that are easy to achieve - in bite-size chunks.

Manageable numbers of initiatives. Finish current stages before starting new ones.

7. Don't let up - Foster and encourage determination and persistence - ongoing change -

encourage ongoing progress reporting - highlight achieved and future milestones.

8. Make change stick - Reinforce the value of successful change via recruitment,

promotion, and new change leaders. Weave change into culture.

Types of Change:

1. Happened Changes:

This is rather unpredictable and that takes place naturally due to external

factors. It is profound and traumatic for it is out of direct control and produces a

future state that I largely unknown. This type of change occurs when an organisation

reaches a plateau in its life-cycle and falls prey to unwieldy demand from the

environment.

2. Reactive Change:

Changes that are clearly in response to an event or series of events are termed

reactive. Generally, most companies are engaged in reactive, often incremental

change. These changes are attempted when demand for a company’s product/service

registers an increase or decrease, or a problem/crises occurs or develops

3. Anticipatory Change:

Change carried out in expectation of an event or series of events is called

anticipatory change. Organisations in terms of their anticipation, may tune-in reorient

themselves to future demands. Tuning in would involve making incremental changes

in anticipation of external events. Reorientation involves changing the organisation

from the existing state towards a designed future state, and managing the transition

process.



4. Planned Changes:

Planned change or developmental change is undertaken to improve upon

current way of operating. It is a calculated change, initiated to achieve a desirable

output/performance and make the organisation more responsive to internal and

external demands. This type of change, where the future state is being consciously

chosen, is not a s threatening. However, it does require system / subsystem level

support to survive.

5. Incremental Change:

Changes directed at the micro level and focused on units/subunits/composed

within an organisation are termed incremental changes. Changes are brought in

generally and are usually adaptive in nature. It provides the organisation an

opportunity to learn from its own experiences. A failed incremental change will cause

less damage to total system then an unsuccessful large scale change.

6. Operational Change:

This is necessitated when an organisations goals remaining the same, intended

to change focuses on how to improve existing operations to perform better.

Operational changes include bringing in new technology, reengineering the work

processes, quality management, better distribution and delivery of products, and

enhancing interdepartmental coordination.

7. Strategic Change:

Change that is addressed to the organisation as a whole or to most of the

organisations components, including strategy, may be called strategic change. An

example could be a change in the organisations management style by reducing the

organisations hierarchical level which makes the organisation, leaner, flexible,

decentralised and which allows itself a considerable degree of autonomy.



8. Directional change:

A change in direction may become imperative for organisation due to severe

competition or regulatory shifts in government policy and control. Directional change

is also critical when the organisation is developing a new strategy or incapable of

executing effectively its current strategy.

9. Fundamental Change:

This entails a redefinition of the current purpose of mission of the

organisation. It may be necessitated by drastic changes in the business environment,

the failure of the current corporate leadership, problems with the employee morale, or

a low turnover.

10. Total Change:

For total change, the organisation is constrained to denvelop a new vision and

a strong link between its stratergy , employees and business performance. The

organisation has to achieve a turnaround or perish. The total change is necessary to

extricate the organisation from the rot and a new vision and drastic surgery could be

the only way out for the organisation to do so

11. Transformational Change:

Such a change involves the entire or a greater part of the organisation. It could

be the change in the shape, structure or nature of the organisation. Organisational

change takes time to occur and will not happen unless people are comfortable in the

current state and think and feel change is a must.

12. Revolutionary Change:

Abrupt change in organisational strategy and design represents revolutionary

change. Such change comprises 3Es:

Envisioning: Is to articulate a clear and credible vision and a new strategy to realize the

vision.

Energising: It is mobilizing the employees, individually and collectively as well as

demonstrating and inculcating the excitement for change.

Enabling: It is to provide the necessary resources, support structures and processes.



3.2 Manual Recruitment and Selection:

The recruitment and selection is the major function of the human resource department

and recruitment process is the first step towards creating the competitive strength and the

strategic advantage for the organizations. Recruitment process involves a systematic

procedure from sourcing the candidates to arranging and conducting the interviews and

requires many resources and time. The elements in recruitment process are as follows:

Post to be filled

Number of persons required

Duties to be performed

Qualifications required

Preparing the job description and person specification

Locating and developing the sources of required number and type of

employees(Advertising etc)

Short-listing and identifying the prospective employee with required characteristics.

Arranging interviews with the selected candidate.

Conducting the interview and decision making.

Recruitment Process:

Identify vacancy

Prepare job description and person specification

Advertising the vacancy

Short-listing

Arrange interviews



Conducting interviews and decision making.

The recruitment process is immediately followed by the selection process i.e. the final

interviews and the decision making, conveying the decision and the appointment formalities.

Purpose & Importance of Recruitment:

Attract and encourage more and more candidates to apply in the organization.

Create a talent pool of candidate to enable the selection of best candidate for the

organization.

Determine present and future requirements of the organizations in conjunction with its

personal planning and job analysis activities.

Recruitment is the process which links the employers with the employees.

Increase the pool of job candidate at minimum cost.

Help increase the success rate of selection process by decreasing number of visibly

under qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and selected will leave

the organization only after a short period of time.

Meet the organizations legal and social obligations regarding composition of its

workforce.

Begin identifying and preparing potential job applicants who will be appropriate

candidates.

Increase organization and individual effectiveness of various recruiting techniques

and sources for all type of job applicants.

Sources of Recruitment:

Every organization has the option of choosing the candidates for its recruitment

processes from two kinds of sources: internal and external sources. The sources within the

organization itself (like transfer of employees from one department to other, promotions) to

fill a position are known as the internal sources of recruitment. Recruitment candidates from



all the other sources (like outsourcing agencies etc.) are known as the external sources of

recruitment.

Internal Sources:

Transfer

Promotions

Upgrading

Demotions

Retired employees

Retrenched employees

Dependents and relatives of deceased employees.

External Sources:

Press advertisements

Educational institutes

Employment exchanges

Placement agencies/outsourcing

Labour contractors

Unsolicited applicants

Employee referrals

Recruitment at factory gate

Factors affecting recruitment process:

The recruitment function of the organizations is affected and governed by a mix of

various internal and external forces. The internal forces or factors are the factors that can be

controlled by the organization. And the external factors are those factors which cannot be

controlled by the organization. The internal and external forces affecting recruitment function

of an organization are



Factor effecting recruiting

About E-recruitment:

The buzzword and the latest trends in recruitment is the “E-Recruitment”. Also

known as “Online recruitment”, it is the use of technology or the web based tools to assist the

recruitment process. The tool can be either a job website like naukri.com, the organizations’

corporate web site or its own intranet. Many big and small organizations are using Internet as

a source of recruitment. They advertise job vacancies through worldwide web. The job

seekers send their applications or curriculum vitae (CV) through an e-mail using the Internet.

Alternatively job seekers place their CV’s in worldwide web, which can be drawn by

prospective employees depending upon their requirements.

The two kinds of e- recruitment that an organization can use is –



Job portals: i.e. posting the position with the job description and the job specification

on the job portal and also searching for the suitable resumes posted on the site

corresponding to the opening in the organization. Creating a complete online

recruitment/application section in the companies own website. - Companies have

added an application system to its website, where the ‘passive’ job seekers can submit

their resumes into the database of the organization for consideration in future, as and

when the roles become available.

Resume Scanners: Resume scanner is one major benefit provided by the job portals to

the organizations. It enables the employees to screen and filter the resumes through

pre-defined criteria’s and requirements of the job

Job sites provide a 24*7 access to the database of the resumes to the employees facilitating

the just-in-time hiring by the organizations. Also, the jobs can be posted on the site almost

immediately and is also cheaper than advertising in the employment newspapers. Sometimes

companies can get valuable references through the “passers-by” applicants. Online

recruitment helps the organizations to automate the recruitment process, save their time and

costs on recruitments.

Online recruitment technique:

Giving a detailed job description and job specifications in the job postings to attract

candidates with the right skill sets and qualifications at the first stage.

E-recruitment should be incorporated into the overall recruitment strategy of the

organization.

A well defined and structured applicant tracking system should be integrated and the

system should have a back-end support.

Along with the back-office support a comprehensive website to receive and process

job applications (through direct or online advertising) should be developed.



Therefore, to conclude, it can be said that e-recruitment is the “Evolving face of

recruitment.”

Advantages of E-recruitment process:

There are many benefits – both to the employers and the job seekers but the e-recruitment is

not free from a few shortcomings. Some of the advantages and the disadvantages of e-

recruitment.

Advantages of E-Recruitment are:

Lower costs to the organization. Also, posting jobs online is cheaper than advertising

in the newspapers.

No intermediaries.

Reduction in the time for recruitment (over 65 percent of the hiring time).

Facilitates the recruitment of right type of people with the required skills.

Improved efficiency of recruitment process.

Gives a 24*7 access to an online collection of resumes.

Online recruitment helps the organizations to weed out the unqualified candidates in

an automated way.

Recruitment websites also provide valuable data and information regarding the

compensation offered by the competitors etc. which helps the HR managers to take

various HR decisions like promotions, salary trends in industry.

Disadvantages:

Apart from the various benefits, e-recruitment has its own share of shortcomings and

disadvantages. Some of them are:



Screening and checking the skill mapping and authenticity of million of resumes

is a problem and time consuming exercise for organizations.

There is low Internet penetration and no access and lack of awareness of internet

in many locations across India.

Organizations cannot be dependant solely and totally on the online recruitment

methods.

In India, the employers and the employees still prefer a face-to-face interaction

rather than sending e-mails.

3.4 About “Optimization Of Staffing Process”:

Due to the global challenges in recruiting (“war for talent”) within the next years

Bosch decided to start a BHS project (SP 10) to optimize the staffing process. Result of the

project “Optimization Staffing Process” (OSP) will be the definition of a global standard

process and the realization of a global Standard-System on the basis of SAP eRecruiting 6.0.

Benefits of the system are a global candidate pool to broaden candidate sources, an attractive

career portal and a state-of-the-art System. The system will improve the process efficiency,

the volume handling and the management reporting. BHS Steering Committee decided on

April 30,2008 that the implementation of the system is obligatory to maintain

competitiveness in recruiting.

Consequences / Rollout Projects

The responsibility for the implementation is given to the countries, because of the

specific local requirements within the different local markets. It is intended to implement the

system in 32 countries. Due to technical complexity (rated by experts), countries are

classified into 3 groups: high, medium and low complexity. This will influence the number

and duration of the Rollout projects per year. The following countries are considered for the

first Rollout projects in 2009: India (Pilot), China, Germany and Benelux. For 2010 it is

planned to start the Rollout projects in USA/Canada/Mexico, Czech Republic, Turkey and

Japan. According to the first rollout experience and the available capacities the planning for

the next years will be revised and provided for the business planning 2010 in II/2009. Parallel



activities in the area of eRecruiting tools need a special approval by C/HMS4 according to

“HR Central Directive Information Technology in HR Units”.

Goals of OSP:

Support recruiting activities with a global standard system

Build global available pool of candidates (internal and external).

Build global internal and external job market.

Reduce administrative efforts.

Improve effectiveness of processes by increasing hiring speed.

Increase customer satisfaction with HR staffing services.

Transparent and consistent recruiting-process.

Definition and realization of one global harmonized system framework

taking local needs into consideration

Benefits:

Improved process efficiency.

Recruiters can reach candidates faster.

Immediate feedback.

Increase hiring speed & efficiency.

Process flow will be faster than today.

Decrease costs for advertisement of vacancies.

Higher satisfaction of line manager.

It supports flexible communication templates

Filling a position will be realized in an efficient and cost-effective way



IT solution supporting the proper flow of information between candidates,

recruiters and department.




Requisition & Posting

Create & approve vacancy

Publish vacancy

Receiving applications

Hiring & Transfer

Decide & make offer

Selection

Applicant Pool

Pre-Select & generate short list

Submit application (external)

Recruiter activities

Submit application(internal)

Pre-Selection Selection Hiring & Transfer

Candidate community

Candidate

activities

-

The process is standardized and transparent


Chapter 4

Design of the Study:

Title of study: Change Management & Optimization of Staffing Process

4.1 Scope of the Study:

One of the biggest challenge faced by the company throughout the world (Pilot Project)

through OSP, and to implement this effectively and efficiently and to know the employees

view towards this change and how effective it would be then the manual recruitment process.

4.2 Statement of Problem:

In this competitive era, Bosch wanted to come up with a new method of recruiting

and selection, were in they could pool the candidates globally, so they have come up

with a new pilot project called OSP “Optimization of Staffing Process” and they

wanted to know employees attitudes to this change.

4.3 Objectives of the study:

1. To study the organization and its functions

2. To understand the type of change occurred Bosch.

3. To know how employees response over local recruitment process over global

process.

4. To understand the automation process and its benefits.

5. To know recruiters attitude towards the change management.

6. To suggest the measures for the same

4.4 Sampling Plan:

Sampling frame: HR department employees involved into recruitment activities.

Sample size : 26 respondents



Data collection method:

The study required data to be collected from both primary and secondary

sources. A survey was undertaken with the help of questionnaire to collect primary data and

interaction was done with HR department.

Secondary data was collected from company manuals to strengthen the findings

of primary data and gain a better understanding. The data collected was then

compiled, tabulated, analyzed and will be represented in the form of graphs.

LIMITATION

As far as my observations goes few respondents were hesitate to give appropriate

reasons

There was time constraint to conduct a survey at BOSCH



Chapter V: Data analysis and Interpretation.

1) Automation of recruitment and selection makes work simpler than before.

Table No. 5.1

S. No Option Response Percentages

1 Strongly agree 16 62%

2 Agree 10 38%

3 Disagree 0 0%

4 Strongly Disagree 0 0%

Total 26 100

Graph 5.1

The data presented in table 5.1 and graph 5.1 indicates the response from the employees in

the HR department who are into recruitment and selection process. The respondents strongly

agree at 62% and agree at 38%. The overall analysis shows that respondents are in favour of

automatic recruitment and selection in the organization.



2) Online recruitment process sufficient in getting the right candidate

Table No. 5.2



2 Agree 20 77%

3 Disagree 6 23%

4 Strongly disagree 0 0%

Total 26 100%

Graph 5.2


the HR department who are into recruitment and selection process. The respondents agree at

77% and disagree at 23%. The overall analysis shows that 77% respondents say that there are

chances of getting right candidate.



3) Online recruitment system capable enough, to handle recruitment needs of high

number of candidates.

Table No.5.3


1 Very high Extent 6 23%

2 High Extent 16 62%

3 Moderate extent 4 15%

4 Low Extent 0 0%

Total 26 100%



to a very high extent at 23%, agree to high extent at 62% and agree to moderate extent at15%.

The overall analysis shows that 62% respondents agree to high extent say that online

recruitment system capable enough, to handle recruitment needs of high number of

candidates.


Graph -5.3


4) Online recruitment and selection gives organization a competitive edge.

Table No. 5.4



2 Agree 14 54%

3 Disagree 2 8%


Total 26 100%



agree at 38%, agree at 54% and disagree at 8%. The overall analysis shows that 54%

respondents say that online recruitment and selection gives organization a competitive edge.


Graph -5.4


5) Automation of recruitment process as cost effective

Table No.5.5





4 Low Extent 0 0%

Total 26 100%



to a very high extent at 7%, agree to high extent at 77% and agree to moderate extent at16%.

The overall analysis shows that 77% respondents agree to high extent automation of

recruitment process as cost effective.


Graph -5.5


6) Need to streamline the sourcing of resumes through an automated system for better

tracking in database.

Table No. 5.6





4 Low Extent 0 0%

Total 26 100%



to a very high extent at 46%, agree to high extent at 54%.The overall analysis shows that


Graph -5.6


54% respondents agree to high extent that there is need to streamline the sourcing of resumes

through an automated system for better tracking in database.

7) Online recruitment simplifies scheduling of candidates for interviews.

Table No. 5.7



2 Agree 20 77%

3 Disagree 0 0%


Total 26 100%




Graph -5.7


agree at 23%, and agree at 77% .The overall analysis shows that 77% respondents agree

online recruitment simplifies scheduling of candidates for interviews.

8) Online recruitment and selection process enhances the quality of hires.

Table No. 5.8





4 Low Extent 0 0%

Total 26 100%




Graph 5.8


to a very high extent at 8%, agree to high extent at 54% and agree to moderate extent at

38%.The overall analysis shows that 54% respondents agree to high extent online recruitment

and selection process enhances the quality of hires.

9) Recruitment data standardized and easily accessible due to automation.

Table No.5.9



2 Agree 16 62%

3 Disagree 2 8%


Total 26 100%


Graph -5.9




agree at 31%, agree at 61% and disagree at 8% .The overall analysis shows that 61%

respondents agree that recruitment data standardized and easily accessible due to automation

10) Automation in the recruitment data updating process

Table No. 5.10





4 Low Extent 0 0%

Total 26 100%


Graph 5.10





23%.The overall analysis shows that 54% respondents agree to high extent that automation in

the recruitment data makes updating easier.

11) Need to link the recruitment and induction process.

Table No.5.11



2 High Extent 6 23%


4 Low Extent 0 0%

Total 26 100%


Graph -5.11





38%.The overall analysis shows that 39% respondents agree to very high extent that there is

need to link the recruitment and induction process.

12) Rating the global system over the local recruiting system.

Table No. 5.12


1 Very good 4 15%

2 Good 14 54%

3 Satisfactory 6 23%

4 less Satisfacrory 2 8%

Total 26 100%

Interpretation:


Graph -5.12



the HR department who are into recruitment and selection process. The respondents it is very

good at 15%, good at 54%, satisfactory at 23% and less satisfactory at 8%. The over all

analysis say that 54% say good for the global system over the local recruiting system



Chapter 6:

Need for change:

The degree of IT support in the entire recruitment process was lacking with no

standard process set.

Currently there is low level of system coverage in inspite of high effort in recruitment

and ongoing operations i.e. inability to share the information

There was no centralized applicant pool with pre-selected applications that can be

accessed across locations or where the applicant’s history can be stored for future

reference.

The company required worldwide process standardization and continuous

improvements compared to the present recruitment system

There was no pool of candidates globally.

High administrative effort and high amount of paper application.

It took more time and effort for recruiting



6.2 Findings:

By analysis it is clear that 62% people are in the favour of the automation in the

recruitment and selection process.

By analysis it is clear that 77% are in the favour that they would be sufficient in

getting the right candidate through automation in the recruitment.

By analysis it is clear that 62 % are in favour to high extent and 23% to very high

extent that online recruitment is capable to handle recruitment process to high extent.

By analysis it is clear that 54% are in favour and 8% are not in the favour to that

recruitment and selection process would give an organization a competitive edge.

By analysis it is clear that 77% are in favour to high extent and 16% to moderate

extent that automation process would be cost effective.

By analysis it is clear that 54% are in favour to high extent and 46% to very high

extent that automation helps in the easy tracking of the resumes through data base.

By analysis we can say that 77% are in the favour that online recruitment would

simplify the process of scheduling of candidates for interviews.

By analysis it is found that 54% are in favour to high extent and 38% to moderate

extent that automation would lead to enhance the quality of hires.

By analysis it is found that 62% strongly agree that automation would help in getting

standardized data and easily accessible.

By analysis it is found that 54% are favour to high extent and 23% to very high extent

and moderate extent that automation is helpful recruitment data updating process.

By analysis it is clear that 39% are in favour to very high extent and 23% to high

extent that there is a need to link the recruitment and selection process.

By analysis it is found that 53% say the over automation in the recruitment procress

holds good then the local system.

The type of change that was used is Planned Change.

6.3 Suggestions:



Before conducting the online test the candidate and the recruiter should have a pre

talk through a telecom.

They should streamline the resumes well to select the right candidate.

They have to reduce the involvement of consultants so that it would be cost effective.

The company should follow the same automation for recruitment and selection

process as it is clearly making the work simpler and it is also helping them to track

appropriate candidates for the job.

This automation will help the company in many aspects like screening of candidates,

cost effectiveness, better tracking of resumes, enhance the quality of hires and

simplify the process of scheduling of candidates for interviews become easier.

The final interview should be face to face interview.

Induction programme should be taken up separately after the selection process.

This automation would benefit the candidates in terms of cost as well as time.

6.4 Conclusion:

Organizational change is a complex process. There cannot be one specified solution to

managing change. A change technique that works in one organisation may or may not work

in another organisation. Organisations differ in many ways-in their work culture,

management and leadership styles, structure and design, resource, technology, work process

and techniques, employee and their expectations, The survey conducted helped in

understanding the actual situation prevailing in the organisation.

From the study we can say that Bosch Ltd, Bangalore is so far been effective in

implementing the change initiatives in the organisation and helping it to achieve its goals. The

study was more focused on understanding the change process and studying the skill sets

required for an individual to respond towards the change in the organization. After the study

it is clear that BOSCH is having a strong leadership towards change and need to develop

more on it.

Bibliography:

Books Referred:



1. Personnel and Human Resource Management: P.Subha Rao

2. Human Resource Management : Fisher, Schoenfeldt & Shaw

3. Managememt of Organizational Change: K. Harigopal

Websites Visited:

www.in.bosch.com.


BOSCH LTD

Education

Transcript of BOSCH LTD