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Ph.D.
(Management)
MANAGING THE STRESS OF TRANSFORMATIONAL CHANGE IN PUBLIC
SECTOR ENTERPRISES OF GUJARAT WITH SPECIAL REFERENCE TO
POWER SECTOR
Ph.D. Scholar : Sharma Nupur Yatindra
Research Supervisor : Dr. D. M. Pastonjee

Regi. No.: 11146031011
Abstract :
Purpose: Very few organizational / strategic review reports have been able to make the
crucial transition from paper to practice. The ‘knowing’ does not translate into ‘doing.’ If
we examine the knowing–doing gap by taking a behavioral perspective, we notice three
major psychological impediments that transformational experiments in government
organizations have failed to deal with which are: Excessive reliance on strength of
analysis and alter- natives and taking motivation for granted, Cognitive dissonance in the
face of large commitment and involvement, Inability to allocate leadership attention
consistently over a period of time. The changes in public sector enterprises are the
reaction of government to the wider social and economic changes and they are an
expression of developing ideas and ideologies.

For years until 2000, Gujarat Electricity Board (GEB) was a drag on the government’s
finances and on the state’s development, roundly hated by consumers and disliked by
farmers. Corruption, bureaucracy, sloth, losses, accumulated debt, political brinkmanship
- all combined to bring it on the verge of bankruptcy. A decade later, the same agency
metamorphosed into a model public utility, efficient, agile and profitable, winning global
awards for innovation and customer service. It also became the pump-primer of Gujarat’s
economic success - in industry, commerce and agriculture. Once considered to be a
power-deficit, Gujarat built up huge power surplus. The change initiative was a strategic
response to increasing competition, poor financial performance and a long term objective
to increase customer orientation
Design/Methodology/ Approach: The sample framework for this study was selected to
give representation to all levels of the organization and all the departments. Major three
departments, M.G.V.C.L, G.E.T.C.O and G.S.E.C. were targeted. Semi structured interviews
were considered to be the most effective way of gaining in-depth experiential information
on the changes. The interviews were conducted in conference rooms or employees cabin
in the government department. In the Semi structured interview format, the same key
questions were asked of each participant, but individuals were free to discuss in more
detail those issues that they considered particularly important. An open ended interview
methodology was used to explore how change can be stressful and how employees

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