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ed possible assembly in India

Tata Motors non-executive vice chairman Ravi Kant was quoted as saying: 'A lot of restructuring has happened at JLR but these are early days. We will continue with the cost reduction measures. (Press Meet, November 2010)

Tata Motors Group CEO and Managing Director Carl-Peter Forster said, 'We are focussing on reducing costs and selective hiring for JLR.'' (Hindu)

While sales of JLR, along with that of the Indian commercial vehicle segment significantly reduced in 2008-09 during the global meltdown, resulting in a consolidated loss for the company, all these segments registered an impressive recovery in 2009-10, an event that vindicated the sound fundamentals of the Company's longer-term strategies.

The revival of Jaguar Land Rover was significant in April 2010 with global unit sales of the two British brands growing 61 percent, compared with the same month the year before. (Automotive News Europe)

Source: Tata Motors Press Meet

The efforts bore fruit when Tata Motors Limited posted a more than 100-fold gain in profit for the second-quarter ended 30th September 2010. Group net income, including Jaguar Land Rover, reached 22.2 billion rupees ($502 million) in the three months through September, compared with 218 million rupees a year earlier. This was attributable to global economic recovery, growing Chinese and US demand. (India Watch) Jaguar Land Rover reported a profit after tax of ￡238 mn for the quarter ending Sept 2010.

In a time span of eighteen months after the takeover, Tata Motors was able to turnaround the JLR story, adopting a strategy of cost-cutting and pushing sales. (MSN News)

While JLR turnaround has been achieved, the declining sales of the Nano, the world's cheapest car, continue to a major challenge for Tata Motors.

For Nano, again, flexible to change, the company has initiated a pan-India campaign in order to promote and market the car. The strategy is to reach out to that class of buyers who were the original target base of the company. Senior executives at Tata Motors are closely following pro-active measures to reach out to customers. These include ensuring better coordination between banks and customers, facilitating tie-ups with regional finance institutions and opening newer channels to reach out to the end-consumer, among several others. However these efforts are yet to bear fruition. (Rediff)

ANALYSIS AND DISCUSSION
We can see how the Force Field Analysis can be used in the analysis of the Tata Mators case:

From the above example we can clearly see that the advantages outweigh the disadvantages thus change can me possibly be implemented. Successful implementation of change is achieved by either making the driving forces strong or by making the preventive forces weak.

After all these theories we can also look into some of the facts stated in regards to change management by research scholars in their papers.

As per the findings of the paper 'Nobody in charge: Distributed Change agency in Healthcare' we can clearly see that the authors that in complex organizations where a formal structure and environment is not present a more of a 'distributed change agency' can be established where small teams and groups are formed. These teams have a wider scope of roles with distributed responsibil