1 Fiscal Indiscipline may be evidenced by way of an unexpected/anfractuous movement either in the budgeted revenue or in the budgeted expenses or in both simulataneously. This indisciple particularly starts bothering when budgeted expenses unexpectedly rises or budgeted revenue unexpectedly falls or a combination of both the above scenes. A very contemporary issue in the present days is the ongoing pandemic (i.e. COVID-19) which has for majority (almost all) of the countries has induced what we call a severe 'Fiscal Indiscipline'. Government revenues are falling due to lockdown situations and in parallel expenses on account of health treatment is rising tremendously. This sort of adverse condition when productivity or income per se has descended drastically fuelled by an additional amount of expenses on countries health sector gives rise to the issue of depreciation of the local currency. The more critical the case of a country is, the more is the extent of depreciation on the nation's currency. Adding to this, fiscal deficit to a certain extent helps the economy to grow. It is a scenario which is characterised by an additional amount of expenses over the revenue of a state in consideration. Whenever a state is in front of such deficit it has certainly put more funds than that it is having in its pocket. Such deficit when arises are financed by the countries central bank which is also known as the 'deficit financing'. Now considering a country with a certain value that is been circulated within its countrymen, when goes for such deficit financing facing some issues of deficit in budgets increases the circulated money or its equivalent worth in the economy which certainly has no backing by the countries productivity. Due to the financing that is not backed up by productivity countries tend to face a downturn in the values of their currency. This devaluation of currency sharpens specially when the fiscal deficits turn higher than their estimated levels.  

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In the transformation of the caterpillar into the butterfly, the caterpillar constructs a cocoon and then undergoes an astounding transformational process, where the old "caterpillar" molecules actually chemically transform into "butterfly" molecules. They have to stop being caterpillars before they can possibly become butterflies. But then they reassemble and become more than they were.Thus unrealised organizational and individual potential can be coached and supported by fostering change in business goals, process & technologies.

Change in management & organisational golas is about understanding and capturing ideas and possibilities, reformulating and restructuring those ideas into a usable form and then transforming them into actions and behaviours.Clearly change is the key driver for wealth creation and economic competitiveness. Those who come up with innovative bussiness changes can expect huge financial rewards and the satisfaction of realizing their vision. In a globalised economy, a city, region, or country wanting to succeed and prosper, must have such innovative and creative bussiness changes to maintain a competitive edge

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Typically, the concept of management change is in regard to organization-wide change, as opposed to smaller changes such as adding a new person, modifying a program, etc. Examples of management-wide change include a change in mission, restructuring operations, new technologies, mergers, major collaborations, new programs such as Total Quality Management, re-engineering, etc. - a fundamental and radical reorientation in the way the management operates.

There are strong resistances to change. People are afraid of the unknown. Many people think things are fine and don't understand the need for change. Many are inherently cynical about change. Many doubt there are effective means to accomplish major organizational change. Often, there are conflicting goals in the management, e.g., to increase resources to accomplish the change yet concurrently cut costs to remain viable. Management- wide change often goes against the very values held dear by members in the organization, that is, the change may go against how members believe things should be done.

No matter whether a change is of major proportions or is objectively rather small, the change organisation must anticipate that people in the organization are going to find reasons to resist changes. It is a basic tenet of human behaviour that any belief or value that has been previously successful in meeting needs will resist change.
Reasons Why People Resent or Resist Change
One major reason why people resist change is the potential for loss on a personal level. Objectively, there may be little threat, but people may act as if there is one.Some of the things people feel are at risk during change processes are: Security, Friends and contacts, Money, Freedom, Pride and satisfaction, Responsibility, Authority, Good working conditions Status.
While a feeling of threat is a primary reason why people resist change, there are other
factors that can mobilize people into resisting any changes from a status quo. These include:
• Change not needed - status quo is working fine
• Proposed change does more harm than good
• Lack of respect for person responsible for the change
• 0bjectionable way of implementing the change
• Negative attitude towards the organization before the change
• no opportunity to have input into change
• change perceived as implying personal criticism
• Change simply adds more work and confusion.
• Change requires more effort than to keep status quo
• Bad timing of the change
• A desire to challenge authority
• Hearing about the change secondhand

The uncertainty principle: This states that when people are faced with ambiguous or uncertain situations, where they feel they do not know what to expect, they will resist moving into those situations. In other words, if people don't know what is to come resistive.

Covid-19 is an opportunity for the employees & organisations to improve their soft kills like communication,personal life, and for organisations to improve thier network and come up with new technology.