Understanding the fundamentals for managing change

R.P. Mohanty (General Manager of Manpower and Training with the Associated Cement Companies Ltd in Bombay, India.)
O.P. Yadav (Lecturer in the Mechanical Engineering Department of the M.R. Eng. College in Jaipur, India)

Work Study

ISSN: 0043-8022

Publication date: 1 December 1996


Industrial and commercial organizations are socio‐technological systems: the social sub‐system is a prime factor in the achievement of growth through the introduction of technology. The efficient and effective utilization of the technological sub‐system depends on the leadership and decision making which underpins the organizational mission. The inter‐relationship between the technological and social sub‐systems is both an important part of, and directly affects, the culture of the organization. This culture changes over time ‐ in accordance with the demands of, and changing values of, society. In recent years, TQM has been a major influence on culture change in organizations ‐ such devices as quality circles, small group activities, continuous improvement projects, self‐managing teams, and total employee involvement programmes are aimed directly at raising the contribution of employees but are instrumental in the process of culture change, which is the primary focus of TQM. Discusses how an organization can bring about such change.



Mohanty, R. and Yadav, O. (1996), "Understanding the fundamentals for managing change", Work Study, Vol. 45 No. 7, pp. 5-8. https://doi.org/10.1108/00438029610150939

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Copyright © 1996, MCB UP Limited

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