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Transforming Work Culture: A Case Study

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  • D.K. Srivastava

Abstract

Today, all organisations are trying to improve their work culture to ensure their long term survival and growth in competitive business environment. This paper presents a case study of changing work culture in a large manufacturing organisation. This study is based on consulting experience of the author. The objective of the consultancy assignment was to develop a work culture characterised by teamwork, openness and involvement of all employees in operations and maintenance of the plant. Intervention techniques like education and training, counselling, participative decision-making, etc. have been used to improve the work culture. In the beginning, employees showed resistance to change, but they accepted change later. After three years it is seen that work culture of the company improved. Workers developed commitment to the organisation, accepted new responsibilities and improved their knowledge and skill. Executives developed a tendency to work in team and utilise the potential of workers. They developed positive attitude to work and organisation. It can be concluded that attitudes and behaviour of workers as well as executives have improved. Change in work culture has led to tangible and intangible gains for the company.

Suggested Citation

  • D.K. Srivastava, 2001. "Transforming Work Culture: A Case Study," Vision, , vol. 5(1), pages 43-53, January.
    • Handle: RePEc:sae:vision:v:5:y:2001:i:1:p:43-53
    DOI: 10.1177/097226290100500105
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    1. Pascale, Richard Tanner & Athos, Anthony G., 1981. "The art of Japanese management," Business Horizons, Elsevier, vol. 24(6), pages 83-85.
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