Making Organizational-Design Changes Effective: An Approach Based on Indian Experience

Abstract

This paper is primarily concerned with organizational-design-change interventions, the roles of the intervening consultants, and the subjec tion of the organization to the redesign. It illustrates several aspects of organizational-design-change interventions in India. Participation of corporate managers at various levels is shown to be a critical determi nant of effective organizational changes. The approach is based on the author's perceptions and ideas that have come from professibnal work experience in this field.