De-layering at Tata Steel /

Based on an actual downsizing process of an Indian steel manufacturing major, the case focuses on the process of organizational redesign wherein the executive hierarchical structure is de-layered from 13 layers to five. Communication strategy in support of the business objective is used proactively....

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Bibliographic Details
Main Author:	Kumar, Rajeev (Author)
Format:	eBook
Language:	English
Published:	London : NeilsonJournals Publishing, 2006.
Series:	SAGE Knowledge. Cases.
Subjects:	Tata Steel > Case studies. Tata Steel Organizational change > Case studies. Organizational effectiveness > Case studies. Changement organisationnel > Études de cas. Efficacité organisationnelle > Études de cas. Organizational change Organizational effectiveness Electronic books. Case studies Case studies. Études de cas.
Online Access:	Connect to the full text of this electronic book

Description
Summary:	Based on an actual downsizing process of an Indian steel manufacturing major, the case focuses on the process of organizational redesign wherein the executive hierarchical structure is de-layered from 13 layers to five. Communication strategy in support of the business objective is used proactively. The functional, social and psychological impacts of the turbulence caused by the structural changes are clearly evident in the case. The case highlights the need for a pragmatic, professional and ethical approach to using communication in change management.
Item Description:	Originally Published InKumar, R. (2006). De-Layering at Tata Steel. Journal of Organizational Behavior Education, 1(1), 37--56. JOBE1-0CS2.
Physical Description:	1 online resource : illustrations.
Bibliography:	Includes bibliographical references and index.
ISBN:	9781526461995 1526461994