Rourkela steel plant rolls out successful people strategy: Organization transformed into the pride of India

Abstract

Explains how leaders who initiate people-centric reforms can help to create a profitable, harmonious and vibrant organization.Illustrates the point through a case study of the work of Sanak Mishra as chief executive of the Rourkela steel plant, India.Advances the view that successful change initiatives require: people who have the tools and techniques to perform well; a shared vision between leaders and employees and the alignment of organizational goals with those of individuals; open communications across the organization to facilitate the sharing of the ideas, information and knowledge and build an atmosphere of trust; leaders who know how to empower people by delegating authority, and understand when to intervene; leaders who can network with external constituencies, troubleshoot and manage conflicts; leaders who can link the present with a better future for the organization; and leaders with the skills to create a supportive climate in the organization and the ability to influence employees to change their behavior.Considers the impact of wider economic forces on the fate of an Indian steel plant.