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Working With Pride: Management and the Process of Change in the British Car Industry
Author(s) -
Smith Andrew
Publication year - 1989
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841118902700303
Subject(s) - pride , context (archaeology) , process (computing) , management , business , state (computer science) , public relations , operations management , process management , engineering , political science , computer science , history , economics , law , archaeology , operating system , algorithm
This paper describes the implementation of a major Employee Involvement program within the British, state‐owned car manufacturer, Rover Group. The account is based on the author's recent experience as overall co‐ordinator for the program from 1985‐87. The paper places the program in the context of the recent history of the the company and in particular traces development in the labour relations context which gave rise to the labour relations context which gave rise to the new approach which the program represented. The purpose of the paper is to raise the issue of management development in the context of E.I./cultural change programs generally. Middle management and supervision play a critical role in the success of such programs; a role which is however, often seriously underestimated by senior management to the eventual detriment of the program. This problem is discussed and analysed using the Rover experience as a case study.