There are many experiences of success and failure of technology upgradation. In the emerging market situation, the Indian industry has to upgrade technology and bring about managerial and systemic changes to derive the best advantage from it. this book identifies the kind of changes that are needed and the aspects that the management has to consider to modernize on organization. These considerations are discussed in this book through the experience of Durgapur Steel Plant belonging to Steel Authority of India. DSP was loss making. The morale of employees was low. The union-management relations were strained. The earlier investment made to increase the Plant capacity from 1 to 1.6 million tons yielded no positive results. SAIL had to deal with four kinds of problems: 1. decide on the kind of technology required, 2. improve the morale of employees at all levels, 3. stabilize union-management relation: and 4. change management style to bring about the sustain changes. DSP handled these issues successfully in planning and managing new technology. Organization, large and small who have to respond to emerging market situation, and plan changes from within, would find this study invaluable.
ABOUT THE AUTHOR Ishwar Dayal
Professor Ishwar Dayal is at present attached as Senior Fellow to the Shri Ram Centre for Industrial Relations and Human Resources, New Delhi. He worked in the Management Development Institute, Gurgaon, as Professor Emeritus until 1993. He completed in July 1988 his assignment as Founder Director of the fourth national-level Institute of Management at Lucknow. Prior to this, he was Dean, International Management Institute, New Delhi; Chief Technical Adviser, International Labour Organisation in their project in Logos, Nigeria; Director, Indian Institute of Public Administration, New Delhi; and Senior Professor at Indian Institute of Management at Calcutta and later in Ahmedabad. Prof. Dayal came to the teaching field in 1963 after having worked for about 15 years in senior managerial positions in the industry. Prof. Dayal has been consultant to many large organizations in India such as Life Insurance Corporation of India, State Bank of India, Indian Oil Corporation, air India, Indian Airlines, Mafatlal Industries, Balmer Lawrie Group, DCM Group, Voltas, Bank of Baroda and others. Prof. Dayal has published 26 books and monographs and over 225 papers in journals and periodicals in Indian and abroad.
ABOUT THE AUTHOR Vijay Aggarwal
Prof. Vijay Aggarwal, has been the S.P. Jain Chair Professor of Management in the Faculty of Management Studies at the University of Delhi; Dean of National Management Programme at the Management Development Institute, Gurgaon; Professor at the Indian Institute of Management (Lucknow), Indian Institute of Science (Bangalore) Washington State University (Pullman, USA), University of Warwick (Coventry, Uk) and University of Maryland (College Park, USA), in a career spanning over 22 years since 1973. Professor Aggarwal has been consultant to several organizations-public, private and academic, both in India and abroad. He has published over 50 papers in major national and international journals, covering various facets of management and decision sciences. He has been on the editorial boards of three international journals publishing in the area of operational research, computers, technology and production.
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