dc.contributor.author | Sheth, N. R. | |
dc.date.accessioned | 2010-06-03T06:32:21Z | |
dc.date.available | 2010-06-03T06:32:21Z | |
dc.date.copyright | 1972-07 | |
dc.date.issued | 1972-07-03T06:32:21Z | |
dc.identifier.citation | Indian Journal of Industrial Relations, VIII, 1, (July 1972), 98-119 | en |
dc.identifier.uri | http://hdl.handle.net/11718/3755 | |
dc.description.abstract | This is an attempt to understand the changes in the so
cial status of the first-line supervisor (mistri) in a textile
mill and a chain of social and organizational responses
generated by these changes among the top management
and middle management as well as the supervisors them
selves. Until 1964, the mistris enjoyed higher status
and prestige than those of workers and. in a significant
way, identified themselves with the management. Then
the management introduced some modern managerial
practices and reorganized the loom-shed. This led to down
ward trend in the supervisor's status and authority.
The management tried to restore the falling status and
authority, but met with little success. In the back
ground of this story, the author brings out the ambiva
lence and confusion prevailing among the management
regarding the supervisor's status. He argues that the
attempt to change the supervisor's status failed because it
was incompatible with the technological system of the
mill. Clarity of role in the work-organization may help
in achieving clarity of status in the social system of
organization. | |
dc.language.iso | en | en |
dc.title | Management of organizational status: a case study of the supervisor in a textile mills | en |
dc.type | Article | en |