Article Abstract:
The impact of the introduction of new technology in two firms is examined and conclusions are drawn as to the factors contributing to its acceptance in the workplace. The computerization of a metal fabrication factory is contrasted with that of a publishing company. The former involved a top-down strategy in the context of inexperience on the part of both management and personnel in dealing with new technology. Negative receptions to automation thus ensued. In contrast, user training and consultation led to the smooth implementation of word processing and management information systems in the latter. The surveys indicate that user-friendly design, organizational adjustments, experience in technological management and cultural acceptance of innovation lead to wider acceptance of technological change at the workplace.
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Article Abstract:
Companies are seeking to enhance productivity by implementing participatory management and reducing hierarchical layers. However, the empowerment of workers is fostering anxiety in the work environment because participatory management raises the issues of authority relationships and coping with uncertainty. A case study of a large electronics factory is presented to illustrate how a firm can deal with change. Training programs must not merely focus on employee empowerment, they should also be used to bring about change in the corporate culture between the imagined and the real aspects of the new work environment. Companies must manage corporate culture change by structuring the learning process to achieve behavior changes and by discovering the dilemmas faced by employees and collaborating on their resolution.
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Article Abstract:
The conditions needed to successfully implement a participative management program are discussed. The three parameters for implementing a participative management program are: the issues to be addressed by the program, the processes that the workers will be involved in, and the degree of participation by the workers. Human resources (HR) departments must provide the impetus and the initial skills transfer to establish the program, but successful participative programs must eventually be seen as line programs, rather than as HR programs.
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