The Changing Face of the Indian Railways

By Hanuv Mann, Uma Kumar, Inder Jit Singh Mann and Suchitto Kumar Das.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

The paper attempts to encapsulate the history, traditions, current approaches and future prospects of the Indian Railways based on the organizational structure. The paper begins with a brief description of the history, organizational structure, functioning and the prevailing organizational culture. The changes faced by the organization in the past, those currently faced by it and the changes expected in the future are described and analysed based on field sources and theory. The current organizational situation is evaluated and suggestions based on literary sources are integrated. In a secondary analysis of proposed organizational restructuring, each of the participant change forces are scrutinized in terms of relevance and intensity.
The paper identifies the predominant change-oriented issue of organizational restructuring based on the strong bureaucratic organizational culture of the Indian Railways. It suggests a number of changes including changing the management style to create potential for future technological advancement. In its conclusion, the paper enumerates relevant factors to consider as the foundation for the creation of a plan for future action.
At present, the literature on the Indian Railways is limited. The originality of the paper, therefore, lies in the fact that it is a significant reference-point for both field practitioners and researchers. The recommendations provided by the paper find direct application for managers in the Indian Railways while planning future change. The paper also provides a launch-pad for future exploratory research; specifically, into the functioning of the Indian Railways and generally, into bureaucratic organizations in developing countries and how they deal with change in a technologically-oriented world.

Keywords: Knowledge Management, Organizational Culture, Change Management, Technology Management

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 9, pp.43-58. Article: Print (Spiral Bound). Article: Electronic (PDF File; 1.605MB).

Hanuv Mann

MBA Student, Sprott School Of Business, Carleton University, Ottawa, Ontario, Canada

Dr. Uma Kumar

Professor, Sprott School Of Business, Carleton University, Ottawa, Ontario, Canada

Inder Jit Singh Mann

PhD Student, Sprott School of Business, Carleton Univeristy, Ottawa, Ontario, Canada

Suchitto Kumar Das

Executive Director, Traffic Transportation, Indian Railways, New Delhi, Delhi, India


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