AHEMDABAD EXPERIMENT ..studies the interaction of social and technological changes...Conducted By A.K.RICE He was from tavistock institute of human relation, London...

1. AHEMDABAD
EXPERIMENT
Presented By :-
PRADEEP MALIK
(4151048)

2. AHMEDABAD EXPERIMENT
• Conducted By A.K.RICE
• He was from tavistock institute of human
relation, London
• Study time period was three years
• The company employed 8,000 workers
• Experiment studies the interaction of social and
technological changes

3. CONSULTANT- CLIENT FRAMEWORK
Introduction of three changes –
1. Automatic weaving
2. Non-automatic weaving
3. Change in management

4. PROBLEMS IDENTIFIED
• Modern technology raised numerious social and
psychological problems
• Personal and with in the group
• Lack of internal group structure
• Lack of division of work, no clear cut authority
• Lack of proper bonus and incentives
• Lack of participation from management side

5. • Lack of skill
• Lack of new people
• Informal relations were very strong

6. CHANGES WERE INTRODUCED
• Participative management
• Proper division of work
• Proper incentives and salary
• Bonus for workers
• Clear cut hierarchy was set-up between management
and employees
• Fresh appointment were done

7. • Policies regarding promotion and discipline
were improved
• Three branches were opened- purchasing,
manufacturing and sales
• Control departments were setup- hr , finance
and research and development

8. FINDINGS OF THE STUDY
• Educate the people first
• Consider their background and emotions
• Technological change should be slow
• Change in management
• Improve your promotion policies

9. EFFICIENCY BEFORE & AFTER
REOGANISATION

10. • Proper guidelines and they should be in
written format
• Improved the physical conditions
• Proper facilities to workers
• Short out the problems together
• Minimum interference in their personal
considerations

11. % DAMAGE BEFORE & AFTER
REORGANISATION

12. • Tried to set-up a research and development
department
• A proper feedback was necessary
• Authority was given to expert people
• Separation of functions