Rourkela steel plant rolls out successful people strategy: Organization transformed into the pride of India

Abstract

Purpose

The article aims to explain how leaders who initiate people‐centric reforms can help to create a profitable, harmonious and vibrant organization.

Design/methodology/approach

The article illustrates the point through a case study of the work of Sanak Mishra as chief executive of the Rourkela steel plant, India.

Findings

The article describes the traits of effective leadership for handling people. It advances the view that successful change initiatives require: people who have the tools and techniques to perform well; a shared vision between leaders and employees and the alignment of organizational goals with those of individuals; open communications across the organization to facilitate the sharing of the ideas, information and knowledge and build an atmosphere of trust; leaders who know how to empower people by delegating authority, and understand when to intervene; leaders who can network with external constituencies, troubleshoot and manage conflicts; leaders who can link the present with a better future for the organization; and leaders with the skills to create a supportive climate in the organization and the ability to influence employees to change their behavior.

Social implications

The impact of wider economic forces on the fate of an Indian steel plant is considered.

Originality/value

The article emphasizes that effective leaders are able to facilitate the free flow of ideas and tap the energy, commitment and imagination of employees, which then become the vehicle to increase productivity, profitability and the performance of the organization.

Citation

Sharma, R. and Sahoo, C.K. (2012), "Rourkela steel plant rolls out successful people strategy: Organization transformed into the pride of India", Human Resource Management International Digest, Vol. 20 No. 7, pp. 16-19. https://doi.org/10.1108/09670731211270239