Total Quality Management and Human Resource Practices in Industrial Sector of Andhra Pradesh State

Abstract

The goal of the study was to determine whether and to what degree specific features contributed to the organizational transformation and, if so, to what degree. For this reason, the following elements were identified: technology advancements such as computerization; ambient economic changes brought about by government policies; globalization and liberalization; privatization; managerial changes; downsizing; and delayering. Organizations were also impacted by changes in employee expectations, attitudes, and skill and qualification demands. A significant additional element of organizational transformation is the alteration of organizational objectives and principles. These elements' effects have been thoroughly investigated. Managerial adjustments, such as strategic shifts and leadership styles, were also important in accelerating organizational transformation. Downsizing and delayering practices were evaluated to see how they affected organizational hierarchies and workflows. Furthermore, the survey looked at employees' changing expectations and attitudes, as well as the growing demand for greater skills and credentials. These variations in employee interactions were discovered to be critical in influencing company culture and productivity. The study found a key additional component of organizational transformation: the change of organizational objectives and principles. This involved revising mission statements, values, and long-term goals to better reflect the quickly changing external and internal contexts. The implications of these elements on organizational transformation have been thoroughly explored, resulting in a complete understanding of the varied character of change in Andhra Pradesh's industrial sector.