ABSTRACT
When I returned to India in the early part of 1957, the chairman and I had a look at what had been happening to the reorganization, particularly as it had affected middle management. We did not expect the model to have been put into practice without alteration and we found, among other discrepancies, that there had been a number of compromises with regard to the appointments of shift supervisors and section leaders. Many of those appointed were still filling two or more roles, while waiting for new appointments to be made; others had been given ‘acting’ or ‘probationary’ appointments at lower salaries than those laid down at the time of the reorganization.
