Training for changing managerial role behaviour: Experience in a developing country

Discusses a comprehensive programme for changing the role behaviour of a managerial cadre, steeped in traditional hierarchical norms, for greater effectiveness within a new organizational design. A significant component of the change programme was to educate the managers in role‐related concepts as a means of self‐appreciation of appropriate role behaviour. Relates the key aspects of the experience of changing the role behaviours of various types of managers against the distinctive backdrop of strategic transformation of a large banking organization in a developing country. The principal objective of the transformation was to re‐build the bank so it could successfully carry out an ambitious expansion of its branch network and business. The revamped organizational design demanded a new managerial outlook and new administrative practices. The article deals with the design of the training programme and the experience with it in the context of implementing the organizational transformation.