Outlines, briefly, the history of the ANZ Bank in Australia and the changing nature of banking. Describes the “people oriented” issues which carried the change process forward when, with the support and encouragement of top management, the Bank began its “Customer Care” programme with an intentional focus on “trouble‐shooting”, customer service improvement and influencing changes in management‐staff relations. Asserts that if people become knowledgeable and work within the system, they can contribute to quality improvement by acting on this knowledge and participating in the changes that affect their work life.
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David Ballantyne (1991) studied this question.