By Saha Dhevan Meyanathan
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Additional info for Managing restructuring in the textile and garment subsector: examples from Asia
At any rate, successful restructuring will need judicious handling of issues of present structural weakness and future strategic realignment. In view of the weakness, a restructuring program will have the following specific goals: 1. Increase productivity of factors, labor, and management. Raising the efficiency of labor will call for skill development programs, evaluation of work assignments, and the development of productivity-linked incentive schemes for workers; in respect of management, the type of ownership and the development of management skills and information systems are keys to enhancing efficiency and competitiveness.
Brian O'Rourke in production assistance in the publication of this book. The views expressed herein are entirely those of the authors and do not necessarily reflect the views of EDI and the World Bank. AMNON GOLAN DIRECTOR ECONOMIC DEVELOPMENT INSTITUTE Page 1 1 Managing Restructuring in the Textile and Garment Subsector: An Overview Saha Dhevan Meyanathan and Jaseem Ahmed I Introduction The textiles industry (encompassing textiles and garments in this book) has been a subject of interest, change, debate, and government action.
Production in the organized sector can further be subdivided on the basis of ownership into private and public sectors, and in the unorganized sector private and cooperative ownership are not unusual. B Structural Change in Industrial Countries Since the 1960s major changes have occurred in the textiles industry in industrial countries as a result of technological advances, increased use of synthetic fibers, higher wage levels, and differences in consumer tastes. As a result, there have been significant shifts in comparative advantage in the textiles industry between industrial and developing countries.