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Organizational Behavior and Theory Commons™
Open Access. Powered by Scholars. Published by Universities.®
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Articles 61 - 90 of 96
Full-Text Articles in Organizational Behavior and Theory
Mother Leadership: By R P Banerjee, Wheeler Publishing, 1998, R Parthasarathy
Mother Leadership: By R P Banerjee, Wheeler Publishing, 1998, R Parthasarathy
IIMB Management Review
No abstract provided.
Imaginization: New Mindsets For Seeing, Organizing, And Managing: By Gareth Morgan,Sage Publications,1998, Madhukar Shukla
Imaginization: New Mindsets For Seeing, Organizing, And Managing: By Gareth Morgan,Sage Publications,1998, Madhukar Shukla
IIMB Management Review
No abstract provided.
High-Performing And Self-Managed Work Teams: A Comparison Of Theory To Practice: By Dale E. Yeatts And Cloyd Hyten, Sage Publications, Y Sriram
IIMB Management Review
No abstract provided.
Competing Through Knowledge: Building A Learning Organisation: By Madhukar Shukla, New Delhi : Response Books, 1997, Ganesh T Jejurikar
Competing Through Knowledge: Building A Learning Organisation: By Madhukar Shukla, New Delhi : Response Books, 1997, Ganesh T Jejurikar
IIMB Management Review
No abstract provided.
The Local And The Global, A Madhavan
The Local And The Global, A Madhavan
IIMB Management Review
Ambassador Madhavan has been an avid student of various cultures during his numerous postings across the world. He shares his perceptions of cultures and their differences which would come in handy to executives and organisations functioning in a global space.
Rethinking Rewards: Rewarding A And Hoping For B!, Abhoy K Ojha
Rethinking Rewards: Rewarding A And Hoping For B!, Abhoy K Ojha
IIMB Management Review
It would seem to be well established wisdom that if a particular behaviour is desired, that should be rewarded rather than any other behaviour. Based on a case study of two hospitals in a Canadian province, Abhoy Ojha concludes that in situations where it may not be practical to reward the desired behaviour, a related behaviour could be rewarded in order to elicit the behaviour desired. An adequate understanding of the complex relationship between rewards and behaviour may allow organisations to design systems that are seen to encourage one behaviour, but also elicit multiple other desirable behaviours.
Managing The Organizational Melting Pot: Edited By Pushkala Prasad, Albert J Mills, Michael Elmes And Anshuman Prasad, Sage Publications, 1997., Ujvala Rajadhyaksha
Managing The Organizational Melting Pot: Edited By Pushkala Prasad, Albert J Mills, Michael Elmes And Anshuman Prasad, Sage Publications, 1997., Ujvala Rajadhyaksha
IIMB Management Review
No abstract provided.
The Politics Of Management Knowledge: Edited By Stewart Clegg And Gill Palmer, New Delhi : Sage Publications, 1996, David Kimber, Fran Siemensma
The Politics Of Management Knowledge: Edited By Stewart Clegg And Gill Palmer, New Delhi : Sage Publications, 1996, David Kimber, Fran Siemensma
IIMB Management Review
No abstract provided.
The Individualized Corporation: By Sumantra Ghosal And Christopher Bartlett, William Heinemann, London : Random House, 1998, M J Xavier
IIMB Management Review
No abstract provided.
Handbook Of Counselling In Organizations : Edited By Michael Carroll And Michael Watton, New Delhi : Sage Publications, 1997., Aroon D Joshi
Handbook Of Counselling In Organizations : Edited By Michael Carroll And Michael Watton, New Delhi : Sage Publications, 1997., Aroon D Joshi
IIMB Management Review
No abstract provided.
The Institutional Construction Of Organizations : International And Longitudinal Studies : Edited By W Richard Scott And Soren Christensen, New Delhi : Sage Publications, 1995., Abhoy K Ojha
IIMB Management Review
No abstract provided.
Attracting And Retaining Talent : A Managerial Challenge, Y Sriram, Abhijit Bhaduri
Attracting And Retaining Talent : A Managerial Challenge, Y Sriram, Abhijit Bhaduri
IIMB Management Review
Getting the right person for the right job and retaining him/her is a challenge all organisations face. What are the strategies evolved by organisations to attract and retain talented manpower, across different levels and functions? How do attractive compensation schemes and 'golden handcuffs' rate against providing learning opportunities and a work culture that promotes creativity? Where do the old fashioned virtues of loyalty, honesty and hard work stand? Are some organisations more successful in nurturing their employees in line with their vision? What can be done to counter the flight of talent? These were some of the issues which came …
Commitment In The Workplace : Theory, Research And Application : By John P Meyer And Natalie J Allen, New Delhi : Sage Publications, 1997., Anand Kasthuri
Commitment In The Workplace : Theory, Research And Application : By John P Meyer And Natalie J Allen, New Delhi : Sage Publications, 1997., Anand Kasthuri
IIMB Management Review
No abstract provided.
Creating Effective Teams: Redefining Team Roles, Y Sriram
Creating Effective Teams: Redefining Team Roles, Y Sriram
IIMB Management Review
Today world-class organisations are able to achieve their goals only through team work. Team work is no longer a passing fad but an absolute prerequisite for business improvements to succeed, particularly now, when business seems to be facing a recession. Effective team working through the understanding of team roles has been facilitated by a Human Resource intervention in ABB, a large engineering company in India.
Pandemonium : Towards A Retro-Organization Theory: By Gibson Burrell, New Delhi: Sage Publications,1997., Nina Jacob
Pandemonium : Towards A Retro-Organization Theory: By Gibson Burrell, New Delhi: Sage Publications,1997., Nina Jacob
IIMB Management Review
No abstract provided.
Company Boards And Directors: Creating An Effecting Board, Colin J Coulson-Thomas
Company Boards And Directors: Creating An Effecting Board, Colin J Coulson-Thomas
IIMB Management Review
Is the board of directors the heart and soul of a company as it should be, ideally, or merely an 'old boy's club' which rubber stamps decisions taken by the CEO? Can it be a meaningful instrument of corporate governance? Various aspects such as the creation and running of an effective board, the difference between directing and managing, the interface between the board and the CEO, including the public sector perspective on the issue have been discussed by academicians and senior corporate executives.
Board And Director In Public Sector Enterprise, N Vittal
Board And Director In Public Sector Enterprise, N Vittal
IIMB Management Review
Is the board of directors the heart and soul of a company as it should be, ideally, or merely an 'old boy's club' which rubber stamps decisions taken by the CEO? Can it be a meaningful instrument of corporate governance? Various aspects such as the creation and running of an effective board, the difference between directing and managing, the interface between the board and the CEO, including the public sector perspective on the issue have been discussed by academicians and senior corporate executives.
How Do Company Boards Contribute?, S Raghunath
How Do Company Boards Contribute?, S Raghunath
IIMB Management Review
Is the board of directors the heart and soul of a company as it should be, ideally, or merely an 'old boy's club' which rubber stamps decisions taken by the CEO? Can it be a meaningful instrument of corporate governance? Various aspects such as the creation and running of an effective board, the difference between directing and managing, the interface between the board and the CEO, including the public sector perspective on the issue have been discussed by academicians and senior corporate executives.
Reclaiming Higher Ground: Creating Organisations That Inspire The Soul By Lance H K Secretan, Sage Publications, 1996., Nina Jacob
IIMB Management Review
In the introduction, Secretan writes : “We cannot continue to separate the three components of Heart, Mind, and Bottom Line if we wish to develop high performance individuals and organisations and make work fun again. Only by integrating all three can we help people evolve at the personal level, thus empowering hem to create enlightened teams and therefore transform their organisations. Through this integration, we can create organisations that inspire the soul and therefore the planet.” He cites a plethora of cases to bear this observation out.
Governing Corporate Governance, S Raghunath
Governing Corporate Governance, S Raghunath
IIMB Management Review
Interest in corporate governance has increased dramatically in recent months, spurred by the increased activism of regulatory bodies, the rise of the institutional investor, the takeover moves in the corporate world and the advent of investigative reporting in business journalism. The question is whether inherited governance structures and conventions remain appropriate and what can be done to make them effective. Problems arise because of ineffective governance and the myopic view of the market. Companies chronically underperform because management is too responsive to short term pressures to increase profits. Understanding what affects the quality of corporate governance requires a careful consideration …
Managerial Implications Of Postmodernism, K Unnikrishnan Nair
Managerial Implications Of Postmodernism, K Unnikrishnan Nair
IIMB Management Review
No abstract provided.
Corporate Governance: Interview With Manu Bhai Shah, A Padmanabha, A Venugopal And M V Subbiah., S N Shroff
Corporate Governance: Interview With Manu Bhai Shah, A Padmanabha, A Venugopal And M V Subbiah., S N Shroff
IIMB Management Review
No abstract provided.
Writers On Organizations By D. S. Pugh And D. J. Hickson. Sage Publications, 1996., Abhoy K Ojha
Writers On Organizations By D. S. Pugh And D. J. Hickson. Sage Publications, 1996., Abhoy K Ojha
IIMB Management Review
Derek S. Pugh and David J. Hickson, the authors of the fifth edition ,both very prominent contributors to the field in their own right, have presented, very lucidly, the current state of knowledge on organisations. They have included new topics (and writers) that have grown in importance since the last edition was published in 1989, updated some old topics and excluded those that in their opinion, have become less relevant to current debates on organisations.
What New Managers Need To Excel, N M Agrawal
What New Managers Need To Excel, N M Agrawal
IIMB Management Review
No abstract provided.
Managerial Dilemmas: Cases In Organisational Behaviour By S Ramnarayan And Ram Mohan Rao, Tata Mcgraw-Hill Publishing Company Limited., V Anand Ram
IIMB Management Review
The primary concern of this book is to enable the reader to gain an understanding of organisations in action through exposure to real life situations, events and the dilemmas encountered therein. The book contains 40 cases grouped under 9 sections, highlighting the following facets of organisational behaviour.
i) window on organisations;
ii) individuals in organisations;
iii) move towards professionalisation;
iv) learning and entrepreneurship;
V) organisational design;
vi) organisational processes;
vii) leadership and institution building;
Vili) organisational rejuvenation and change; and
ix) first person account by chief executives.
Each case has an introductory section which outlines concepts relevant to the section. …
Effective Organisations And Social Values By Henry S-R Kao, Durganand Sinha And Ng Sek-Hong Sage Publications, 1995., Kalyani Gandhi
Effective Organisations And Social Values By Henry S-R Kao, Durganand Sinha And Ng Sek-Hong Sage Publications, 1995., Kalyani Gandhi
IIMB Management Review
The book is a collection of research studies, nineteen to be precise, which examines social values and their impact on the functioning of organisations in the developing and newly industrialised countries. The first of the three sections deals with Chinese culture and its influence on management styles and societal values. The second part highlights the ways in which social values and cultural characteristics ave influenced work values and affected the functioning of organisations in India, Thailand and Venezuela. The last section brings together issues on the unrelated aspects of leadership, management style and organisational change in countries like Japan, China, …
Delayering Organisation Structure, Nina Jacob, V S Mahesh, N M Agrawal
Delayering Organisation Structure, Nina Jacob, V S Mahesh, N M Agrawal
IIMB Management Review
Delayering as a tool for organisational re-structuring has been a concern of both theorists and practitioners for some years now, but analyses of the literature have been inconclusive with respect to its impact on actual performance. Delayering has been conceptualised as the process of removing specific levels from the existing hierarchy of an organisation. The result is a flattening of the organisation’s vertical boundaries, affecting such traditional structural manifestations of hierarchy as span of control, chain of command, and limits of authority.
"Managing” Stress: Emotion And Power At Work By Tim Newton With Jocelyn Handy And Stephen Fineman Sage Publication, 1995., R Ravi Kumar
"Managing” Stress: Emotion And Power At Work By Tim Newton With Jocelyn Handy And Stephen Fineman Sage Publication, 1995., R Ravi Kumar
IIMB Management Review
The book under review makes a concerted effort to explain the genesis and growth of interest in stress and also to provide direction in managing new sources of stress.
Are You Being Served? Organisational Survival May Depend On The Response, Anand Kasturi
Are You Being Served? Organisational Survival May Depend On The Response, Anand Kasturi
IIMB Management Review
No abstract provided.
A Comparative Analysis Of Organisation Health-Care Machinery In Hospital: Doctoral Dissertation Abstract, J P Sahu
IIMB Management Review
Health Care Services are significant in providing social justice and equal life opportunities to individuals in the society. The health care system of today, is evoking criticism from various corners, for its rising costs due to introduction of expensive sophisticated technology, maldistribution, dehumanisation and heavy bureaucratisation, etc. This is particularly true for the developing countries where on one hand, increasing population and ever changing disease patterns (due to developing activities like agriculture, irrigation, mining and industrialisation, etc.) and growing expectations of the people (due to increase in education and communication) on the other, exert further pressure on the limited health …