Climate
Across Management Levels in an Organization
--
Avinash Kumar Srivastav
Organizational
climate is a conceptually integrated synthesis of organizational
characteristics. Depending on the management level, individuals
in an organization may have different perspectives, focus
and thrust. It can therefore be hypothesized that people working
at different management levels within the same organization
could have differing perceptions of the organizational climate.
Climate was measured across management levels (junior, middle
and senior) in a public sector organization, using MAO-C instrument,
involving 453 randomly selected executives. Statistical analysis
has revealed significant differences in the perception of
climate across the management levels in the organization.
DependencyAffiliation climate prevailed in junior and senior
management levels but DependencyControl prevailed in middle
management level. In junior management level, Achievement
and Extension were stronger and Control was weaker, making
climate more functional, as compared to middle management
level. Extension was weaker in middle and senior management
levels, making climate less functional as compared to junior
management level. ©
2005 IUP. All Rights Reserved.
Training
and Development Practices: A Study in Indian Public Sector
Banks -- Amitabh
Kodwani, Abhinaya C and Swapnika C
The
training and development function plays a further enhanced
role and holds more importance, as it deals with knowledge
workers and intelligent customers in the service industry.
In the banking sector, the training and development function
holds a key responsibility by helping employees to upgrade
their performance on a continuous basis. This paper analyzes
the status of various training and development practices in
banking sector in India. Further it focuses on how the training
needs are assessed, how much budget is allocated, what are
the different methodologies used, how training is evaluated,
etc., by these public sector banks. The study is limited to
public sector banks in Hyderabad only. ©
2005 IUP. All Rights Reserved.
The
Cornerstone of Psychoanalytic Organizational Analysis: Psychological
Reality, Transference and Counter-transference in the Workplace
-- Michael
Diamond and Seth Allcorn
We
start with the premise that organizations are processes of
human behavior that are experienced as experiential and perceptual
systems governed by unconscious processes. This starting point
leads us to discuss psychoanalytically informed organizational
perspectives as a means of understanding how psychological
reality shapes organizational dynamics. In particular, we
argue that psychoanalytic organizational diagnosis requires
a central role for transference and counter- transference.
That is, interpreting data through the lens of transference
and counter- transference assists in unpacking organizational
identity and culture by relying upon an `experience near'
stance for examining the narratives of organizational life.
This introspective and empathic stance makes transference
and counter-transference one of the core elements of a psychoanalytically
informed organizational consultation. We provide a case illustration
and conclude with some thoughts on how leaders and members
of organizations can improve organizational performance by
attending to the complex nature of psychological reality in
the workplace. ©
2003 The Tavistock Institute (www.sagepublications.com). This
paper was first published in Human Relations, Vol.
56, No. 4, pp. 491-514 (2003). Reprinted with permission.
Influence
of Transactional Analysis Ego Styles on the Performance of
Employees in a Leading Telecommunication Firm
--
Rani Geetha Priyadarshini and Sunitha Thomas
Individuals,
irrespective of their biographical, academic and professional
qualifications, exhibit themselves to the external world,
from either one of the psychological statesParent, Adult and
Child at a point of time. These psychological states manifest
themselves in individuals from either an effective or ineffective
mode. This may affect their interaction with others positively
or negatively. This reflects in their performance in various
domains of life, inclusive of the same in their work life
as well. This study aims to find the predominant ego styles
of employees in the various levels in the country's leading
telecommunication company and analyzes the influence of the
same on their performance in the work place. It serves as
a useful model for organizations to be aware of the psychological
states of employees which influence the performance of employees. ©
2005 IUP. All Rights Reserved.
Listening:
A Vital Communication Component
-- V
R K Prasad
Effective
communication is one of the most essential requirements for
success of any organization. If the communication is not proper,
there can be a situation where much of the true message is
lost and totally different version is heard at the other end.
Social psychologists estimate that normally 40 to 60% of loss
of meaning takes place in the transmission of messages from
sender to the receiver. Good listening plays an important
role in effective communication. This article emphasizes on
effective listening as a vital component, and barriers to
effective listening like environmental distractions, psychological
variations, peripheral listening etc., are also discussed.
It also covers Carl Roger's `client centred' therapy covering
Listening orientation and Reflective technique. Only effective
verbal communication and emphatic listening foster these relations. ©
2005 IUP. All Rights Reserved.
Solving
Perceptional Problems to Strengthen Marketing Strategy
-- C
Kathiravan, A Selvarasu and N Panchanatham
Market
competition revolves around the brand image of products and
services. Any new entry into the market survives with its
uniqueness and its features. The perceptual map of customers
for existing products and new products varies in its location
of the construct. The distance of new products in the map
tends to be more when compared with the existing products.
The marketing efforts to minimize these distances in perceptual
map of either new or existing products need to be creative
and easily communicative, like Maggi's positioning as "good
to eat, fast to cook" anytime snack, and Robin liquid's
repositioning of "extra coat of white". Al Ries
and Jack Trout have stressed that the most positioning programs
are nothing more or less than a search for the obvious, and
therefore positioning has to be easily communicative. In our
study, the dimensions of marketing strategies and perception
have been associated and the deviations are attempted with
solution. ©
2005 IUP. All Rights Reserved.
A
Study on Organizational Culture and its Relationship with
Job Satisfaction in Manufacturing and Information Technology
Sectors
-- Koteswara
Rao, P T Srinivasan and S George
Organizational
culture has a significant effect on how employees view their
organizational responsibilities and their job satisfaction.
With increasing globalization, a greater knowledge of organizational
culture and its effect in non-Western cultures can be beneficial
for practicing leaders and decision-makers. This study explores
the association between cultural values of an organization
and employee satisfaction in manufacturing and Information
Technology (IT) companies in India. Surveys were distributed
to four manufacturing companies and four IT companies. The
sample size was 461. Significant findings are: (1) Organizational
culture differs in terms of the mean scores of its dimensions
between manufacturing and the IT sectors. (2) Employee job
satisfaction differs between manufacturing and IT sectors,
and the level of job satisfaction is high among employees
in the IT sector compared to their counterparts in the manufacturing
sector. (3) Dimensions of organizational culture explain significantly
the variance in job satisfaction of employees in both manufacturing
and IT sectors. ©
2005 IUP. All Rights Reserved.
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