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The Effective Executive
ISSN: 0972-5172
A ‘peer reviewed’ journal distributed by EBSCO and Proquest Database


Previous Issues

Effective Executive, a management digest, published every quarter by IUP is designed to provide emerging ideas and issues in the management area, and delivers articles, interviews, debates, case studies, and corporate reports.

Privileged access to Online edition for Subscribers.
Focus Areas
  • General Management
  • Strategic Management
  • Knowledge Management
  • Leadership
  • Marketing
  • Operations Management
  • HRD
  • Information Technology
  • Governance and Ethics
  • Effective Executive is a management magazine designed for busy executives to help them keep themselves abreast of emerging ideas and issues in the Management area.
  • Contents include articles, interviews, debates, case studies, and corporate reports on the most contemporary issues in management.
  • Contains executive summaries of articles appearing in leading international magazines and reviews of latest management books.
  • Articles are carefully screened and selected to cover a wide range of issues in management.
  • A must read for executives, managers, consultants, and students who are interested in developing cutting edge knowledge and skills in management.
Regular Features
  • Case Study
  • Viewpoint
  • Book Review
Hanging On Versus Moving On: The Perils and Promise of Executive Transition
Creating Psychologically Healthier Workplaces
Transitioning Leadership and Risk Management
Diasporic Double Consciousness – Creolized Identity of Colored Professionals in South Africa
The Any Person Mindset: The Illusion of Control
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(December 2017)

Hanging On Versus Moving On: The Perils and Promise of Executive Transition

-- John E Tropman and James A Blackburn

Transitions are a classic problem. Change—which is what transitions involve—is most often disruptive whether it is from new ideas, birth or death, the development or dissolution of relationships. Our perspective here is on executive transitions, leaving (or not!) and assuming a new position successfully while leaving the old position gracefully. We call this the Hanging on/Moving on Dilemma. There are several perils to the “hanging on part—inappropriate enmeshment with the old firm”. Also, there is the executive who is deeply clueless, one who thinks promotion is on the way when it is really dismissal. And finally, there is a general lack of succession planning in the most organizations which means that every execution is sort of a “surprise”. On the moving on side, there is the stayer who has already mentally moved on, the destructive mover who trashes the new organization, the mover who fails to see the new job is different, and the good player/poor coach problem. Executive coaching and regular performance appraisals can help smooth the transitions.

Article Price : Rs.50

Creating Psychologically Healthier Workplaces

-- Ronald J Burke

The media is full of stories of leadership in organizations falling short though millions, perhaps billions, of dollars are spent annually on leadership development. This paper begins by reviewing some examples of leadership failures. It then provides case studies of “transitioning leadership” using positive psychological concepts and positive organizational scholarship practices to create psychologically healthier and more effective workplaces. These case studies demonstrate the benefits of compassion, respect, thriving, positive organizational practices (e.g., forgiveness, inspiration, meaning), virtuousness, and psychological capital in improving engagement, work satisfaction and interestingly, higher levels of performance. Suggestions for developing positive leadership attitudes and behaviors are offered. These were shown to enhance employee wellbeing and financial outcomes. But the reality is that bringing about changes in these leadership attitudes and behaviors will not be easy, but worth attempting.

Article Price : Rs.50

Transitioning Leadership and Risk Management

-- Colin Coulson-Thomas

One of the dilemmas faced by directors and other corporate leaders is the need to be entrepreneurial in ensuring the future success of a company which involves risk, while at the same time retaining prudent control. Transitioning leadership suggests a process of adjustment, adaptation, transformation or metamorphosis from one condition, situation or state to another, depending upon the extent of the internal or external change required to continue to operate and cope. The process also involves risk and its management. Boards need to ensure that risk aversion and contemporary approaches to compliance and risk management do not stifle creativity, innovation and entrepreneurship. In many contexts, approaches to risk management and the risk management community may need to change if risk management is to be viewed more positively as an enabler of enterprise, transition, change and transformation rather than as an inhibitor and overhead cost.

Article Price : Rs.50

Diasporic Double Consciousness – Creolized Identity of Colored Professionals in South Africa

-- Kurt A April and Alun Josias

The captain of a merchant ship has a unique leadership role based on his or her responsibility for the safety of the ship and cargoes, navigation, the security and welfare of the crew and passengers, the need to comply with the latest maritime regulations, and the objective of maximizing the shipowner’s profits. The level of accountability is high, as the captain’s discretion can override all prevalent rules and regulations to save the ship and crew, and the responsibility is 24/7. The captain must balance the interests of several stakeholders: not only the shipowner, crew and passengers, but the charterer, the shipper, the consignee, port authorities, and local and international administrative bodies. Issues faced by the captain include not only possible financial and reputational loss, but exposure to unethical practices, emergency situations like fire, explosion, foundering, injury, safety, and dealing with security threats, such as maritime piracy. Hope of rescue of ships being attacked can be far away; before help can arrive from outside, the captain has to protect the ship, crew and passengers, without arms and ammunition. The captain’s job includes preventing such external threats, but this can create dilemmas in balancing stakeholders’ interests, such as the need for constantly reducing costs.

Article Price : Rs.50

The Any Person Mindset: The Illusion of Control

-- Dan Coughlin

Article Price : Rs.50




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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management
Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.
International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.