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

Dec'16

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.

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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
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Forces That Produce a Significant Performer
The Effective Executive Leadership in Crisis Times
The Unconscious Bias Trap: How Misconceptions About Unconscious Bias Can Trip Up Any Business
Gender Bias in Corporate Leadership: A Comparison Between Indian and Global Firms
Understanding Characteristics of Long-Term Value Creating Family Businesses
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Contents
(December 2016)

Perspective
Forces That Produce a Significant Performer

-- Dan Coughlin

Article Price : Rs.50

The Effective Executive Leadership in Crisis Times

-- Stephanie Jones and Riham Moawad

During the past five years, similar to many other countries in the region, Egypt experienced economic and political crisis, with organizations in many sectors suffering from limited resources, chaos and uncertainty, declining profits, high staff turnover...etc. Some have had to close down and go out of business, while others are striving to maintain their existence. Their employees face many demands such as decreased security and higher costs, whilst trying to maintain career growth and personal development. Aiming to investigate and understand these struggling institutions in their current turbulent situation, the authors studied the characteristics, leadership styles and roles of the effective leaders and managers heading up these organizations who were able to maintain their business operations, satisfy their customers, and retain and develop their teams, while operating in a very difficult and challenging environment in times of crisis over an extended period.

Article Price : Rs.50

The Unconscious Bias Trap: How Misconceptions About Unconscious Bias Can Trip Up Any Business

-- Bob Murray

Research has shown that we all have a number of biases, most of which we are not aware of. Most commonly these are in favor of one thing or group of people, or against something or a group of people. It is also true that these biases can be a great hindrance to any organization that wants to create a more diverse workplace. The prevailing idea has been that these biases are essentially assumptions that have been lodged in the brain through experience. Therefore, it has been thought, all that you needed to do to eliminate these assumptions is to show people that they do in fact have them and to “reframe” their thoughts so as to eliminate them. However, new research has shown that many of these biases are genetic in origin and cannot be changed in this way. In fact most of this “unconscious bias” training is counterproductive when dealing with genetically based assumptions and beliefs. I look at the latest scientific thought about unconscious bias and suggest new approaches which will make it easier to deal with.

Article Price : Rs.50

Gender Bias in Corporate Leadership: A Comparison Between Indian and Global Firms

-- T G Saji

This study intends to throw light on the difference in gender bias in corporate leadership among Indian and global firms. The research finds that the corporate leadership role of women in global companies is far higher than that of Indian companies. There is no role of women in many sectors like consumer goods, automobile, media, metals, finance and constructions in India. Service sector gets more number of women heads than manufacturing sector in India, among which banking sector occupies more. Gender inequalities in Indian corporate leadership reveals that India has yet to come out of the belief of females are circumstantially inferior to males.

Article Price : Rs.50

Understanding Characteristics of Long-Term Value Creating Family Businesses

-- María José Parada and Alberto Gimeno

Family businesses are the main form of organization and therefore a major source of value creation around the world. Not all family businesses contribute in the same way, because their approach towards value differs, partly due to their mindsets and to the way they conform their resources. Family businesses that most contribute demonstrate a value creation approach. Based on our research inside the Successful Transgenerational Entrepreneurship Practices (STEP) project, we analyze in-depth several Spanish family businesses. Our findings suggest that transgenerational value creation oriented family businesses rely on a balanced parenting style, where demandingness and nurturing go hand in hand.

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.

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