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Impact
of Demographic Variables on Emotional Intelligence and Leadership
Behavior of Corporate Executives
--B
K Punia
The
opening up of the Indian economy through liberalisation, privatization,
globalization and natural thrust towards information technology
has made the task of corporate executives more demanding.
The challenges get multiplied when the industry executives
have to work in diverse work cultures. The workforce diversity
has not only affected the emotional stability of the executives
but has also come in the way of leadership behavior and effectiveness.
In the present study it is found that a person's leadership
style changes with age. As and when a person is less willing
to adapt to changes and bring diversity, it will lead to biasness.
©
2005 IUP. All Rights Reserved.
A
Study on the Factors Influencing Career Decision-making
-- T G Vijaya
The
career model takes into account the sequence of occupations,
jobs and positions that a given person is likely to occupy.
It will be of great practical value to have a better understanding
of the nature of determinants of sequence, together with a
systematic organization of the data, to facilitate the prediction
of academic and occupational positions of a career and to
highlight the needed interventions. This paper explains six
different shaping factors which may influence the career choice
process.
©
2005 IUP. All Rights Reserved.
HR
Profession in Transition
--
Lata Dyaram and T J Kamalanabhan
New
emerging roles and responsibilities are leading to the shift
in the HR profession from administrators to strategic advisors.
Businesses are recognizing HR's role as a value adder and
growth generator, rather than simply as an internal business
function. HR functions are getting more integrated into line
management functions. Increasingly, HR work will move into
the line, with managers handling the majority of HR-related
issues and employees will be able to conduct HR-related transactions
through self-service. Adaptive HR personnel are the ones who
will survive today.
©
2005 IUP. All Rights Reserved.
Exhibition
of Teamwork: A Comparative Study in Pre- and Post-privatization
Period of a Public Sector
--
Naval Bajpai
The
present study is designed to examine the change in the degree
of mutual trust in pre- and post-privatization period of a
public sector. For this purpose, one public sector organization
was selected which has been privatized a few years ago. Mutual
trust was measured by using a four point rating scale ranging
from quite false to quite true. Data were analyzed employing
Z test for measuring difference in means. Results indicated
that this organization has shown significant difference in
the degree of mutual trust in pre- and post-privatization
period (Mean in pre-privatization period=27.5500 and Mean
in post-privatization period=29.3583). Findings can be explained
in the light of privatization, shared responsibility and empowerment
of team.
©
2005 IUP. All Rights Reserved.
Labor-Management
Relations in Tamil Nadu Electricity Board
--
N Sankaralingam
This
study examines the role of the board and the trade unions
in building and maintaining the industrial relations in the
electricity industry. To maintain good relations, the board
on its part makes available many benefit schemes and facilities
to the employees. Further, the day-to-day operational grievances
of the employees are successfully resolved by the heads of
the various departments through `Collective Bargaining'. The
issues related to `wages, work load norms, policy formulation
and policy revision' are also settled in a mutually cooperative
manner. The management and the unions respect the settlements
reached and their implementation. It is also observed that
the policies of the political parties are very well reflected
in the policies of some of the trade unions. By and large
these extant industrial relations continually help to put
the board on a higher tragectory of growth.
©
2005 IUP. All Rights Reserved.
Usefulness
of Routine Meetings in Business Organizations :A Research
Report
-- Shubhasheesh Bhattacharya
and Satendra Kumar
Informal
feedback received in the past, from the executives working
in organizations, on the effectiveness of meetings, was not
encouraging. Its effectiveness can be gauged when some executives
opine `Meetings are held to keep minutes and waste valuable
hours'. The informal feedback prompted to do a formal research
in this area. Working executives in business organizations
were surveyed to get formal feedback about the meetings. The
findings indicate that currently meetings are not viewed by
majority of the employees as effective and useful for the
organizations or the employees. They feel that meetings per
se are useful, but the way meetings are held do not lead to
achieve the desired objectives and results. Meetings rather
result in wastage of valuable resources and time. If properly
handled, meetings can be very effective.
©
2005 IUP. All Rights Reserved.
Power,
Politics and Leadership
--
P M Siriya and Pavan Patel
To
acquire and retain power, a leader must skillfully organize
politicsinformal approaches to gaining power through means
other than merit or luck. Organizational power is derived
from many sources including position power (legitimate, reward,
coercive, and information) and personal power (expert, reference,
and prestige). Power also stems from ownership, providing
resources, capitalizing upon opportunity, and being close
to power. Leaders intent on increasing their power are advised
to develop a plan. Such a plan includes setting a goal, measuring
the cost-effectiveness of politicking, conducting a power
analysis of powerful people, and analyzing what type of politics
is played at the top. Certain actions are to be taken to become
an empowering leader. These include providing a positive emotional
atmosphere giving visible rewards, expressing confidence,
fostering initiative and responsibility, building on success,
and practicing super leadership. The quest for power causes
political behavior. Specific contributing factors include
the pyramidal shape of organizations, competition for limited
resources, subjective performance standards, and environmental
uncertainty. Emotional insecurity and Machiavellianism also
contribute to political behavior. To make an effective use
of organizational politics, a leader must be aware of the
specific political tactics and strategies. Ethical methods
can be divided into those, aimed directly at gaining power,
building relationships and avoiding political blunders. Unethical
and devious tactics, such as the embrace or demolished strategy,
constitute another category of political behavior. Carried
to an extreme, organizational politics can hurt an organization
and its members. Being aware of the causes and types of political
behavior can help leaders deal with the problems. Setting
good example of non-political behavior is helpful, as it threatens
to publicly expose devious politicking.
©
2005 IUP. All Rights Reserved.
Book
Review
The
Space-Location Theory As Applied to Institution Building in
Organizations
--
Poonam Mital,
Reviewed
by V
Sanjay, Faculty Member,
IBS, Bangalore
The
Structure-Conduct-Performance (SCP) paradigm or theory, which
is an important tool of contemporary industrial economics,
attempts to explain the above hypothesis that relates market
performance to market concentration.
©
2004 Poonam Mital. All Rights Reserved. The IUP holds the copyright for the review. |
