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Influential
Change Leadership Pattern Among the Faculty Members of
Selected State Agricultural Universities
- - P
Manikandan
Managing
change is probably one of the most important issues today.
This involves simultaneously managing people, resources, processes,
and emotions. In fact, people emphasize essentially on change
leadership while referring to change management. Unless the
leaders in the organizations recognize the qualities that
are needed to lead strategic change programs, their effectiveness
as change leaders will be significantly reduced. The present
study looks at the influential change leadership pattern prevalent
among the faculty members of four state agricultural universities,
by studying their power and control dimensions. The faculty
members, irrespective of their hierarchical levels, were medium
to high in their use of expert power and personal power, whereas
the use of position power was quite low. A very high proportion
of the faculty members had a high level of internal control,
and the external locus of control was almost negligible. The
greater use of expert power, followed by the use of personal
power, coupled with the dominance of internal control, found
among the faculty members of State Agricultural Universities,
is a positive indication of the effective influential change
leadership qualities prevalent among the majority of the faculty
members. In addition to making comparisons between faculty
members at different hierarchical positions, the study also
brings out comparison between faculty members belonging to
crop science and animal science specializations. Suggestions
are also made on the multiple skills that need to be developed
by faculty members for enhancing their efficiency and effectiveness
to influence the change process in their institutions.
©
2005 IUP. All Rights Reserved.
A
Situation-based Decision-making
Process
- - Jose
Mathews
Decision-making
is a complex managerial activity. Decisions can never be made
in a vacuum by relying on the personal resources and complex
models, which do not take into consideration the situation.
Analysis of the variables of the problem in the context in
which it occurs is mediated by the personality of the manager.
A situation based decision-making activity encompasses not
only the specific problem faced by the organization but also
extends to the environment. Decision-making is defined as
the process of choosing a particular alternative from a number
of alternatives. It is an activity that follows after proper
evaluation of all the alternatives. Problem recognition, problem
evaluation and selection are the three steps of the general
process of decision-making. The first stage of problem recognition
involves identifying the specific problem that the individual
or the group faces in its activity sequence. A problem exists
when there is a perceptible gap between the present state
and the future state. The difference that exists constitutes
the problem which has to be solved by suitable decision-making
activity. The second stage of decision-making activity centers
around evaluating the problem along with the entire possible
alternatives. Each alternative is carefully evaluated for
its merit. Following the consideration of the different alternatives
open, the decision maker finally selects the best alternative
and this completes the decision-making process. The recognition
or the existence of a problem leads to a decision-making activity.
It is the selection of the most favorable alternative within
the constraints imposed by the problem, the context and the
individual factors.
©
2005 IUP. All Rights Reserved.
Work
and Family Interface: Its
Results on Stress and Strain Relationship of Executives
- -
R
Venkataramana Rao
Both
work life and family life are important to executives in any
business organization and if they are not maintained properly,
it creates stress and strain in work life and in turn results
in various diseases. This further decreases the work efficiency
of the executives and may also result in premature retirement.
In this regard, a survey on work life and family life interface
and its effects on the work stress and strain was conducted.
A Bangalore-based public sector unit was selected for the
study because it is a Research and Design oriented organization
where the executives have to spend most of the time in the
company. This study was carried out by collecting secondary
data from various books on stress and strain management and
collecting data from the executives of the unit.
©
2005 IUP. All Rights Reserved.
Impact
of HRD Climate on Empowerment and Organization Citizenship
Behavior
- - Anukool M Hyde
and Sanjyot Pethe
In
management, the current era is the era of Human Resource Development
and employee involvement. The modern approach to management
ensures employee involvement and empowerment. Employees and
management admit that many obstacles to achieve organizational
goals can be overcome by employees themselves if they are
provided the necessary tools and authority to do so. There
is a direct relationship between the concept of employee involvement
and employee empowerment and organizational growth and development.
The present study is an attempt to explore the impact and
relationship between the HRD climate, empowerment and organizational
citizenship behavior in private and government organizations.
©
2005 IUP. All Rights Reserved.
How
Organizational Image Affects Employee
Attitudes
- - Olivier
Herrbach and Karim Mignonac
This
paper presents the results of a study that has attempted to
link corporate image, operationalised through the notion of
perceived external prestige, to three individual outcomes:
Job satisfaction, affective organisational commitment and
affective states at work. These variables are selected because
research has shown their influence on several important HR
outcomes such as motivation, performance and turnover. The
research was based on a questionnaire survey of a sample of
527 French managers. This sample was further divided into
two sub-samples to test the potential differentiated impact
of corporate image: A sales/marketing sub-sample and a non-sales/marketing
sub-sample. The rationale for this distinction is elaborated
in this paper.
©
2004 Personnel Publications Limited and Industrial Relations
Services (www.hrmj.com). This article was earlier published
in Human Resource Management Journal, 2004, Volume
14, Issue 4. Reprinted with permission.
Making
the Right Investments in People
- -
James M Benton, Susan Cantrell and Meredith A Vey
Successful
companies design human capital strategies to ensure that the
right people capabilities are in place to effectively execute
the business strategy, and the companies that actively develop
their employees and provide them with opportunities to learn
and grow achieve superior economic success. This paper focuses
on business results and analyzes by looking at an organization's
two-year average capital efficiency relative to an industry
peer group.
©
2004 Accenture (www.accenture.com). This article originally
appeared in Outlook, Vol. XVI, No. 3, October 2004,
an Accenture publication. All rights reserved. Reprinted by
permission.
Case
Study on Influence of Individual Need on Resistance to Change
- - A K Mohapatra
Orissa
introduced power sector reform during the year 1995 for the
first time in the country. The reform process briefly comprised
the following steps. Orissa Hydro Power Corporation (OHPC)
was incorporated as a company on April 21, 1995, to take care
of generation of electricity from hydro powerhouses. Grid
Corporation of Orissa (GRIDCO) was incorporated during the
same month as a company to take care of transmission and distribution
of electricity. Orissa State Electricity Board (OSEB), which
was taking care of all these activities, was closed down.
Hydro powerhouses and projects under the State Government
and OSEB were transferred to OHPC. This process of reform
necessitated transfer of employees from OSEB and the Government
to GRIDCO and OHPC. There naturally was resistance from these
employees for getting transferred to OHPC or GRIDCO. Why did
the employees resist the change? What were the real causes
of this resistance at the individual level? This study was
conducted to go into the process of transfer of employees
and the factors that the employees considered important to
them for their transfer and subsequent absorption in OHPC
or GRIDCO. A survey was conducted amongst the employees of
OHPC to determine what factor they considered most important
for their preferences for absorption in OHPC, GRIDCO or the
Government. These factors indicated the influence of individual
needs to the resistance to the change process. It was found
that different groups of employees, depending on their personal
needs, considered different factors as most important which
influenced their resistance to change. Non-executives of the
Government working in the powerhouses considered better compensation
package in OHPC as most important and did not resist the change.
However, similar employees working at Bhubaneswar considered
continuance at Bhubaneswar as most important. They resisted
the change apprehending transfer out of Bhubaneswar. Engineers
from the Government resisted the change because of loss of
authority and power in OHPC. Others resisted the change because
of limited number of places in OHPC for transfer. The suggestions
on the basis of these findings for OHPC are to rationalize
the compensation package for all its employees from OSEB and
the Government. It was also suggested that OHPC should improve
education and healthcare facilities where its powerhouses
were located with emphasis on training and development of
the employees.
©
2005 IUP. All Rights Reserved.
Book
Review
The
Human Side of M&A
- - Dennis
C Carey and Daton Ogden
The
key variable that separates the successes and failures of
a merger is the human factor. Human capital has to be systematically
identified and assessed according to the new company. Thus,
proper vision and strategy with well-coordinated communication
is the mantra to success.
©
2004 Oxford University Press. All Rights Reserved. The IUP holds the copyright for the review. |
