Advanced Research Publications: Management Journals
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Socializing Online Case Study of ‘Media Educators’- A Facebook group of Media Professors in India
No full textThis article is an attempt to analyze the process, problems and prospects ofonline socializing among media professors in India with focus upon the MediaEducators as a case. A thorough content analysis of the posts in this group isconducted with an endeavor to find out intricacies of online interactions andsharing. Being founder and moderator of the group, author also recollectedhis experiences to reach on certain conclusions. Study concludes that youngteachers are more active in responding during online dialogue. Postscontaining visual inputs attract more comments and likes. Online socializingincreases face- to- face, telephonic interaction and real life dialogues among itsusers. Members don’t like posts containing matters of self propagation andpublicity. The Media Educators is mostly used for sharing the informationabout conferences, workshops, seminars, courses etc., whereas it is hardlyused for serious debates, discussions and dialogues on issues related to mediaeducatio
Ethics in People Management– The Helicopter View
No full textEthics is an attribute which blends with culture, character and commitment to stand to societal requirements in the most efficient and ethically judicious say. The preamble of ethics as an acronym is ‘excellence’! To secure that one must pursue a helicopter view, and no less. This article illustrates that no sustainable success or excellence may be achievable, unless ‘ethics’ are maintained. Sometimes, the impacts are vicious as in education. The academic is one who impacts the human resource scenario greatly.This article discusses the issue critically, and cites an example of the academic process
Going Beyond Corporate Social Responsibility for Society Building
No full textHuman Resources is no longer a function merely concerned either with maintaining canteens, latrines and crèches or a group of officers ensuring the compliance with a set a regulations as required by a set of regulators. Today HR is a force to be reckoned with in any organization. HR Managers are an integral part of the corporate decision making and decision executing processes at the strategic level. Their ambit of concern has gone beyond the walls of the company, well past the well- being of the stakeholders and into the future developmental growth of the civil society as such. It is in this environment that business ethics and corporate governance combine to produce conditions for attaining organizational excellence. One of the manifestations of excellence is undoubtedly Corporate Social Responsibility. However, CSR itself has undergone a metamorphosis and from corporate charity it has moved to corporate philanthropy and thence to CSR coming to a stop with the Triple Bottom Line. In this article, the two authors argue that the concerns of HR extend beyond CSR and we need to get rid of the self- centerd, close minded and blinkered attitude to people management. We need to adapt to the changing scenario and move fast if we are to even remain in the market. The charter given to the HR Manager is ipso facto extended and enhanced. The point we need to seriously cogitate upon and debate is: are we up to the task? And, if we are, how are we going to go about doing it
Ethics and Managerial Styles Revisited
No full textA behavior repeated over a period becomes a style and this is true of management as well. This article is based on the conviction that the corporate leader in the future would have to be the ethical leader. Its argument is divided into five parts. The first defines the subject matter of the paper and deals with issues like values, beliefs, and ethics. This part lays down the theoretical underpinning for the ensuing argument. The second takes up the issue of Managerial Styles examining a landmark study, conducted in UK, Nigeria, Malaysia, Hong Kong and India. The underlying assumption is that the answers we get to social issues depend on the questions we ask. The questions we ask depend on the values we have. Moreover, these values give rise to our beliefs and our ethical conduct. Hence, the Managerial Style is a good proxy for Managerial Work Beliefs. The third part looks at the replication of the study conducted in the three States in Southern India. The fourth part deals with the responses of SMEs in Greater Mumbai to the inquiry, which was a replication of the earlier study by this author in Southern Indian states. The fifth part deals with what lies ahead and to that extent posits a considered opinion on the issue of Managerial Styles. All along the question of the Values of the Chief Executive came into play. The underlying assumption is that in a positivist framework, power flows downward and the tone as well as the tenor of managerial behavior is set by the behavior of the Chief Executive. This becomes all the more important when the organization is forced to thrive on the cutting edge of competition. Those who fail the test at the sight of danger take their organizations backwards and their management styles no longer are growth oriented but become guarded and like a tortoise who goes into a shell, top management stops meeting employees, seeks no opinion and becomes highly autocratic depending on a coterie of yes men to manage the business for them while they hide behind closed doors feigning to be overtly busy. Some B Schools are guilty as hell for inculcating false values in would- be managers by (i) sending inexperienced faculty to teach the subject (ii) making the subject either optional or offered at the end of the two year course when placement is high on the institutional agenda (iii) Institutional Heads making statements to students like ‘your task as a manager is to get the job done in favor of your employer, no matter how’. Some very wise scholars have even dropped the subject of ethics and governance from the MBA curriculum. If the managerial roots are thus weakened, how can the edifice hold on? This paper posits a re- examination of an accepted model of managerial style linking the discussion to ethics and argues that without ethics, developmental growth will be replaced by development- less growth
Changing Dimensions of the Indian Retail Industry
No full textRetail is one of the largest industries worldwide. About 47 of the Global Fortune 500 companies and 25 of Asia’s Top 200 companies are retailers. India's retail sector appears underdeveloped not only by the standards of developed countries but also in comparison with several other emerging markets in Asia and elsewhere. Retail is important due to its contribution to various economies and the employment generated by the industry. The face of Indian retail is changing and so are the consumers- and both will keep influencing each other, pulling each other to a higher level of development. New and innovative retail formats and services will attract and upgrade customer preferences while global exposure and higher disposable incomes will necessitate better and attractive retail environment. The consumer and the retailer, both stand to benefit. According to India Retail Report findings, modern retail in India has grown at a CAGR of 26.8 percent over 2010 and the Indian Retail market is poised to reach $1.3 Trillion by 2020
The Impact of E- HR: Human Resources in the Digital Age (An Analysis of the Issues and Challenges in the Indian Scenario)
No full textE- HR has become an inseparable part of the functioning of almost all the large business players in the current scenario. It helps in integrating the widespread activities of organizations by enabling connectivity between different organizational functions and providing accurate and timely personnel information online and round the clock. The ultimate result is a substantial elimination and cutting down of redundant activities and a boost to the profit margins of the organizations. E- HR phenomenally reduces dependence on the time consuming and error- prone HR paper trail. However, as always, technology comes with its inherent risk- that of huge set up costs, overkill and loss of the “human touch.” Hence, first and foremost it is very important for the HR professionals to get comfortable with the technology before they make other people see the value of such tools.This article highlights the results of a study conducted to identify and analyze the issues involved in installing e-HR systems in any organization
RESEARCH PERSPECTIVE AMONG UNDERGRADUATE STUDENTS: A STUDY AT GOVERNMENT MEDICAL COLLEGE SRINAGAR
No full textAbstract- Medical students in India have limited opportunities to participate in research. The present study is an attempt to assess the knowledge, attitude and practice towards research among undergraduate students at government medical college, Srinagar. Further, the barriers related to research were identified. Questionnaire was self administered and purpose of the study explained. Responses were expressed in proportions. Results: Most of the students had positive attitude towards research. 74.7% were willing to take research as career option in future. Lack of research activity in the curriculum, lack of time, mentoring, funding and laboratory facilities were the reasons cited for not being involved in research. Conclusion: The positive attitude of students towards research reflects the need to inculcate teaching and training in research methodology to acquire knowledge and skill. This can be done by introducing short term project during later years of medical study. Besides, this would help them in choosing their career options and would have better outcome in future. Keyword: Medical students, Research Perspective, Research skills