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

Mar'17

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
Articles
   
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Perspective
Build an Ecosystem of Valuable Relationships
Toxic Leaders: Exploring the Dark Side
Corporate Leadership for an Uncertain and Cynical Age
The Captain of a Ship: A Unique and Enduring Leadership Role
Interview
Interview with Gregg Ward
Case Study
Irene Rosenfeld: Setting New Directions for Kraft Foods
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Contents
(March 2017)

Perspective
Build an Ecosystem of Valuable Relationships

-- Dan Coughlin

Article Price : Rs.50

Toxic Leaders: Exploring the Dark Side

-- Ronald J Burke

This paper reviews the emerging research interest in toxic or destructive leadership. Much of the leadership writing has assumed that leaders are effective. There is data suggesting that about half of individuals in leadership roles are falling short in meeting their organizational objectives. Most employees say that the worst aspect of their job is their managers. Toxic leaders have been described using various labels: destructive, narcissistic, flawed, derailed, petty tyrants, dysfunctional, abusive, bullying, psychopathic, Machiavellian and stupid. In general, toxic leaders are associated with negative attitudes towards the leaders, poorer job performance, lower psychological health of employees, greater intentions to quit and more counterproductive job behavior by employees. In order to develop better leaders, toxic leaders need to be discussed in management development programs and at MBA level courses. Toxic leadership behaviors can be changed, though not easy. Assessment tools, 360 degree feedback, coaching and mentoring, and punishing toxic leaders can be helpful.

Article Price : Rs.50

Corporate Leadership for an Uncertain and Cynical Age

-- Colin Coulson-Thomas

Presentations and discussion at the 16th Global Convention on Governance and Sustainability suggest a desire of the corporate leaders present to put a higher priority upon better addressing the requirements of stakeholders other than shareholders. Achieving this might require changes of corporate purpose, governance arrangements and leadership criteria. Recent investigations of adoptions of performance support suggest that it is possible to simultaneously deliver multiple objectives and deliver benefits to a wider range of stakeholders as well as furthering the interests of shareholders. Revised corporate ends could be matched by developments in the means to achieve them. This raises the possibility of businesses, regulators, governments and public bodies working more closely together to pursue shared aims and create economies and build companies that increasingly work for all rather than just the few. Such a shift of emphasis could help to dispel cynicism and reduce mistrust of business leaders and usher in a new era of collaborative capitalism.

Article Price : Rs.50

The Captain of a Ship: A Unique and Enduring Leadership Role

-- Stephanie Jones and Deb Narayan Goswami

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

Interview
Interview with Gregg Ward

-- The interview was conducted by Aditya S Mishra, Consulting Editor, Effective Executive.

Article Price : Rs.50

Case Study
Irene Rosenfeld: Setting New Directions for Kraft Foods

-- Syeda Maseeha Qumer and Debapratim Purkayastha

The case study discusses how Irene B Rosenfeld (Rosenfeld), CEO of US-based snack-food company Kraft Foods Inc. (Kraft), turned around and transformed Kraft into a global consumer food behemoth. Since taking up the position of CEO in 2006, Rosenfeld had fundamentally changed the footprint and prospects of Kraft. She repositioned the company to deliver top tier growth by revamping some iconic brands, transforming the product portfolio, and consolidating the company’s presence in developing markets. In February 2010, Rosenfeld successfully led the Cadbury acquisition to make Kraft a market leader in the global confectionery market. Under her strategic leadership, Kraft emerged as the second largest food company in the world with its products being sold in more than 160 countries. As a next step in the company’s evolution, Rosenfeld intended to split Kraft into two independent public companies, a high margin North American Grocery business and a high growth Global Snacks business. She contended that the split would help Kraft in consolidating its position in the fast growing snacks category and also offer the company’s shareholders two different investment opportunities. Analysts’ reactions to this decision were mixed.

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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