The Magical Wand of Participatory Management
-- Akinchan Buddhodev Sinha
Managing a business today is basically different from what it was 30 or 40 years ago. The most profound difference pertains to the complexities in the human resource. Consensus approach can go a long way in ensuring optimum solutions to the complexities prevailing in all spheres, i.e., in marketing, finance, operations, etc. Now, the pertinent question is who should initiate this collaboration? It is not enough for leaders to identify collaborative opportunities and entice the best talent to them. Rather, they must also set the tone by being good collaborators themselves. In several cases, it is observed that efforts to collaborate in the middle are sabotaged by political games and turf battles. Corporate decision making was for a long time considered to be proprietary of management. However, in the last few decades, new forms of industrial relations have developed that purport to engage employees in the decision-making process or even to devolve decision-making process to them. Hence, authoritarian decision making is giving way to participative decision making.
© 2011 IUP. All Rights Reserved.
Role of Strategic Compensation in Organization Development:
An Overview
-- M Jothi and S P Mathiraj
Every changing need of the workforce in the organization, dynamic nature of organizational structure, volatile nature of environment and the increased pressure to enhance the performance of the organizations have motivated human resources (HR) leaders to identify and implement effective compensation plans for workforce. This article, therefore, aims to shed light on the role of compensation management on employee’s performance as well as organization’s productivity. Further, it suggests various premises to construct a compensation policy and highlights the importance of compensation management to the organization in this Darwinian world.
© 2011 IUP. All Rights Reserved.
Breaking Procrastination for Building a Successful Career
-- G Ramesh and K Vasuki
Procrastination is the practice of putting off today’s work to tomorrow. Procrastination is an inevitable phenomenon, and all individuals procrastinate sometime or other. Everyone gives in to the urge of putting off doing things once in a while. There are several ways in which employees can procrastinate. If they identify and understand better how they postpone the tasks, they can catch themselves doing it. Procrastination is a deeply embedded trait. It is a symptom of some deep personality trait and physical imbalance. There is more than one reason why executives procrastinate. For many individuals, this habit is a lifestyle. It is normal for employees to procrastinate to some extent and want to start the key tasks afresh. So long as this habit is not impeding the normal functioning, it is not a major problem. If the tendency gets chronic, it may become a complicated issue with bigger costs. Procrastination has so many downsides and has the potential for painful consequences. Procrastinators must know that procrastination will conquer our life if we do not learn to conquer procrastination. Complete elimination of procrastination not only saves time and health of employees but also energizes them to enhance the performance levels, leading to professional growth. Employees use various techniques to break procrastination in jobs. Because of the difference in the abilities of individuals, some measures work better for a few than for others. Since procrastinators are made and not born, it is very much possible to overcome their habit. The keys are willingness to transform within and determination for more productive life. Procrastinators develop their behavior over a long period of time. They should not expect any magical transformation and try to break the attitude overnight.
© 2011 IUP. All Rights Reserved.
Green HR: Getting into the Business of Green
--N R Aravamudhan
Green is the new black today. We live in a society where the clamor for going green is getting more belligerent than before. Be it green buildings, green products, green processes, green systems and green jobs, the list is endlessly long. And if this is not enough, HR departments in many companies are increasingly greening their processes. Juxtaposing green and HR process may sound like an oxymoron to many. But the reality is, going green holds out a great promise for HR. This article discusses how HR can greenify its process and reduce the carbon footprint at the workplace.
© 2011 IUP. All Rights Reserved.
Qualities of Dynamic Leaders in Effective Organizations
-- R Haridas, V Ramadevi and L Vijay
In organizations, proper manpower utilization is a big issue for the top management. Nowadays, employees have a lot of problems in their day-to-day work life that results in low performance and output. Solving their problems and motivating them is a critical task for the organization. Thus, a dynamic leader must have extra qualities and commitments to overcome such problems. Hence, a real leader is one who acts when conditions and situations necessitate him to lead the employee on the right track to achieve the predetermined goals.
© 2011 IUP. All Rights Reserved.
Towards a Strategy Supportive Organizational Culture
-- B Amaranath and S Krishnamurthy Naidu
Whether strategy should follow culture or culture should follow strategy is a million dollar question before numerous managers. Some managers state that an organization must pursue the strategies that fit the organizational culture. On the other hand, some suggest that the organizational culture must be flexible enough to be altered to fit the strategy. Strategies formulated through objective methods may fail if a firm discounts the cultural forces. Researches uncovered the evidence that new strategies are often market-driven and directed by competitive forces. Therefore, changing a firm’s culture to fit to a new strategy is more effective than changing a strategy to fit an existing culture.1 It is understood that if enough attention is not paid to the cultural factors in an organization while implementing a strategy, culture may eat up the strategy. Hence, culture matters more than strategy. For strategists in organizations, culture is an important concern.
© 2011 IUP. All Rights Reserved.
Advantage India: Employment Opportunities and Challenges
--P Soma Raju
Job-centric growth and employment generation are more often discussed as important issues in various forums in recent times. An attempt is made here to discuss the employment opportunities and challenges in the context of world economic downturn and eurozone crisis. India is looked upon as a powerhouse by the world, which expects her to take up a leadership role. Further, the advantages of brain gain, talent pool, availability of demographic dividend, and the positive factors available to boost up the manufacturing sector and provide employment opportunities to achieve inclusive growth are also discussed.
© 2011 IUP. All Rights Reserved.
Case Study:
Privatization of Rede Ferroviária Federal, Sociedade
Anônima: The People Aspects
-- P Girija Swaraj and Debapratim Purkayastha
© 2011 IUP. All Rights Reserved. |
