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Mishra, Amar Kumar
- Dimensions, Magnitude and Impact of Organizational Climate:An Empirical Study of Private Schools in Dehradun-Mussoorie Belt
Authors
1 IMS Unison University, Dehradun, IN
Source
ANVESHAK-International Journal of Management, Vol 5, No 1 (2016), Pagination: 157-170Abstract
The creation of a healthy, motivating organizational climate should be the aim of management. Studying organizational climate is imperative to understanding how organizations function at their core. Knowledge of climate variables enables management to direct those forces towards the accomplishment of organizational goals. Climate release, channel, facilitate or constrain the energy of an organization's human resources resulting in a profound impact on the motivation level of its members. Additionally, knowing about the specific organizational climate and the way in which people with individual personalities, value systems, needs and motives respond to different climates help one to understand and explain behaviour in organizations. An assessment of the climate, accordingly, is of paramount importance for any organization. In this research paper, researchers have studied the organizational climate at the private schools in Dehrdaun-Mussoorie belt that have significantly contributed towards creating an educational hub in the belt.Keywords
Organizational Climate, Autonomy, OCTAPACE.
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- Psychological Contract and its Implications on Faculty Retention in Uttarakhand Higher Education Sector
Authors
1 Graphic Era Ubiversity, Dehradun, IN
2 IMS, Ghaziabad, IN
Source
Journal of IMS Group, Vol 14, No 2 (2017), Pagination: 29-44Abstract
An organization comprises of a structure (division of work into units and foundation of linkages among units), frameworks (particular methods for dealing with the significant elements of the association) and standards (acknowledged examples of conduct), qualities, and conventions. Every organization functions for the survival, growth and prosperity. While the survival depends upon workforce and growth depends upon competent workforce; prosperity depends upon committed and competent workforce. The number of employees is the measure of workforce, number of employees working for long is the measure of committed workforce. Employees may be found working in the organization following the instructions and obeying rules and regulations; but that does not guarantee the engagement of the employees. Administration need to ensure that the adherence to instruction by employees is not coupled with resistance. Employees may be found to be working having grudges or grievance against the administration and ceteris paribus will always be looking after a new job. Adherence by employees can also be mere fulfillment of compliance in exchange of the salary. It is only when the employees are involved with commitment, we can say that organization has the engaged employee to steer the organization on the path of growth and prosperity.
The aim of this study was to gain insight into the relationship employee engagement has with the psychological contracts. The empirical results suggest that there is a statically significant relationship between psychological contract fulfillment and employee engagement . Based on insights generated from this research, it can be concluded that overreliance on explicit contracts and ignorance of implicit psychological contracts could lead to faulty decision-making by employers. Leaders would be well served to remember that employees are people, and not just members of their organizations. The administration has to ensure that the employees working in the organization are engaged i.e. working with commitment rather than merely fulfilling the compliance and / or resistance.
Keywords
Psychological Contract, Employee Engagement.References
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- Management-“Miles to Go Before I Sleep!”
Authors
1 IMS, Ghaziabad, IN
Source
Journal of IMS Group, Vol 15, No 2 (2018), Pagination: 83-87Abstract
Seven times McKinsey Award Winner and management guru Peter Drucker had once said: “the few of us who talked of management 40 years ago were considered more or less deranged”. The same Drucker wrote on another occasion “the management boom is over”. The two statements are testimony of the fact that in this short span of time, management has completed a long odyssey marking its presence and significance worldwide from giant organizations to small ventures, from corporate houses to religious trusts, from hospitals to schools et al. Half a century ago management was largely misunderstood as a concept and virtually unrecognized as a profession. Today it is discussed and practiced not only in the board rooms of CEOs but also in the barber shop of a small town. The fall and then phenomenal revival of empires like Ford Motor in US, Siemens Electrical in UK, Mitsubishi in Japan had one thing in common-the denunciation of management practices by their charismatic founders Henry Ford, Werner Von Siemens and Iwasaki respectively and later the introduction of management by their heirs. The list is endless and all signify the great and untiring service management has rendered to the institutions worldwide in the last 70 years. But we know if there is any thing that is constant, it is change. Environment and consequently organizations have changed and are changing at never witnessed pace, so are their structure, their processes, their technologies, their culture, and their people. This is a world of uncertainty, discontinuity, innovation, entrepreneurship, obsolescence any organ that fail to adapt itself becomes extinct. Management we all know is an organ to the institution and the growth or survival of any institution is collateral on the performance of management than anything else. Management as such is still in its infancy and has miles to go in the wake of future challenges and opportunities not only for the survival and growth of the institutions but also to avoid its own pre-matured death.
The author has studied the journey traveled hitherto and the journey to be traveled by management as a profession taking extensively the case studies of different organizations.