Informatics Publishing Limited

Nilanjan Sengupta ¹

Affiliations
1 SDM-IMD, Mysore, IN

Abstract

In 2008, the business world witnessed major economic crises and with the fall of 150 year old financial institution, LEhman Brothers. This ignited the great recession and one is still not sure about whether it is over or not, even today.

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G. Loganathan ¹, Nilanjan Sengupta ², Mousumi Sengupta ²

Affiliations
1 Union Bank of India, IN
2 SDM Institute for Management Development, Mysore, IN

Abstract

This is a study of a public sector bank in India. The case is based on a service branch of the bank located in Bangalore city.

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Nilanjan Sengupta ¹

Affiliations
1 Mysore, IN

Abstract

The book entitled ‘The Amazon Way’ is a delightful book to read for many reasons. For one, it makes a departure from the past by highlighting the value of ‘disruptive thinking and doing’, which makes the company Amazon, different from others. This is a book about an ‘American corporation that actually lives it values.’

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Nilanjan Sengupta ¹

Affiliations
1 M.P. Birla Institute of Management, IN

Abstract

This book has been authored by Andrew S Grove, President and CEO of Intel Corporation. Andrew S. Groove emigrated to the U.S from Hungary in 1956. He is one of the cofounder member of INTEL (Integrated Electronics). In 1979 he became the president of INTEL and thereafter in 1987, the Chief Executive.

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Nilanjan Sengupta

Abstract

This book stands out as one of the best in its class especially when one looks at it from the perspective of a practising psychologist who straddle the twin worlds of business and the clinical realm. The book can give a lot of insight to a practising psychologist or a corporate trainer as well as executives in the corporate world who are compelled to deal with issues of their own aggression and the aggressive behaviours of their colleagues in demanding and competing situations that characterize today’s business environment.

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Nilanjan Sengupta ¹, Mousumi Sengupta ¹

Affiliations
1 SDM Institute for Management Development, Mysore, Karnataka, IN

Abstract

Peer learning is a teaching pedagogy wherein students learn from each other by engaging and participating in activities together, without the presence of any implied authority body. This provides an excellent opportunity to the students to self-learn and transmit the available information among peer level. Therefore, it is only natural to welcome a shift in paradigm from the highly teacher-centred to learnercentred education (e.g. peer learning), especially in the field of management education wherein students are expected to take a greater initiative and responsibility to manage their own learning process at a workplace. For the purpose of the present study, the opinion of the post-graduate management students on the peer-learning pedagogy was collected, by administering a questionnaire. Data revealed that the opinion of the students on the benefits of peer learning could be explained by total four factors, such as, Learning in groups, Co-operative Learning, Learning responsiveness, and Enhanced performance. Students felt that peer learning was most beneficial for promoting the understanding of the subjects. Also, students felt that they were least benefitted by peer learning, in terms of the benefits they got from peers’ strength.

Keywords

Peer Learning, Learning in Groups, Co-Operative Learning, Learning Responsiveness, Enhanced Performance.

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Mousumi Sengupta ¹, Nilanjan Sengupta ¹

Affiliations
1 HRM, SDM Institute for Management Development, Mysore, Karnataka, IN

Abstract

Organizations have employed 360-degree feedback as a tool for performance assessment and employee development for almost a decade now, with reasonable success. However, as there are always two sides to everything, 360-degree as an assessment tool is not an exception. Due caution may have to be employed by organizations, before they use this tool for assessment. Authors attempted to investigate the perception of the middle-level managers, working in different sectors, in the cities of Bangalore and Mysore, on the 360-degree feedback process. Data revealed that the average importance level assigned to the issues of overall 360-degree feedback process, by the respondents, was significantly different. Also, there was significant sector-specific difference between average importance levels assigned to the issues of overall 360-degree feedback process. However, there was no gender-specific difference in the average importance level assigned to the issues. Based on the research findings, HR Departments may initiate in-depth employee opinion survey to investigate whether the managers forwarded socially acceptable responses. Also, HR Departments of the respective companies need to investigate the parameters of the respective company’s culture. Further cross-sectoral studies are also needed to substantial the present study findings.

Keywords

360-Degree Feedback, Process Ownership, Confidentiality, Anonymity, Rater.

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L. Gandhi ¹, Mousumi Sengupta ², Nilanjan Sengupta ²

Affiliations
1 Assisstant Professor (OB&HRM), Shri Dharmasthala Manjunatheshwara Institute for Management Development (SDMIMD), Mysore – 570011, Karnataka, IN
2 Professor (OB&HRM) Shri Dharmasthala Manjunatheshwara Institute for Management Development (SDMIMD), Mysore – 570011, Karnataka, IN

Abstract

The major objectives of this paper were to understand the impact of Line Managers’ Emotional Intelligence on their employee motivation and to understand the importance of Emotional Intelligence in the professional life of employees of SMEs. In this paper, Daniel Goleman’s emotional intelligence model was introduced and same has been comprehensively used in the questionnaire. Over 30 studies were reviewed to support the research gap identified. Relevant primary data were obtained by using questionnaire and secondary data were collected from books, journals, magazines, and other published sources. The analysis revealed that respondents overall perceived the emotional intelligence of their respective leaders in all the parameters above average. Their perceived behaviour in sharing information and assigning value to their respective leaders was the highest, on the contrary it was the lowest while recognizing the situations that trigger their own emotions and expression of feelings. This might be due to the leaders’ contextual behaviour at workplace. One of the interesting findings revealed that there was no significant difference between the average importance level to the variable, as suggested by the respondents, for all the emotional intelligence components. This can be due to the gender difference in the communication pattern at workplace since this research was carried out for SME’s where the gender biasness is more prevalent. There is good scope in conducting further research on the topic by identifying different sectors and zones. *

Keywords

Emotional Intelligence (EI), EI in SMEs, EI among managers of SMEs

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Mousumi Sengupta ¹, Nilanjan Sengupta ²

Affiliations
1 Professor, HRM & OB, SDM Institute for Management Development, Mysore, Karnataka, IN
2 SDM Institute for Management Development, Mysore, Karnataka, IN

Abstract

Fashion industry has been confronted with several sustainability challenges such as usage of raw materials, natural and synthetic fibres, excess consumption of water and energy, products of chemicals, harmful by-products, and employment of child labour and so on. Today’s consumers are more aware of such sustainability challenges, which are faces by the fashion industry, resulting into an increasingly changing habits and lifestyle, in terms of consuming fashion by them. The present paper makes an attempt to investigate the opinion of Indian consumers from four cities in India regarding some issues of sustainable fashion. A questionnaire that captured the opinion of the residents of four different cities in India with respect to sustainable fashion was constructed. Convenient sampling technique was used to collect data which was statistically analysed. The questionnaire was sent to total 575 people as an online Google Form. Total 314 responses were received, which were analysed by using techniques such as KMO test and Kruskal–Wallis test. Respondents agreed the most that ethical and fair-trade practices and minimised logistics/good supply chain practice are key features of sustainable fashion. However, their agreement level differed significantly on issues related to sustainable fashion in general and on issues related to pricing and key features of sustainable fashion in particular. Respondents from different age group differed significantly in the agreement level for extending individual support to sustainable fashion. Also, there is a significant difference in the average agreement level of the respondents having different levels of education for choosing sustainable fashion products over the normal fashion if the prices of both types of products are close. Finally, the four cities, from where the data was collected, seemed to have no significant difference in accessing sustainable fashion. Overall, the findings of the present study are useful for companies from the fashion industry in analysing the significance of sustainability of their product. Also, the present study may encourage researchers to further investigate relevant issues in the Indian context.

Keywords

Sustainability, Fashion, Stakeholder, Sustainable Fashion.

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