Refine your search
Collections
Journals
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Sankaran, K.
- Interplay of the Dimensions of Pedagogy: Getting the Quadrant Right
Abstract Views :173 |
PDF Views:80
Authors
Affiliations
1 JKHIM, Nitte, IN
1 JKHIM, Nitte, IN
Source
NITTE Management Review, Vol 6, No 2 (2012), Pagination: 39-45Abstract
No Abstract.Full Text
- Creating an Adaptable Workforce: Evidences from India and the United States
Abstract Views :171 |
PDF Views:88
Authors
Affiliations
1 University of New England, US
2 JKSHIM, Nitte, IN
1 University of New England, US
2 JKSHIM, Nitte, IN
Source
NITTE Management Review, Vol 7, No 2 (2013), Pagination: 16-22Abstract
No Abstract.Full Text
- Sustainability and Talent Management: Two Important Emerging Areas of Strategic Management
Abstract Views :159 |
PDF Views:90
Authors
Affiliations
1 JKSHIM, Nitte, IN
1 JKSHIM, Nitte, IN
Source
NITTE Management Review, Vol 8, No 1 (2014), Pagination: 24-31Abstract
No Abstract.Full Text
- Beyond the Shareholder - Stakeholder Tug-of-War: Introducing Emergent Action
Abstract Views :171 |
PDF Views:93
Authors
Affiliations
1 Strathclyde Business School, University of Strathclyde, AE
1 Strathclyde Business School, University of Strathclyde, AE
Source
NITTE Management Review, Vol 6, No 1 (2012), Pagination: 6-19Abstract
No Abstract.Full Text
- Editorial
Abstract Views :180 |
PDF Views:83
Authors
Source
NITTE Management Review, Vol 9, No 1 (2015), Pagination: iv-vAbstract
No Abstract.Full Text
- Editorial
Abstract Views :218 |
PDF Views:84
Authors
Source
NITTE Management Review, Vol 10, No 1 (2016), Pagination: iv-vAbstract
These articles and book review are authored by knowledgeable and experienced scholars in different branches of knowledge. This issue also bears evidence to NMR's has transdisciplinarity.Full Text
- Leadership and Information Technology
Abstract Views :198 |
PDF Views:85
Authors
K. Sankaran
1,
Mohsin Ahmed
2
Affiliations
1 Justice K. S. Hegde Institute of Management, Nitte, IN
2 HMI-Tech, Mumbai, IN
1 Justice K. S. Hegde Institute of Management, Nitte, IN
2 HMI-Tech, Mumbai, IN
Source
NITTE Management Review, Vol 10, No 1 (2016), Pagination: 20-33Abstract
The hard skill of information technology is one that cannot be ignored in an ever communicating world. This chapter will focus on some developments in the field of IT that leaders, whether savvy in that regard or not, need to be aware of. Some advantages and pitfalls of IT implementation will also be reviewed.Keywords
Leadership, Information Technology, Reflective Mindset, Analytical Mindset.Full Text
References
- Gosling, J., & Mintzberg, H. (2003). The Five Minds of a Manager. Harvard Business Review, 81(11).
- Kennedy, F., Carroll, B., & Francoeur, J. (2013). Mindset Not Skill Set: Evaluating in New Paradigms of Leadership Development. Advances in Developing Human Resources, 15(1), 10.
- Nonaka, I. (1991). The Knowledge Creating Company. Harvard Business Review, 69, 96–104.
- Pinnow, D. F. (2011). Leadership - What Really Matters: A Handbook on Systemic Leadership. Springer Science & Business Media.
- Senge, P. (1994). The Fifth Discipline: The Art and Practice of the Learning Organisation. New York, USA: Currency Doubleday.
- Singh, R., & Raja, S. (2010). Convergence in Information and Communication Technology/ : Strategic and Regulatory Considerations. World Bank. Retrieved from https:// openknowledge.worldbank.org/handle/10986/2417 License: CC BY 3.0 IGO.”
- Thamilavel, S. (2011). The Effect of Mindset on Task Performance. ProQuest Dissertations and Theses. Western Illinois University, Ann Arbor.
- Wright, R. (2000). Nonzero: The Logic of Human Destiny. New York: Pantheon Books.
- Editorial
Abstract Views :187 |
PDF Views:63
Authors
Source
NITTE Management Review, Vol 10, No 2 (2016), Pagination: iv-vAbstract
The article titled Autonomy for Excellence in Higher Education authored by K Sankaran and G V Joshi highlights the multiplicity of controls and interventions exercised by the government in higher education in India and, as a case in point, consider management education. They point out that there are more than six authorities or bodies exercising controls on management education which plays a crucial role in the growth and development of the country. The authors conclude that a well-structured higher education system guaranteeing responsible autonomy in the real and full sense of the term will help the growth and development of higher education in India.Full Text
- Autonomy for Excellence in Higher Education in India
Abstract Views :206 |
PDF Views:85
Authors
K. Sankaran
1,
G. V. Joshi
2
Affiliations
1 Director, Justice KS Hegde Institute of Management, Nitte - 574110, Karnataka, IN
2 Professor, Justice KS Hegde Institute of Management, Nitte - 574110, Karnataka, IN
1 Director, Justice KS Hegde Institute of Management, Nitte - 574110, Karnataka, IN
2 Professor, Justice KS Hegde Institute of Management, Nitte - 574110, Karnataka, IN
Source
NITTE Management Review, Vol 10, No 2 (2016), Pagination: 1-10Abstract
The need for autonomy in higher education arises on the grounds of academic
expansion, excellence and innovation. The whole field of higher education in India is plagued by multiplicity of controls and interventions exercised by the government with the result that there is quantitative expansion without excellence and innovation. There are more than six authorities or bodies exercising controls on management education which has to play a crucial role in the growth and development of the country. The Draft New Education Policy of 2016 admits the need for autonomy in higher education. But it fails to identify suitable mechanisms for guaranteeing autonomy that is needed for transforming India by maintaining excellence in higher education. It is heartening to know that the Union Budget for 2017-18 recognizes the phenomenal significance of autonomy in the institutions imparting higher education. It goes without saying that the States should complement the efforts of the Central Government for what is absolutely needed for ensuring both excellence and innovation in higher education in the times to come.
Keywords
Higher Education, Autonomy, Multiplicity of Controls, The New Education Policy and The Union Budget.Full Text
References
- Aggarwal, P. (2012). A Half-Century of Indian Higher Education Essays by Philip G Altbach (1st ed.). New Delhi: SAGE Publications India Pvt. Ltd.
- Choudhary, S. K. (2008). Higher Education in India: a Socio-Historical Journey from Ancient Period to 2006-07. Journal of Educational Enquiry, 8(1), 50–72.
- Deshpande, S. (2016). Higher Education. Economic and Political Weekly.
- Joshi, G. V. (2014). Employment and Employability of MBA Graduates: Restoring Glamour. Nitte Management Review, 8(2), 149–155.
- Joshi, G. V. (2009). Taking General Higher Education to the Poor and the Role of the State. In G. Nair (Ed.), Paradign Shift in Health and Education. New Delhi: Serial Publications.
- Nikunj, B. (2017). Educational reforms - need of hour (2017 January 7) Deccan Herald. Bengaluru.
- Narendra Modi (2014). Our education system should not produce robots. (2014, December 25). Times of India. Mumbai.
- Singh, D. P. (2016). Envisioning India as a global leader: Role of higher education. University News2, 5(54), 15–18.
- Swaminathan, C. (2014). Autonomy in Higher Education: Shifting Paradigms. University News: A Weekly Journal of Higher Education, 53(3), 81–84.
- Editorial
Abstract Views :215 |
PDF Views:58
Authors
Source
NITTE Management Review, Vol 11, No 1 (2017), Pagination: ivAbstract
In this issue we feature four timely papers in the areas of education, banking and economy. It also car-ries a book review.
Full Text
- Editorial
Abstract Views :258 |
PDF Views:76
Authors
Source
NITTE Management Review, Vol 11, No 2 (2017), Pagination: iv-ivAbstract
In this issue we feature four timely papers in the areas of andragogy, research-based curricula, examination systems in higher education and application of total quality management in higher educational institutions. The issue also carries a book review.Full Text
- Implications of Complexity Theory for Organizational Design
Abstract Views :395 |
PDF Views:103
Authors
Affiliations
1 Oust Labs, Bangalore – 560034, Karnataka, IN
2 Justice K. S. Hegde Institute of Management, Nitte – 574110, Karnataka, IN
1 Oust Labs, Bangalore – 560034, Karnataka, IN
2 Justice K. S. Hegde Institute of Management, Nitte – 574110, Karnataka, IN
Source
NITTE Management Review, Vol 13, No 1&2 (2020), Pagination: 25-36Abstract
The business world is experiencing change at an unprecedented rate and this state of turbulence is characterized by heightened volatility, uncertainty, complexity and ambiguity, popularly called VUCA. Organizations are not only bracing to take on the challenges posed by this environment, but are also evolving new practices that can help them thrive in these times. These new practices, however are a definite departure from existing, established organization principles. In this paper, we take a critical look at these existing principles of management as articulated by Urwick and propose that Complexity Theory shows the promise to enable us to come up with new principles that are attuned to the practices of today’s successful organizations. We further substantiate this perspective with the help of two short case studies.Keywords
Adaptive Systems, Complexity Theory, De-centered Organizations, Emergent Organizations, Self-regulationFull Text
References
- Mellahi K, Wilkinson A. Organizational failure: A critique of recent research and a proposed integrative framework. Int J Manag Rev. 2004; 5-6(1):21–41. https://doi.org/10.1111/j.1460-8545.2004.00095.x
- Bennett N, Lemoine GJ. What a difference a word makes: Understanding threats to performance in a VUCA world. Bus Horiz. 2014 May 1; 57(3):311–7. https://doi.org/10.1016/j.bushor.2014.01.001
- Mack O, Khare A, Kramer A, Burgartz T, editors. Managing in a VUCA World [Internet]. Cham: Springer International Publishing; 2016 [cited 2020 Nov 1]. http://link.springer.com/10.1007/978-3-319-16889-0 https://doi.org/10.1007/978-3319-16889-0
- Cousins B. Design thinking: Organizational learning in Vuca environments. Acad Strateg Manag J. 2018 Jul 1; 17(2):1.
- Horney N, Pasmore B, O’Shea T. Leadership agility: A imperative for a VUCA world. People Amp Strategy. 2010 Dec 1; 33(4):32–9.
- Lawrence K. Developing leaders in a VUCA environment. UNC Exec Dev. 2013; 1–15.
- Rodriguez A, Rodriguez Y. Metaphors for today’s leadership: VUCA world, millennial and “Cloud Leaders”. J Manag Dev. 2015 Jan 1; 34(7):854-66. https://doi.org/10.1108/JMD-09-2013-0110
- Du J, Chen Z. Applying organizational ambidexterity in strategic management under a “VUCA” environment: Evidence from high tech companies in China. Int J Innov Stud. 2018 Mar 1; 2(1):42–52. https://doi.org/10.1016/j.ijis.2018.03.003
- Taylor FW. The principles of scientific management. N Y. 1911; 202.
- Sadler P. The seamless organization: Building the company of tomorrow. 4th ed. London; Dover (NH): Kogan Page Business Books; 2001. 172 p.
- Simon HA. New developments in the theory of the firm. Am Econ Rev. 1962; 52(2):1–15.
- Goulielmos AM. Complexity theory: A science where historical accidents matter. Disaster Prev Manag Int J. 2005 Jan 1; 14(4):533–47. https://doi.org/10.1108/09653560510618366
- Bertalanffy L von. General systems theory as integrating factor in contemporary science [Internet]. Vol. 2. Akten des XIV. Internationalen Kongressesfür Philosophie. 1968 [cited 2020 Nov 1]. p. 335–40. https://www.pdcnet.org/pdc/bvdb.nsf/purchase?openform&fp=wcp14&id= wcp14_1968_0002_0000_0335_0340
- Bechtold BL. Chaos theory as a model for strategy development. Empower Organ. 1997 Jan 1; 5(4):193– 201. https://doi.org/10.1108/14634449710195462
- Pina e Cunha M, Vieira da Cunha J. Towards a complexity theory of strategy. Wilding R, editor. Manag Decis. 2006 Jan 1; 44(7):839–50. https://doi.org/10.1108/00251740610680550
- Porter DE. Industrial dynamics. Jay Forrester. M.I.T. Press, Cambridge, Mass.; Wiley, New York, 1961. xv + 464 pp. Illus. $18. Science. 1962 Feb 9; 135(3502):426–7. https://doi.org/10.1126/science.135.3502.426-a
- Mason RB. The external environment’s effect on management and strategy: A complexity theory approach. Adcroft A, editor. Manag Decis. 2007 Jan 1; 45(1):10–28. https://doi.org/10.1108/00251740710718935
- Wheatley MJ, Kellner‐Rogers M. Self‐organization: The irresistible future of organizing. Strategy Leadersh. 1996 Jan 1; 24(4):18–24. https://doi.org/10.1108/eb054560
- Ashmos DP, Duchon D, McDaniel RR. Organizational responses to complexity: The effect on organizational performance. J Organ Change Manag. 2000 Jan 1; 13(6):577–95. https://doi.org/10.1108/09534810010378597
- Beinhocker ED. Strategy at the edge of chaos. McKinsey Q. 1997 Jan 1; (1):24.
- Goldstein J. Emergence: A construct amid a thicket of conceptual snares. Emergence. 2000 Apr 1; 2(1):5– 22. https://doi.org/10.1207/S15327000EM0201_02
- Manson SM. Simplifying complexity: A review of complexity theory. Geoforum. 2001 Aug 1; 32(3):405– 14. https://doi.org/10.1016/S0016-7185(00)00035-X
- Bergmann Lichtenstein BM. Emergence as a process of self‐organizing ‐ New assumptions and insights from the study of non‐linear dynamic systems. J Organ Change Manag. 2000 Jan 1; 13(6):526–44. https://doi.org/10.1108/09534810010378560
- Semler R. Managing without managers. Harv Bus Rev. 1989; 67(5):76–84.
- Senge PM. The Fifth Discipline: The Art and Practice of the learning organization. Illustrated edition. New York: Currency; 2006. 464 p.
- Perrow C. Complex organizations: A critical essay [Internet]. New York: Random House; 1986 [cited 2020 Nov 2]. http://books.google.com/books?id=F85QAQAAIAAJ
- Fukuyama F. Trust: The social virtues and the creation of prosperity: Human nature and the reconstitution of social order. New York, NY: Simon and Schuster; 1996. 480 p.
- Davis GF. What might replace the modern corporation: Uberization and the Web Page Enterprise. Seattle Univ Law Rev. 2015 2016; 39:501.
- Claver‐Cortes E, Zaragoza‐Saez P, Pertusa‐Ortega E. Organizational structure features supporting knowledge management processes. J Knowl Manag. 2007 Jan 1; 11(4):45–57. https://doi.org/10.1108/13673270710762701
- Zoller YJ, Muldoon J. Journey of a concept: Span of control - the rise, the decline and what is next? J Manag Hist. 2020 Jan 1; 26(4):515–33. https://doi.org/10.1108/JMH-04-2020-0027
- Correia de Sousa M, van Dierendonck D. Knowledge workers, servant leadership and the search for meaning in knowledge‐driven organizations. A. Calabrese F, editor. Horiz. 2010 Jan 1; 18(3):230–9. https://doi.org/10.1108/10748121011072681
- Ahmadian FardFini A, Rashidi TH, Akbarnezhad A, Travis Waller S. Incorporating multiskilling and learning in the optimization of crew composition. 2016 May 1 [cited 2020 Nov 2]; https://opus.lib.uts.edu.au/handle/10453/118490
- Renesch J, et al. New traditions in business: Spirit and leadership in the 21st century. 1st ed. San Francisco: Berrett-Koehler Publishers; 1992. p. 270.