Review of Professional Management- A Journal of New Delhi Institute of Management

Abhishek Gupta ¹

Affiliations
1 Sardar Swaran Singh National Institute of Renewable Energy (Ministry of New & Renewable Energy Govt. of India, Kapurthala (Punjab), IN

Abstract

In the age of globalization and liberalization, executives at all level moves around the world with long term posting abroad. Migrant may feel cultural shock while working in the foreign land as well as reverse cultural shock while they return due to differences in culture across countries. This paper outlines the necessity of support programmes that could improve the comfort level of employees who are moving around the globe for professional purposes. Support programs for expatriates should include information from and contact with the home organization as well as career guidance and support when they return from overseas assignments. The expatriate's spouse plays a crucial role in the potential retention and effectiveness of the manager in host locations. Companies should ensure the spouse's interest in the assignment, include him or her in the pre-departure training, and provide career and family support during the assignment and upon return. Global management teams offer greater opportunities by sharing experiences, technology for international managers and greater opportunities for cross-cultural understanding and greater complexity in the workplace. Women and minorities represent underutilized resources in international management. A major reason for this situation is the assumption that culturally based biases may limit the opportunities and the success of women and minority community. Labor relationships refer to the process through which managers and workers determine their workplace relationships. The labor relations environment, system, and processes vary around the world and influence how the international manager must plan strategy and maximize the productivity of local human resources.

Full Text

   

S. L. Gupta ¹, B. S. Hothi ², Abhishek Gupta ³

Affiliations
1 Birla Institute of Technology, Noida, IN
2 Institution of Management Education, Ghaziabad, IN
3 Singhania University, (Rajasthan), IN

Abstract

Evaluation of operations of Navratna BODs are at times confidential and very complex, studying, analyzing and evaluating them becomes a very difficult task. The BOD needs to perform efficiently regarding knowledge, time, information, motivation and power. Public Enterprises Section Board (PESB) has to play a strong role and ensure that concerned Ministry is not allowed to get away with any arbitrary decision and decisions should be taken on time to ensure a smooth transition in the company with a proper handing over and taking over. The concept of orientation of non-executive and non-official directors has not received much focus till now in India and all over the world. As against management. Corporate Governance involves dual responsibility fulfilling internal organizational and societal needs. The BOD's role consists of two levels, one relates to setting mission objectives and policy formulation and the second level functions includes monitoring management, and reviewing and controlling their activities form time to time, we found in our analysis that the BODs must not involve itself in day to day functioning of the organization and also that governance does not involve ensuring returns in the short run. This research on nine NAVRATNA companies (like ONGC, NTPC, SAIL IOC, HPCL, BPCL, GAIL, MTNL, BHEL) focuses on need such Board, selection process, functions and weakness o f BOD on the basis o f the secondary materials.

Keywords

Corporate Governance, Public Enterprises Section Board, Officer Director, Non-Executive Director, Corporate Vision & Mission, Monitoring & Controlling Management.

Full Text