Reference No: OB0122TECPages: 2 Published on: 1, January, 1980
Abstract: Emphasizing that, while change is inevitable, people often resist it. This note attempts at explaining why change is resisted, and what can be done to overcome this resistance to change. The note mainly suggests how structural elements can be so modified that the change process is facilitated. It also includes ... More
Reference No: PROD0156TECPages: 7Published on: 1, January, 1980
Abstract: The note gives a brief description of the behavioural dimension of job design. Both traditional or micro approach and the behavioural approach have been considered. The methods with behavioural implications such as job enlargement, job enrichment and job rotation are briefly described. ... More
Reference No: OB0117TECPages: 5 Published on: 1, January, 1980
Abstract: Discusses the conflict?cooperation problem in industrial settings. After a brief mention of the Lewinian theory of conflict, potential sources of industrial conflict as well as the ways and methods of reducing and resolving the industrial conflict have been suggested. Taking the position that conflict and cooperation are two extremes ... More
Reference No: P&IR0002EXPages: 12Published on: 1, January, 1980
Abstract: This is an exercise to generate data regarding the personnel function in an enterprise. The views of earlier groups who have played the exercise, i.e., trade unions, managers and bureaucrats are given sequentially to understand the different approaches to the function. ... More
Reference No: P&IR0137TECPages: 9 Published on: 1, January, 1980
Abstract: The note gives a brief account of the traditional personnel functions, and also looks at present as well as future directions of personnel management in India. ... More
Reference No: OB0115TECPages: 5Published on: 1, January, 1980
Abstract: Nonverbal communication confirms, contradicts or acts as a powerful substitute for verbal communication in almost all interpersonal transactions. In his book, "Manwatching??A Field Guide to Human Behaviour," highly illustrated with field observations, Desmond Morris shows how people signal their attitudes, desires and innermost feelings more powerfully through unconscious bodily ... More
Reference No: OB0161(C)Pages: 9Published on: 1, January, 1980
Abstract: Describes the problems and issues posed by the organizational structure and systems existing in the bank as described in Navjivan Bank (A). Problems at branch, regional and zonal levels are described with sample events. ... More
Reference No: CMA0514Pages: 4Published on: 1, January, 1980
Abstract: Scientific forestry in India has been followed since over a century. It is the responsibility of the forest department, manned by members of the Indian Forest Service and the State Forest Services. Forestry education is confined to the forest colleges only. Altogether the development of forestry has so far occurred ... More
Reference No: OB0113Pages: 10Published on: 1, January, 1980
Abstract: Demonstrates the techniques used by the working class to express their resentment, to the management, on bonus issues, as well as the techniques used by top management to resolve such conflicts. In resolving conflicts there is a need for top management to think of long?term implications. In this case, ... More
Reference No: OB0121TECPages: 11, 11, 8Published on: 1, January, 1980
Abstract: This note comprising five segments is exclusively based on the author's experience of design and development processes in the Indian context. The first part of the note states some of the commonalities observed across many organizations. The second part of the note provides a model of the dynamics of organization ... More
Reference No: OB0119TECPages: 14Published on: 1, January, 1980
Abstract: The note explores the area of organizational change by employees low in the organizational hierarchy. In the past, the emphasis has always been on change processes initiated or supported by top management. Increased specialization, however, has resulted in a high calibre of people at all organizational levels, who strive to ... More
