Corporate Success and Transformational LeadershipNew Age International, 1990 - 357 من الصفحات In The Contemporary Indian Society, All The Institutions, Be It Social, Economic, Religious Or Political, Are Undergoing An Unprecedented Scale Of Metamorphosis. All Round, There Is Value Erosion, And People Are Increasingly Experiencing A Sense Of Powerlessness, Helplessness, Meaninglessness, And Normlessness. Although, This Is A Pervasive Phenomenon, Its Intensity Is Much Greater In Economic Institutions, Corporate World, And The Government. Today, There Is A Need To Resurrect A Set Of Values In These Institutions, To Prepare Administrators And Executives To Cope With And Effectively Manage The Consequences Of Powerlessness, Helplessness, Meaninglessness, And Normlessness. There Is Also A Need To Groom And Develop The Business And Government Leaders Of Tomorrow To Face This Scenario, And Appropriately Handle It. The Most Powerful Way Of Achieving This Is Through The Process Of Socializing The Leaders With The Experience Of Corporate Success, Organisation Building, And Transformation. Sharing These Experiences Helps Enormously In Inculcating A Sense Of Values And Meaning, Heightens The Consciousness, And Provides Powerful Role Models.Business Schools, Unfortunately In India, Overemphasize Learning Through The Cases Of Failures Rather Than Through Success Stories. There Is Virtually No Scientific Work Available Which Highlights The Experience Of Success And Transformation In The Indian Organisations. The Present Work Is A Modest Attempt In This Direction. It Highlights (A) The Profile And Role Of Transformational Leaders, And (B) The Process Of Culture Building And Corporate Transformation In Five Indian Organisations - Three Belonging To The Public Sector, One To The Corporate, And One To The Private Sector. The Cases Have Been Built Around The Following Five Themes:1. Building A New Church, 2. From Solo To Folk, 3. Quest For Excellence, 4. From Pandemonium To Peace, And 5. Man At The Centre |
من داخل الكتاب
النتائج 1-5 من 44
الصفحة 22
عذرًا، محتوى هذه الصفحة مقيَّد.
عذرًا، محتوى هذه الصفحة مقيَّد.
الصفحة 39
عذرًا، محتوى هذه الصفحة مقيَّد.
عذرًا، محتوى هذه الصفحة مقيَّد.
الصفحة 45
عذرًا، محتوى هذه الصفحة مقيَّد.
عذرًا، محتوى هذه الصفحة مقيَّد.
الصفحة 53
عذرًا، محتوى هذه الصفحة مقيَّد.
عذرًا، محتوى هذه الصفحة مقيَّد.
الصفحة 55
عذرًا، محتوى هذه الصفحة مقيَّد.
عذرًا، محتوى هذه الصفحة مقيَّد.
المحتوى
Acknowledgements | 1 |
Chapter 2 | 32 |
Experiences | 124 |
Case 1 | 147 |
Case 3 | 255 |
Case 4 | 263 |
183 | 292 |
Chapter 3 | 310 |
عبارات ومصطلحات مألوفة
achieve results action ammonia behaviour Bhatinda boundary manager capacity utilisation cent Chairman characterised chief executive coal collectivisation and team committee concern corporate corporate office Counter trade crores decisions Demonstrates an empowering Deputy Manager dimensions Divisional Manager earlier empowering attitude ency tage environment ethos Evokes a sense evolve examine exports face of calamities fertiliser focus Frequency Percentage Rank growth Haldia human ideas IFFCO important India Indian Industrial Relations innovative Jain Jamshedpur Kudremukh Kutumb kutumbisation lakhs Leadership Components leadership style Low-High Manager-4 managerial hierarchy managing director meetings MMTC modes Mody naphtha officers operating organisational members participation Pench area perceived leadership profile performance phase Phulpur plans plant problems production Raghavan responsibility risk-taking role sense of confidence Sharma significant Sinha strategy Table taking risks TISCO tonnes top management trade transformational leaders transformational leadership union leaders unit urea value profile workers