Please use this identifier to cite or link to this item: http://hdl.handle.net/123456789/254
Title: ORGANIZATIONAL CULTURE & JOB INVOLVEMENT AS PREDICTORS OF MANAGERIAL EFFECTIVENESS
Authors: Narayan, Shyam
Keywords: ORGANIZATIONAL CULTURE
JOB INVOLVEMENT
MANAGERIAL EFFECTIVENESS
ORGANIZATIONAL-OBJECTIVE
Issue Date: 2010
Abstract: The present study on "organizational culture and job involvement as predictors of managerial effectiveness" was taken up for the Indian organizations to explore the relationship of organizational culture and job involvement with managerial effectiveness. Managers are responsible for their subordinates' performances. Employees are concerned with their own interests and benefits. Linkages between employees' interest and organizational objectives are to be established by effective managers. The most important aspect which binds an employee to the organization is organizational culture. Managers regard their organizational culture as the most important asset and create an environment of facilitation to the employees. The present study has taken into consideration the factors of organizational culture namely - openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimentation. In case of job involvement, the factors considered are job identification and job centricity. In managerial effectiveness, the factors considered are productivity, flexibility and adaptability. The independent variables i.e., organizational culture and job involvement were studied for their influence on managerial effectiveness as the dependent variable. The study is based on primary data collected from the select Indian organizations. Suggestions have been made on the basis of the obtained results. The cultural elements have shown the influence upon managerial effectiveness. Similarly, managers' job involvement has influence upon managerial effectiveness. The independent variables were explained in the Indian context and their definitions, concepts and approaches were compared with those given by other researchers. The Chapter 1 contains an exhaustive Introduction. The organizational culture is described in the context of definitions and types of organizational culture. National culture and its influence with respect to internal and external environmental changes are described. Individualism versus collectivism, role of society, organizational climate and environment has been reported. The job involvement has been studied with the help of definitions and concepts provided by different researchers. The relationship ofjob identification with job involvement has been explained as a significant phenomenon connecting with organizational culture and managerial effectiveness. The organizational goals and job involvement integration has been studied with an objective to understand perceptions of individual and organization. The relationship ofjob involvement with financial and non-financial incentives has been studied. The work environment, ergonomics and welfare practices were narrated. Job redesign strategies, impact of positive changes and motivation of employees were discussed in the context of job involvement and job satisfaction. The influence of HR practices like participative decision making, the shared values and goals on job involvement have been reported. The promotion opportunities, career planning and other related factors create job involvement intensity. Managerial effectiveness has been studied with an objective of it being a dependent variable of organizational culture and job involvement. The relationship of effectiveness and efficiency has been elaborated. Managerial functions, roles and skills have been described for better understanding. The managerial excellence as a source of competitive advantage to the managers has been recognized. The study also distinguishes between effective managers and successful managers. The chapter 2 deals with the literature review relating to the independent and dependent variables. The research papers related to the organizational culture, job involvement ii and managerial effectiveness have been carefully reviewed. The relevant research papers were reported and discussed to establish the relationship. The literature review opened the scope ofthe present study as no such study has been reported in the Indian context. The chapter ends with the need of the objectives of the present study. The chapter 3, the methodology, describes the numbers and level of samples, the data collection tools and the data analysis techniques. The chapter also explains the three standardized scales used to measure the variables. The chapter 4 reveals the results and discussion. The results are presented with the support of relevant studies. The relationship amongst the variables is also reported in the study. The chapter ends with the explanation of the objectives of the study and their accomplishments. Thus organizational culture and job involvement reliably predicts the managerial effectiveness. Finally the chapter 5 concludes, summarizes, and provides suggestions, implications and the limitations of the study.
URI: http://hdl.handle.net/123456789/254
Other Identifiers: Ph.D
Appears in Collections:DOCTORAL THESES (Management)

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