Hi-Tech Communication Limited (HICOM)

2002 ◽  
Vol 06 (02) ◽  
pp. 129-166 ◽  
Author(s):  
Abinash Panda ◽  
Rajen K. Gupta
Keyword(s):  
Organizational Culture ◽  
Joint Venture ◽  
Value Added ◽  
Network System ◽  
Communication Services ◽  
Leadership Challenges ◽  
Organizational Issues

Hi-tech Communications Limited (HICOM) is an Indo-US joint venture between Communication Limited and Hi-tech Network System, incorporated in India in 1992 to provide satellite-based value-added business communications in India. It began providing satellite-based communication services in 1995. This case explores the leadership challenges and some of the organizational issues while the leader attempts systematically to develop a vision-driven strong organizational culture through various intervention mechanisms in HICOM. It is based on observations and a series of interviews conducted by the first author with the employees to explore their perceptions and feelings about the HICOM culture as experienced by them.

scholarly journals Motivation sources and leadership styles among middle managers at a South African university

2018 ◽  
Vol 16 ◽  
Author(s):  
Crispen Chipunza ◽  
Lerato L. Matsumunyane
Keyword(s):  
Higher Education ◽  
Leadership Styles ◽  
South African ◽  
Middle Managers ◽  
Value Added ◽  
Education Sector ◽  
Research Approach ◽  
Leadership Challenges ◽  
African Higher Education ◽  
South African Higher Education

Orientation: Leadership challenges have been evident in the South African higher education sector since 2004. Dealing with these challenges has focused more on external factors at top management level than on the possible contribution of intrinsic factors among other levels of institutional management.Research purpose: The purpose of the research was to determine the relationship between motivation sources and the leadership styles of middle managers in a South African higher education institution.Motivation for the study: The ongoing leadership challenges in the higher education sector in South Africa require not only strategies to deal with them at a national level but also academic efforts that focus on previously neglected areas, such as sources of leadership motivation.Research design, approach and method: The population of the study consisted of 75 middle managers, comprising both academic and non-academic staff. A final sample size of 40, conveniently selected, was achieved. A quantitative research approach was employed using the case study method.Main findings: Results showed a positive relationship between transformational leadership and intrinsic process motivation, self-concept internal motivation and goal internalisation motivation. A negative correlation was found between instrumental motivation and transactional leadership style.Practical and managerial implications: Motivation sources could be used to explain leadership behaviour and assist in the selection and development of specific leadership styles for the different managerial levels within academic institutions through motivation profiling. Sources of motivation may provide one of many pieces of information to consider when making recruitment and leadership development decisions within institution.Contribution or value added: This is the first study of its kind to investigate the two variables within a higher education context. The study makes an invaluable contribution to the broadening of existing knowledge and a scholarly understanding of leadership motivation and behaviour.

scholarly journals Why Mission Statements Become a Show Piece? Case of an Indo-American Joint Venture

2003 ◽  
Vol 28 (2) ◽  
pp. 23-47 ◽  
Author(s):  
Abinash Panda ◽  
R K Gupta
Keyword(s):  
Organizational Culture ◽  
Cultural Values ◽  
Development Process ◽  
Joint Venture ◽  
Mission Statement ◽  
Mission Statements ◽  
Organizational Values ◽  
Top Management ◽  
Organizational Practices ◽  
Emotional Commitment

This paper is based on a case study of an Indo-American joint venture in the satellite- based communication services. The objective of the study is to explore why an organization fails to elicit emotional commitment for its espoused mission statements which are viewed as critical to the long-term interests and survival of the organization. It is a qualitative study based on data gathered primarily through open-ended ethnographic interviews and non-participative observation. The study briefly enumerates the process of developing an effective mission statement. It also explores the prevailing organizational culture to find out how employees identify themselves with the espoused organizational mission by exploring their experiences in the organization through one-to-one interviews. The organization has a leader (Chairman and Managing Director) who has been inspiring, intellectually stimulating, and considerate. He has explicitly shown his personal commitment to the espoused organizational values, beliefs, and missions. His leadership style comes close to what is known as charismatic leader. Organizational members adore him. It seems that he has become a ‘cult figure’ rather than a leader for the organizational members. In spite of all these, the study found that he has failed to elicit emotional commitment of the employees. It could be because of inadequate efforts in translating the espoused values into organizational practices and systems or because of insufficient awareness or appreciation of the values desired by the organizational members. The study reveals that: There are gaps among the ‘espoused’ (by the top management of the organization), ‘prevailing’ (what is actually being practised), and ‘desired’ (what is preferred by the organizational members) organizational culture. Though the organization has developed vision, mission, values, and beliefs, organizational members are not emotionally committed to these. The weak emotional commitment could be because of (a) non-involvement of middle and junior level employees in the mission development process; (b) lack of or minimal involvement of senior executives in disseminating the espoused organizational missions throughout the organization; (c) actual organizational practices not always following the espoused ones; and (d) values desired by the employees being neither espoused nor followed. On the basis of these findings, the authors suggest that: Emotional commitment develops within organizational members when the espoused organizational values and practices match with their desired ones. Organizational values and practices as prescribed by the top management of the organization should match the socio-cultural values of the society in which the organization is located. A leader should do the following for eliciting emotional commitment of the employees for the espoused mission statement: (a) involve all the stakeholders including the employees in the mission development process; (b) develop a highly cohesive top management team, who should live by espoused organizational values; and (c) implement earnestly what they espouse in public for ensuring credibility.

scholarly journals Roles of Organizational Cultural, Networks, Interpersonal Relationships, and Leadership Challenges: An Empirical Investigation of Women in Management

2017 ◽  
Vol 9 (2) ◽  
pp. 11
Author(s):  
Ali Atallah Salah ◽  
Arwa Hisham Rahahleh ◽  
Zaid Ahmad Alabaddi ◽  
Majd Mohammad Al-omoush
Keyword(s):  
Organizational Culture ◽  
Interpersonal Relationships ◽  
Quantitative Methods ◽  
Current Work ◽  
Future Research ◽  
Organizational Networks ◽  
Leadership Challenges ◽  
Positive Effects ◽  
Private And Public ◽  
Cultural Networks

The presence of women in workplace has increased in last decades surrounded by leadership challenges that negatively marked their progress. The aims of the current work are to examine the research gap on Jordanian female managers and to investigate the challenges that women encounter in private and public sectors. Further, this work also investigates the effects of organizational culture, networks, and interpersonal relationships on the leadership challenges that women face in the Jordanian workplace. The current work employed quantitative methods to gather accessible data from the sample of the study. Measures used in this study are demographic characteristics, leadership challenges, organizational cultural, networks, and interpersonal relationships. Partial Least Squares (PLS) approach as a statistical method was used to analyze the data. Results indicated that the most leadership challenges faced by women are organizational networks and interpersonal relationships. Further, results of PLS showed that significant and positive effects carried out by organizational networks and interpersonal relationships and organizational culture on leadership challenges. Practical implications and recommendations for future research are presented and discussed. 

National and Organizational Culture Differences and International Joint Venture Performance

2002 ◽  
Vol 33 (2) ◽  
pp. 243-265 ◽  
Author(s):  
Vijay Pothukuchi ◽  
Fariborz Damanpour ◽  
Jaepil Choi ◽  
Chao C. Chen ◽  
Seung Ho Park
Keyword(s):  
Organizational Culture ◽  
Joint Venture ◽  
International Joint Venture ◽  
Venture Performance ◽  
International Joint ◽  
Culture Differences

Organisational Culture

2018 ◽  
pp. 104-136
Author(s):  
Mihaela N. Otelea
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Value Added ◽  
Relevant Information ◽  
Organisational Culture ◽  
Full Potential ◽  
Company Performance ◽  
Material Resources ◽  
Business Efficiency

Organizational culture is one of the determinants of a company's competitiveness, and consequently, realistic analysis of the link between these two elements can provide relevant information to optimize it and, on this basis, to increase the company performance. The direct implications of organizational culture are important in business efficiency. Increasing the quality of human resources, efficient exploitation of material resources, and financial mean the achievement of provisioned levels of turnover, market share, or value added. Organizational culture, through its forms and manifestations (symbols, rules of behavior, customs, ceremonies, history, prestige, and authority of managers and employees), influences and leads to a series of behaviors and attitudes so that employees can tap the full potential for achieving goals. Eliminating fear in an organization is an essential requirement, as it encourages people to take more risks, responsibilities, and initiatives. Remarkable results can be achieved if performance will be measured properly and if a direct reward is chosen.

scholarly journals Managerial Potential of Educational Organizations under Conditions of Network Interaction

2020 ◽  
Vol 15 (01) ◽  
pp. 16 ◽  
Author(s):  
Nataliia N. Davydova ◽  
Evgeniy M. Dorozhkin ◽  
Vladimir A. Fedorov
Keyword(s):  
Self Organization ◽  
Network System ◽  
Direct Influence ◽  
Educational Organizations ◽  
Educational Organization ◽  
Distributed Management ◽  
Systemic Activity ◽  
Organizational Issues ◽  
Network Interaction ◽  
Managerial Roles

Development of new forms of labor self-organization is embodied in phenomena of distributed management and direct influence of personnel on realization and development of the organization’s strategy. The article is devoted to studying of relations underlying the development of managerial potential of an educational organization under conditions of network interaction. The work involves activity, network, system-synergetic approaches and methods of comparative theoretical and methodological analysis, theoretical reconstruction of bases of development strategies of a modern educational organization’s managerial potential under conditions of network interaction. Differences of the network and non-network managerial paradigms in education are described in detail. It was established that the managerial potential of educational organizations is actively realized in course of development of collectives’ involvement into solving and realization of strategic and tactic tasks in conditions of activity of the scientific-educational network. It is demonstrated that development of the managerial potential of interaction participants is provided via creation of additional managerial roles and solving of super-functional managerial tasks, which allows to change the nature of the managerial labor. It is demonstrated that managerial potential of teachers’ collectives can successfully developed in integrative management technologies based on a new methodology focused on development of involvement of network interaction into solving of organizational issues, solving of strategic and tactic tasks under conditions of systemic activity of the scientific-educational network.

scholarly journals Organizational issues in embracing Agile methods: an empirical assessment

2021 ◽  
Author(s):  
Alok Mishra ◽  
Samia Abdalhamid ◽  
Deepti Mishra ◽  
Sofiya Ostrovska
Keyword(s):  
Organizational Culture ◽  
Success Factors ◽  
The Body ◽  
Agile Methods ◽  
Medium Size ◽  
Management Support ◽  
Large Organization ◽  
Empirical Assessment ◽  
Small Organizations ◽  
Organizational Issues

AbstractThis study provides empirical evidence to the body of knowledge in Agile methods adoption in small, medium and large organizations in international context. This research explores the factors involved in the adoption of Agile methods in software development organizations. A survey was conducted among Agile professionals to gather survey data from 52 software organizations in seven countries across the world. Statistical techniques are applied towards empirical assessment. Organizational culture, team structure and management support are found to be crucial success factors whereas lack of management support, a large organization size and traditional organizational culture are found to be detrimental for the adoption of Agile approach in an organization. The selection of an appropriate Agile method depends on the project size and, for each size, there are specific methods preferred by different enterprises. Providing better control over the work is viewed as the primary advantage of the Agile methods within large and small organizations, while for the medium-size organizations, the priority is switched to coping with changing user requirements. Majority of the respondents did not consider embracing agile methods as a reason for project failure which indicates that Agile methods are, indeed, beneficial.

Sign in / Sign up

Export Citation Format

Share Document