Factors Hindering Managerial Effectiveness – A study of Select Public and Private Sector Organizations

2007 ◽  
Vol 3 (2) ◽  
pp. 52-63 ◽  
Author(s):  
Mohammed Abdul Azeem ◽  
Saneem Fatima
Keyword(s):  
Private Sector ◽  
Principal Component ◽  
Environmental Constraints ◽  
Managerial Effectiveness ◽  
Public And Private ◽  
Organizational Goals ◽  
Private Sector Organizations ◽  
Public And Private Sector ◽  
Different Levels ◽  
Structured Questionnaire

Success of any organization depends to a large extent on the effectiveness of its managers. Managerial effectiveness is seen as the degree to which management achieves the organizational goals given its environmental constraints and unpredictable events entailing the growth, adaptability, health and viability of the organization. Managerial effectiveness implies the handling of the managerial functions with competence. This paper attempts to study the factors which hinder managerial effectiveness in select public and private sector organizations. In this respect, two public and private sector organizations in India were selected. Data was collected from managers at different levels i.e., top, middle and lower level managers through a structured questionnaire designed for this specific purpose. The data collected was then subjected to Factor Analysis i.e., Principal Component Analysis with Varimax rotation. A total of eight and seven factors hindering managerial effectiveness came to the forefront from this study of Public and Private sector organizations respectively.

The Intersection of Data Analytics and Data-Driven Innovation

2020 ◽  
pp. 317-343
Author(s):  
Marcus Tanque ◽  
Harry J. Foxwell
Keyword(s):  
Private Sector ◽  
Data Analytics ◽  
Large Scale ◽  
Data Driven ◽  
Public And Private ◽  
Managerial Practices ◽  
Project Completion ◽  
Technological Advances ◽  
Private Sector Organizations ◽  
Public And Private Sector

This chapter discusses businesses, key technology implementations, case studies, limitations, and trends. It also presents recommendations to improve data analysis, data-driven innovation, and big data project implementation. Small-to-large-scale project inefficiencies present unique challenges to both public and private sector institutions and their management. Data analytics management, data-driven innovation, and related project initiatives have grown in scope, scale, and frequency. This evolution is due to continued technological advances in analytical methods and computing technologies. Most public and private sector organizations do not deliver on project benefits and results. Many organizational and managerial practices emphasize these technical limitations. Specialized human and technical resources are essential for an organization's effective project completion. Functional and practical areas affecting analytics domain and ability requirements, stakeholder expectations, solution infrastructure choices, legal and ethical concerns will also be discussed in this chapter.

Employee Welfare Measures in Public and Private Sectors

2015 ◽  
Vol 6 (1) ◽  
pp. 22-36 ◽  
Author(s):  
Chandra Sekhar Patro
Keyword(s):  
Private Sector ◽  
High Performance ◽  
Public And Private ◽  
Retirement Benefits ◽  
Educational Benefits ◽  
The Public ◽  
Employee Welfare ◽  
Welfare Measures ◽  
Private Sector Organizations ◽  
Public And Private Sector

Employees' play a key role in the existence and growth of any organisation, therefore their welfare is essential. During the past few years, both public sector and private sector organisations have been contributing towards the employee's benefits and also increase their efficiency. Employees' welfare facilities include housing facilities, free medical facilities, retirement benefits, children and adult educational benefits, welfare measures for the employee's families, loan facilities, etc. If the organisations do not bother about the employees benefit, but expect efficient and high performance from them, it is a mere waste. So there is utmost need for the employee's welfare in any type of organisation. Organizations have to provide welfare facilities to their employees to keep their motivation levels high. A comparative study was undertaken to know the satisfaction level of the employees on the enforceability of various welfare measures in both the public and private sector organizations. The study also throws light on impact of welfare measures on the employees' performance.

scholarly journals A Comparative Study of Public and Private Sector Organizations about the Impact of Training and Management Development Programmes on Organizational Productivity

2019 ◽  
Vol 13 (01) ◽  
Author(s):  
Saman Khan ◽  
Bhavika Bharti
Keyword(s):  
Private Sector ◽  
Service Sector ◽  
Emerging Market ◽  
Management Development ◽  
Organizational Productivity ◽  
Public And Private ◽  
Emerging Market Countries ◽  
Private Sector Organizations ◽  
Public And Private Sector ◽  
The Impact

India has become one of the fastest growing economies in the world over the last two decades, undoubtedly aided in this performance by economic reforms. The striking aspect of India’s recent growth has been the dynamism of the service sector, while, in contrast, manufacturing has been much less robust, contrary to the experience in other emerging market countries, where manufacturing has grown much faster than GDP. Present study is focused on a comparative evaluation of two steel giants in India i.e. SAIL and TATA steel. The study reveals that training and MDP have positive correlation with employee development, employee satisfaction and organizational productivity whereas it has been found that private sector managers (TATA Steel) have more positive opinion for training and MDP in comparison with public sector enterprise (SAIL)

scholarly journals EMPLOYEE RETENTION AND TURNOVER USINGMOTIVATIONAL VARIABLES AT INDIA

2016 ◽  
Vol 4 (8(SE)) ◽  
pp. 1-9
Author(s):  
A. Thirupathy ◽  
C. Dhayalan
Keyword(s):  
Private Sector ◽  
Research Design ◽  
Quantitative Research ◽  
Employee Retention ◽  
Cross Sectional Survey ◽  
Chi Square ◽  
Cross Sectional ◽  
Public And Private ◽  
Private Sector Organizations ◽  
Public And Private Sector

This research looked at the extent to which identified intrinsic and extrinsic motivational variables influenced the retention and reduction of employee turnover in both public and private sector organizations. The research was aimed at achieving the following objectives: identify and establish the key intrinsic and extrinsic motivational variables being used by selected public and private sector organizations in retaining their employees; determine the extent to which the identified intrinsic and extrinsic motivational variables are influencing employees’ retention and turnover in the selected organizations; and make recommendations to management of the selected organizations on how to effectively retain employees and reduce turnover. The study adopted the cross-sectional survey research design, investigating the extent to which selected motivational variables influence employees’ decision to either remain or quit an organization. Quantitative research design was used and this design was chosen because its findings are generalizable and the data objective. The study examined two public and two private sector organizations in India. The total population of the research comprised 1800 employees of the surveyed organizations with a sample size of 145 respondents. A self-developed questionnaire, measured on a Likert Scale was used to collect data from respondents. The questionnaire had a Cornbrash alpha coefficient of α = 0.85 suggesting that the instrument was reliable. The Chi-square test of association was used in testing the hypothesis of the study. The result showed that employees in both public and private sector organizations were, to a very large extent, influenced to stay in their respective organizations by a combination of intrinsic and extrinsic motivational factors. The following motivational variables were found to have significantly influenced employee retention in both the public and private sector organizations: training and development, challenging/interesting work, freedom for innovative thinking, and job security.

scholarly journals Comparing Employee Attitudes towards Individualism-Collectivism across Public and Private Sector Organizations

2008 ◽  
Vol 23 (1) ◽  
pp. 19-47
Author(s):  
Cho Tae Jun ◽  
Faerman Sue R.
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Public Management ◽  
New Public Management ◽  
Factor Model ◽  
Employee Attitudes ◽  
Public And Private ◽  
The Public ◽  
Private Sector Organizations ◽  
Public And Private Sector

One hundred thirty on responses from public employees and 154 responses from private employees were analyzed to compare employee attitudes towards individualism-collectivism across public and private sector organizations. The present study provides knowledge to public management by showing that some organizational characteristics of public sector organizations (i.e., goal ambiguity, red tape, and public-service motivation) make the public-private distinction, whereas others do not. Additionally, we found that the distinction has been blurred as New Public Management (NPM) has been adopted recently in the public sector. Finally, we support the two-factor model of organizational collectivism and individualism, as well as report that organizational individualism differentiates public and private sector organizations. The theroretical and practical implications of the findings are discussed.

scholarly journals Familiarity with Measures to Reduce Administrative Burdens in The Public and Private Sector in Slovenia

2014 ◽  
Vol 9 (1) ◽  
Author(s):  
Urška Milavec ◽  
Maja Klun
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Public Procurement ◽  
Information Provision ◽  
Public And Private ◽  
The Public ◽  
Public And Private Sector ◽  
Different Levels

Measures to reduce administrative burdens are part of efforts to improve regulation quality. The aim of the research carried out in 2010 in the public and private sector was to determine whether their staff display different levels of familiarity with the measures and whether both sectors define the same groups of regulation as the most burdensome. The results indicated that information provision on measures to reduce administrative burdens in Slovenia is poor, particularly in the private sector, which is intended as the main beneficiary of these measures. Despite this, the private sector reported that regulation for small and medium-sized businesses had improved over the period in which measures to reduce administrative burdens had been implemented. The public sector assessed public procurement regulation as the most burdensome, while the private sector ranked employment regulations as the most burdensome.

Preservation of Recorded Information in Public and Private Sector Organizations

2019 ◽  
pp. 1537-1555
Author(s):  
Nathan Mwakoshi Mnjama
Keyword(s):  
Private Sector ◽  
Good Governance ◽  
Electronic Records ◽  
Public And Private ◽  
The Public ◽  
Organizational Resource ◽  
Private Sector Organizations ◽  
Public And Private Sector ◽  
Long Term Preservation

The long-term preservation and accessibility of business records is often not accorded the attention that it deserves. Yet, records are a major organizational resource needed to support the current business of the organization as well as retaining the verifiable evidence of an organization's past programmes and activities. Records also serve as tools of accountability, transparency and good governance and provide reliable evidence in organizations' transactions and activities. The long-term preservation of records ensures that the organization is protected against costly litigation and that its interests and those of its employees are protected. This chapter lays emphasis on the need to preserve organizational records, the challenges facing preservation activities in the public and private sector organizations, the challenges of managing and preserving electronic records and proposes strategies for addressing these challenges.

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