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Please use this identifier to cite or link to this item: http://repository.iitr.ac.in/handle/123456789/8813
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dc.contributor.authorBamel U.K.-
dc.contributor.authorRangnekar, Santosh N.-
dc.contributor.authorStokes P.-
dc.contributor.authorRastogi, Renu-
dc.date.accessioned2020-10-09T05:17:36Z-
dc.date.available2020-10-09T05:17:36Z-
dc.date.issued2015-
dc.identifier.citationJournal of Management Development (2015), 34(2): 202-225-
dc.identifier.issn2621711-
dc.identifier.urihttps://doi.org/10.1108/JMD-10-2012-0129-
dc.identifier.urihttp://repository.iitr.ac.in/handle/123456789/8813-
dc.description.abstractPurpose: The purpose of this paper is to conduct an investigation into the interaction of three factors: ownership (public and private sector organizations), gender (male and female), and level of manager (senior, middle, junior) in relation to the concept of effectiveness in the Indian context. Design/methodology/approach: The study is based on a data set of primary responses from 200 Indian executives. Exploratory and confirmatory factor analysis was employed to retrieve and validate the instrument. Finally, 2 × 2 × 3 factorial ANOVA (GLM) was performed. Findings: First, the study proposes a valid and reliable measure of managerial effectiveness. Second, the interaction pattern of predictor variables in relation to managerial effectiveness provides further insights. Practical implications: Through its empirical evidence the study offers insight into issues of managerial effectiveness and provides suggestions for managerial action. Originality/value: The study attempted to gather the views of executives regarding issues of productivity, adaptability and flexibility as constructs of managerial effectiveness. Last, comparative analysis of different categories of managers (based on gender, organizational position, and institutional ownership status) provide an understanding of these issues in the Indian context. © Emerald Group Publishing Limited.-
dc.language.isoen_US-
dc.publisherEmerald Group Publishing Ltd.-
dc.relation.ispartofJournal of Management Development-
dc.subjectAdaptability-
dc.subjectFlexibility-
dc.subjectIndian management-
dc.subjectManagerial effectiveness-
dc.subjectProductivity-
dc.titleManagerial effectiveness: An Indian experience-
dc.typeArticle-
dc.scopusid48861083100-
dc.scopusid35424395500-
dc.scopusid8151664500-
dc.scopusid14007996600-
dc.affiliationBamel, U.K., School of Business Management, SVKM’s Narsee Monjee Institute of Management Studies, Mumbai, India-
dc.affiliationRangnekar, S., Department of Management Studies, Indian Institute of Technology, Roorkee, India-
dc.affiliationStokes, P., Chester Business School, University of Chester, Chester, United Kingdom-
dc.affiliationRastogi, R., Department of Humanities & Social Sciences, Department of Management Studies, Indian Institute of Technology, Roorkee, India-
dc.description.correspondingauthorBamel, U.K.; School of Business Management, SVKM’s Narsee Monjee Institute of Management StudiesIndia; email: umeshbamel@gmail.com-
Appears in Collections:Journal Publications [HS]
Journal Publications [MS]

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