Rethinking organisational goals in the context of Indian ethos (original) (raw)
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2023
0 Abstract 1 1 Introduction 2 2 Organisation goal: prevalent management thought and practice 2 2.1 Profit maximisation 2 2.2 Profit maximising versus satisfying 2 2.3 Shareholder value maximisation 2 2.4 Customer value maximisation 2 2.5 Employee value maximisation 3 3 The financial goal – is it the end and be all? 3 4 Why ‘rethink’ organisational goals? 4 5 Rethinking organisational goals in the context of Indian ethos 4 6 Societal goals vs. organisational goals vs. individual goals 7 6.1 Knowledge management 7 6.2 Competitiveness 7 6.3 Corporate entrepreneurship 7 6.4 Socio-technical systems 7 7 Do we have a theory for organisational goals? 9 8 Human goals-based theory of the firm 9
IAEME PUBLICATION, 2020
The basic instrument needed by the organizations to sustain their functioning and survival is organizational goals. Organizational goals are a significant basic concept that shapes the future of the organizations in a sense. Meanwhile, organizational goals are an important parameter in respect of increasing efficiency and performance at the organizational level. In this sense, it can be thought of as a necessary stage to help organizational goals be determined and understood and to predict the strategies and behaviors to be developed at the organizational level in the future. This study aims to discuss and evaluate the available theoretical and empirical evidence about organizational goals at the organizational level and to make a contribution to organizational studies. On the other hand, in this study, theoretical approaches for the organizational goal paradigm within the scope of organizational studies, types of organizational goal classification, and analysis of organizational goals in terms of the outputs and antecedents of organizational goals are addressed as a systematic process. Thus, an analysis was preferred based on goal types classified paradigmatically for outputs and antecedents within the scope of organizational goals. Additionally, the structure of organizational goals needs to comply with the quality of the decisions made within the context of motivation, commitment and performance outputs in terms of individuals and groups at the organizational level. In this sense, the structure of the organizational goal mechanism should be explained, and it should be discovered how suitable the selected strategy is for the structure of the organization and how much it helps with the determination of the general goals at the organizational level. Moreover, in this study, the multidimensional variable structure of organizational goals was put forward, and the structure of organizational goals in association with individual and group levels was emphasized to be related to the goals at the organizational level. Accordingly, we can state that the individual or group performance obtained within the framework of organizational goals change as a reaction given by organizational goals at the changes in internal and external environments according to the outputs.
ORGANIZATIONAL GOALS: A THEORETICAL EXAMINATION ON CLASSIFICATION, OUTPUTS AND ANTECEDENTS
The basic instrument needed by the organizations to sustain their functioning and survival is organizational goals. Organizational goals are a significant basic concept that shapes the future of the organizations in a sense. Meanwhile, organizational goals are an important parameter in respect of increasing efficiency and performance at the organizational level. In this sense, it can be thought of as a necessary stage to help organizational goals be determined and understood and to predict the strategies and behaviors to be developed at the organizational level in the future. This study aims to discuss and evaluate the available theoretical and empirical evidence about organizational goals at the organizational level and to make a contribution to organizational studies. On the other hand, in this study, theoretical approaches for the organizational goal paradigm within the scope of organizational studies, types of organizational goal classification, and analysis of organizational goals in terms of the outputs and antecedents of organizational goals are addressed as a systematic process. Thus, an analysis was preferred based on goal types classified paradigmatically for outputs and antecedents within the scope of organizational goals. Additionally, the structure of organizational goals needs to comply with the quality of the decisions made within the context of motivation, commitment and performance outputs in terms of individuals and groups at the organizational level. In this sense, the structure of the organizational goal mechanism should be explained, and it should be discovered how suitable the selected strategy is for the structure of the organization and how much it helps with the determination of the general goals at the organizational level. Moreover, in this study, the multidimensional variable structure of organizational goals was put forward, and the structure of organizational goals in association with individual and group levels was emphasized to be related to the goals at the organizational level. Accordingly, we can state that the individual or group performance obtained within the framework of organizational goals change as a reaction given by organizational goals at the changes in internal and external environments according to the outputs.
2017
Organizational effectiveness is related to the concept of how effective an organization is in achieving the outcomesan organization intends to achieve.The positive impact of research on Organization Effectiveness isopen for discussion.The paper attempts to determine the dominant sector and the particular Organization effectiveness approach used. It identifies the dominant sector as the Indian Manufacturing Industry sectorof a high success value of organizational effectiveness.It explains that the Goal attainment approach to organization effectiveness is followed by global firms. It also explains that the Strategic constituencies approach to organizational effectiveness is followed by Indian firms. Also, itstudies, how the goal attainment approach exhibits value to managers, in global firms, by ensuring inputs from all stakeholders and their goal anticipations, the inclusion of actual goals, the recognition of short& longterm goals, the inclusion of tangible, verifiable, measurable g...
3D...IBA JOURNAL OF MANAGEMENT & LEADERSHIP , 2023
Through this paper an effort has been made to understand the Indian Management system which adopts a holistic approach and aims at maintaining the confluence between the Divine i.e., the perfection in knowledge, power and wisdom, the individual self and universe. Indian Management is an intensive and integrative approach which aims at self-improvement and selfmastery and also forms the foundation for other strategic creation in different spheres of life and business. This paper also reflects the idea and management of transpiring lives of individuals through Sanatan Dharma, by Ancient Hindu religious books, texts, scriptures, epics and history like Ramayan and Mahabharat etc. which constantly have been acting as an enlightening force from centuries for the rest of the world by transforming the lives of individuals. In addition to above, this paper also reflects the idea of harmonizing and integrating individuals with the others through HSD model which is also known as the Human Soul Development. This model is thoroughly inspired by Bhagwad Geeta where Lord Krishna specifically teaches the world and the mankind to focus on the positive development or purification of human soul and it is this model on which the Enlightened leadership model of HOPE (Higher Order Purpose of Existence) for Human 1 Quality Development as propounded by Dr.Subhash Sharma seems to find its basis.
Towards an Agenda for India Inc
Western India under the supervision of Professor Sorab Sadri and all observations contained herein are born out of and relate directly to those sectors. The premise upon which we stand is that if business ethics and corporate governance co-exists then with proper HR interventions a value centred corporate culture will very likely emerges and the journey towards achieving organisational excellence becomes that much easier.
This paper is based on seventeen years of intensive examination and research into three Industrial Sectors (manufacturing, process and technology) of Western India and all observations contained herein are born out of and relate directly to those sectors. The premise upon which we stand is that if business ethics and corporate governance co-exists then with proper HR interventions a value centred corporate culture will very likely emerges and the journey towards achieving organisational excellence becomes that much easier. In the postgraduate textbook entitled Organisational Excellence through Business Ethics and Corporate Governance the authors had begun by defining ethics and stating that ethics was the precondition for generating value centred corporate cultures? They then delved deep into what ethics entrails and how it impacts the organisation as well as the individual within it. Thereafter they went in to the concept of Corporate Governance, defined it, viewed how it developed, examined how it was practiced overseas and then how it came to India. In this paper the authors attempt to show how good governance is based on ethics and how those who head the functions of People Management, Company Secretary, and Accountancy (cost and chartered) can gainfully use it for realising the larger interest of the organisations they belong to. To that extent, this paper is just what the title suggests: an opinion on the subject based on ongoing research.
Strategic HR orientation and firm performance in India
The International Journal of Human Resource Management, 2003
This document contains three papers on strategic human resource (HR) development. "Strategic HR Orientation and Firm Performance in India" (Kuldeep Singh) reports findings from a study of Indian business executives that suggests there is a positive link between HR policies and practices and workforce motivation and loyalty and sustainable competitive advantage. "Human Resource Development Issues Emerging From an E-Business Corporate Entrepreneurship Team" (Jeffrey S. Lewis, Gary D. Geroy) examines the results of interviews with e-business personnel operating within traditional corporations and the application of those results to HR planning. Work in e-business is fast paced and exciting; collaboration and relationship building are mandatory; teamwork is typical; and workers are characterized as entrepreneurial. HR must be managed and deployed differently in the digital economy in order to support such characteristics. "Transforming Human Resources Into a Strategic Player on Campus From Theory to Practice: A Case Study" (Val M. Berry) presents an overview from a case study of a HR unit in higher education and how it was transformed into a strategic institutional partner through utilization of organizational change approaches. All three papers contain bibliographies, one of which substantial. (AJ) Reproductions supplied by EDRS are the best that can be made from the original document.