Organizational Behaviour

Human resource is of vital importance in any organization. The success of the organization depends immensely on the appropriate utilization and the deployment of the Human resource. It is often felt that that though the utilization of natural resources, availability of physical and financial resources play prominent role in the growth of modern economies, none of these resources is more significant than the committed and efficient man power. Hence organizations have clearly understood that they could get the sustainable competitive advantage through the proper utilization of human resource.

Most of the research on human resource development has focused on education and health industries by employing the individual development plan. The aim of this study is to explain the process of human resource development in project-oriented organizations using individual development plan, for better understanding and identify factors affecting it. For this purpose, using data theorizing method, data from open and deep interviews with 12 employees of human resource division of Power Installation Company were collected and analyzed. The selection of these people was based on sampling. The results show that individual, team and organizational factors like expansionism, competition for progress, performance feedback and obligation to develop leads individuals and organizations to strive for the development of individual competencies. An individual development plan is an efficient tool in coordinating these efforts, which pursue desired outcomes, such as enhancing the capability of hiring and improving individual and organizational performance, or undesirable, such as the emergence of the conflicts of justice.

Management is a science that focuses on the management of companies and organizations as well as various institutions. That is its main focus. Peter Drucker defined management as "the process of coordinating the activities of a group of employees [is] carried out by an individual or a group of people to achieve certain results that cannot be achieved by individual practice." material, information). In our contribution, we want to focus on current management and its important role in helping companies adapt to the changing market environment.

Diversification is known to play a significant role in organizational strategic management and a country’s economy. Consequently, assessing the relationship between diversification and performance has attracted a lot of attention, due to its continued importance in corporate growth and better financial performance. This study explores the relationship between the Diversification strategy and measures of performance; Total turnover, Profitability, Sales Volume and Capacity Utilization in the context of sugar companies. Study findings leads to the conclusion that diversification strategy has significant predictive influence on performance in most performance measures except total turnover. Findings show significant increase in profitability and capacity utilization through companies’ involvement in unrelated production activities while sales volume increases through related production activities.

This study investigates the design of the structural model of human resource management in the yeast industry of country. The population of this study is all the employees of the state (1145 people) which 288 people were selected using the probable sampling method of class and using the Cochran formula for samples. Data were collected with the help of questionnaire and their analysis was carried out by conducting structural equation test and factor analysis in Amos software. The results show that there is positive and meaningful relation between human resource management systems, job satisfaction and organizational loyalty. Job satisfaction also plays an intermediary factor between human resource management and organizational loyalty. Therefore, managers are offered to pay attention to the effective role of human capital in advancing organizational excellence in the design of their strategic goals, and to engage employees in the different decision-making to be consistent with the desire to participate in organizational activities and loyalty.

This paper focuses on the skills, characteristics and personality traits of owner’s managers. Many countries are working on the realization of a new sort of public management, which is less governmental and more market oriented. As a consequence the role of health-care managers is changing. They are increasingly addressed as (social) entrepreneurs. This article is based on the results of a survey sent to health-care executives in Kerala,India.The aim of the survey was to explore how the new discourse affects the practice of management. The results show that entrepreneurship is a construction and a contested concept. Nevertheless, executives are very sensitive to the concept. It certainly confuses them and can make them feel more vulnerable. However, new expectations can also perform an important function as a catalyst for executives to rethink their role and their position. From that point of view the phase of multiinterpretable expectations and vague discourse can be seen as a necessary phase in realizing health-care reform.

Entrepreneurship is a distinct and crucial factor of production. The spirit of enterprise makes man an entrepreneur. Such a spirit transformed man from a normal to cattle breeder to a settled, agriculturist to a trader and to the industrialist. These entrepreneurs are persons who initiate, organize, manage & control the affairs of business units that combine the factor of production, to supply goods & services, whether the business pertains to agriculture, industry trade or profession. The emergence of entrepreneurs in a society depends to a great extent on the economic, social, religious, cultural and psychological factors prevailing in the society.

The main purpose of this descriptive-survey study is, the identification of factors affecting the empowerment of human resources in media organizations and public relations in order to identify the factors that prevent adequate human resources in producing products according to their demand and their satisfaction. The population of this study is the experts of the ministry of communication and information technology in Iran and broadcasting organization of the Islamic Republic of Iran. In this study, in order to refine the components to identify the dimensions of each element, the Delphi technique was applied in three steps. Convergent validity and discriminant validity were used to determine validity of the model from formal and content validity and its reliability was calculated based on the analysis of principal components, Cronbach's alpha, ? Dillon Goldstein, and stability of reagents. The findings show a significant relation between the strategic component with the individual component, the strategic component with the organizational component, the economic component with the individual component, the organizational component with the human resource empowerment component and ultimately individual component with the human resource empowerment component. The model investigated 98.6 percent of the variance of human resource empowerment, 99.9 percent of the variance of the individual component and 96.4 percent of the variance of organizational component.

Senior team members reconcile conflicting demands and facilitate, encourage, motivate the managers to achieve organizational goals. This study investigated the role of the senior team shared vision, middle-level manager’s exploration and exploitation activities and behavior of transformational leadership as a moderator in resolving conflicting interests among senior team members and middle-level managers for achieving managerial ambidexterity. Pearson’s Correlation and Hierarichal Regression have been employed to find the results. Findings indicate that a senior team shared vision are related with manager’s ability to combine the activities of exploration and exploitation while the role of transformational leadership behavior does not increase the effectiveness of senior team shared vision.

The study is designed to examine the relationship among spiritual intelligence, organizational commitment and job satisfaction of employees in banking sector. Further, the study also intends to analyze the impact of spiritual intelligence on organizational commitment and job satisfaction of the employees. The study employed survey method of data collection using structured questionnaire. According to Krejcie and Morgan (1970), the minimum number of sample size was determined as 320 employees. David B. King’s the spiritual intelligence self-report inventory (SISRI) scale is used to measure spiritual intelligence and six dimensions of job satisfaction developed by Stamps and Piedmont is used to measure job satisfaction. Organizational commitment is measured by using its three dimensions namely affective commitment, continuance commitment and normative commitment. Relationship among spiritual intelligence, organizational commitment and job satisfaction of employees in banking sector is ascertained using Karl Pearson’s correlation and the impact of spiritual intelligence on organizational commitment and job satisfaction of the employees is ascertained and analyzed using Multiple Regression analysis.