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Showing papers by "Indian Institute of Management Ahmedabad published in 1988"


Journal ArticleDOI
TL;DR: In this paper, the authors suggest a systems perspective for viewing these problems as concerns of an organizational subsystem that can have important ramifications for the other subsystems and for the organization as a whole.
Abstract: Writings about professional women in organizations often adopt an advocacy approach and look at problems of women in isolation from the rest of the organization. This article suggests a systems perspective for viewing these problems as concerns of an organizational subsystem that can have important ramifications for the other subsystems and for the organization as a whole. Reviewing research on some major issues encountered by professional women at the workplace, this article demonstrates the usefulness of complementary research to integrate these issues into an organizational framework.

44 citations


Journal ArticleDOI
TL;DR: The authors explored the need importance patterns and involvement in work and family contexts and found that in the family context, affiliative needs were most important followed by subsistence and growth needs, while in the work context, growth needs are most important, followed by affiliative and subsistence needs.
Abstract: This binational study explored the need importance patterns and involvement in work and family contexts Results reveal that in the work context, growth needs are most important, followed by affiliative and subsistence needs In the family context, affiliative needs are most important followed by subsistence and growth needs Involvement in work and family contexts was found to be influenced by the need satisfaction potential of the respective contexts This explained the nature of relationship between work and family involvement The cross-national generalizability and usefulness of a motivational model for research on involvement in multilife-spheres are discussed

23 citations


Journal ArticleDOI
TL;DR: In this paper, a study was conducted on a sample of male and female managers studying at the Indian Institute of Management (IIM) and at an American business school, where personality data and biographical characteristics were collected.
Abstract: Cette recherche fut faite sur deux echantillons composes de cadres des deux sexes poursuivant des etudes a l'Institut Indien de Management ou dans une “business school” americaine. On a recueilli des informations sur la personnalite et la biographic des sujets. Elles ont ete soumises a une analyse de variance pour eprouver l'hypothese selon laquelle les cadres feminins americains sont plus proches de leurs collegues masculins (quant a leur personnalite, leur salaire et leur statut professional) que ne le sont les cadres indiens masculins et feminins. Pour ce qui est de la personnalite, les femmes des deux pays sont plus exigeantes que les hommes et davantage victimes de conflits. Les Americaines sont aussi plus naives. Les elements biographiques montrent que les cadres des deux sexes ne different pas significativement quant au niveau hierarchique, au nombre de subordonnes ou a l'importance du budget mis a leur disposition. Les femmes sont plus instruites, mais gagnent significativement moins. Le cadre americain gagne 41,8 % de plus que la femme, mais en Inde l'homme ne gagne que 8,7 % de plus que sa collegue. This study was conducted on a sample of male and female managers studying at the Indian Institute of Management and a sample of male and female managers studying at an American business school. Personality data and biographical characteristics were collected. They were analysed by an ANOVA to test the hypothesis that American female managers are nearer in personality, salary, and job status to American managers than the Indian male and female managers. From the personality data we found that the females in both countries are more hard-driving and conflicted than the males. The American female manager is also more naive. The biographical data indicate that the male and female managers do not differ significantly on job level, number of subordinates, or size of budget controlled. The females are better educated and earn significantly less. Furthermore, the American male manager earns 41.8% more than the female and in India the male earns 8.7% more than the female.

19 citations


Journal ArticleDOI
TL;DR: In this paper, an improved procedure for determining the economic order quantity under an all-unit discounting scheme is presented, and upper bounds on the total relevant costs are obtained which are used to discard certain high-price ranges from consideration.
Abstract: Suppliers often offer price discounts for large purchases. These discounts are generally of two types: all‐unit discounts and incremental discounts. An improved procedure is presented for determining the economic order quantity under an all‐unit discounting scheme. Upper bounds on the total relevant costs are obtained which are used to discard certain high‐price ranges from consideration.

13 citations


Journal ArticleDOI
TL;DR: In this paper, the authors draw upon work done at the Indian Institute of Management, Ahmedabad (IIMA) to emphasize the need to provide access to micro-computers at the district level.
Abstract: In most developing countries, the number of micro-computers in use in the field is still very small. For example, only 10–15 micros are in use in district administration in India, whereas each of the 30 departments in the 412 districts in India could profitably use one. Since the expenditure on rural development programmes in India is large, pay off from using computers can be immense. The paper draws upon work done at the Indian Institute of Management, Ahmedabad (IIMA) to emphasize the need to provide access to micro-computers at the district level. In addition to large cost savings, there would be other benefits, such as improved quality of data, capability for spatial and model based analysis, and good monitoring and control.

8 citations



Journal ArticleDOI
01 Jan 1988
TL;DR: Can rural development focus on people? Can village communities identify and develop their own opportunities and resources as part of planned interventions for development? as discussed by the authors found that yes was the answer with wh...
Abstract: Can rural development focus on people? Can village communities identify and develop their own opportunities and resources as part of planned interventions for development?Yes was the answer with wh...

3 citations


Journal ArticleDOI
01 Oct 1988
TL;DR: Just-in-Time (JIT) is a proven management innovation which is assuming international importance for achieving industrial excellence as discussed by the authors, and it enables top management to push strategic thinking to all parts of the organization thus linking day to day actions of all employees with the top management's long term strategies.
Abstract: Just-in-Time (JIT) is a proven management innovation which is assuming international importance for achieving industrial excellence. It is necessary to understand JIT for improving the efficacy of our own industrial policy and management. Yet JIT seems to have been virtually ignored by Indian authors so far. Thomas argues that Indian industry must not develop a blindspot to important management innovations originating abroad. He introduces JIT, summarizes itsmain elements, and discusses the way it gets strategic results from the shop floor. Thomas feels that JIT enables top management to push strategic thinking to all parts of the organization thus linking day to day actions of all employees with the top management's long term strategies.

2 citations


Journal ArticleDOI
01 Jul 1988
TL;DR: Murthy and Nath as discussed by the authors argue that the Indian holding company form has been unable to buffer the operating units and identify two types of holding companies, the facilitator type, reducing the ministry's workload, and the supplanting type, taking over the role.
Abstract: The holding company form of organization has held a continuing attraction for over 20 years. Yet, there has been no systematic analysis of what it is, how it can improve performance, or what the Indian experience has been with it. Murthy and Nath argue that the Indian holding company form has been unable to buffer the operating units. The authors identify two types of holding companies — the facilitator type, reducing the ministry's workload, and the other, the supplanting type, taking over the ministry's role. In both types, governmental procedures and control of the holding company and subsidiaries have continued.

1 citations