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3721 items in total found

Working Papers | 1975

Towards Understanding the Values of Future Managers

Saiyadain M S

This study attempts to look at the effect of sex, previous academic background and the annual family income on the value patterns of students who have opted for management education. Barring a few exceptions the results suggests that these biosocial variable do not influence the value patterns. It is concluded that perhaps values are a function of peer culture rather than the conventional biosocial differences.

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Working Papers | 1975

Change and Innovations: A Select Bibliography of books for the Use of Those who are Concerned with Educational Innovations

Pareek Udai

It is a classified annotated bibliography of recent books on various aspects of change and innovation. The bibliography is meant for those who are concerned with educational innovations. The bibliography has been classified into four heads. (A) Social Change: General (theories and review, social and technological change, organisational change, process and planning of change and evaluating change), (B) Innovations, (C) Educational Change and Alternatives (General, Education and Social Change, Alternatives in Education, Process and Process Strategies, Curricular Change, Other Areas), (D) Educational Innovation, (E) Case Studies, (F) Bibliography.

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Working Papers | 1975

An Intemative Procedure for Subset Selection with Ordinal Preferences

Sarin R K

Many decision situations involve the selection of a subset of alternatives (items, projects or actions) when the pay-offs of these decisions are difficult to quantify. An interactive procedure is developed to identify an optimal subset of alternatives when the decision-decision-maker can supply only ordinal preferences over the subsets. The procedure enumerates the subsets of alternatives such that the number of subset comparisons made explicitly by the decision-maker are minimized.

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Working Papers | 1975

Interactive Evaluation and Bound Procedure for Selecting Multiattributed Alternatives

Sarin R K

An evaluation and bound procedure is developed which offers substantial improvement over conventional approach. The improvement is measured in terms of the simplicity of the judgments and the number of judgments that are required from the decision-maker in identifying a preferred decision alternative. An extensive experimental study is reported. Some experimentally verified rules for implementing the procedure on an interactive computer are discussed.

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Working Papers | 1975

Empirical Test of the Marginal Productivity Theory of Wages: The Case of Indian Industries

Dholakia Bakul H and Dholakia Archana R

The paper makes an attempt to test empirically the validity of the marginal productivity hypothesis of wage determination in the case of the Indian economy by using the data on the organised manufacturing sector. The broad methodology followed in the study consists in estimating the Cobb-Douglas production function for Indian industries on the basis of the time series (1946-64) data and also the cross-section data for years 1960 & 1964 and in turn deriving the series of estimated value of marginal product of labour from the estimated production function. By regressing the observed wage rate on the estimated marginal product of labour, the linear relationship between the two is then estimated and tested. A few other test criteria such as the Douglas criterion are also applied. The main finding of the study is that wages paid in Indian manufacturing industries do not reflect the corresponding marginal productivity of labour. Tracing the divergence between the two to the market imperfections, an attempt is also made on an experimental basis to estimate the implicit elasticities of supply of labour in a few selected industries.

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Working Papers | 1975

Inter Personal Feedback: The Transaction for Mutuality

Pareek Udai

The concept of interpersonal feedback as one of providing information to a person for improving his interpersonal competence is discussed. After discussing the functions of interpersonal feedback, the processes of interpersonal feedback are discussed in details. The process consists of perception of behaviour by the person giving feedback, his own personality, the message he sends, the way he sends the message, how the message is received, whether it is seen as helpful or threatening and how it leads to either behavioural change or rejection of feedback. The various uses of feedback are discussed, drawing upon various researches in the field. Discussing the various kinds of feedback, the last section focusses on how feedback can be useful for building effective transaction between the person giving feedback and the one who is receiving it. This section also discusses what the person who is giving feedback can do to make it more effective and similarly what the person who receives the feedback can do so that instead of dealing with the feedback by defensive behaviour, he is able to use it for increasing his interpersonal competence.

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Working Papers | 1975

Implementation Problems of Management Control Systems

Bhattacharyya S K and Camillus J C

Objectives: To provide a deeper understanding and a systematic analysis of the implementation problems of management control systems in Indian companies and to determine the relationship, if any, between these problems on the one hand, and the characteristics of the company and the design of the management control systems on the other. Also, the research project was intended to develop recommendations for: 1. Minimizing the occurrence of the implementation problems 2. Eliminating problems when they occur 3. If inevitable, reducing their severity. Findings :- There were two major and distinctly different types of objectives which the management control systems can serve, viz., the technical objectives and the managerial objectives. With regard to the managerial dimension, it was found that it was the use which management made of the system that determined its effectiveness rather than the sophistication of design of the system. The design of the management control system had a relatively greater role to play with regard to the technical dimension of effectiveness. Further findings were: 1. A rational organizational structure was an important prerequisite for the effectiveness of the management control systems. 2. The absence of efficient reporting systems providing timely managerial information relating to key results areas was often a cause of ineffectiveness. 3. Top management use of the system, particularly demonstrated in the review and follow-up exercise, was the primary determinant of the system's effectiveness.

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Working Papers | 1975

Training Economic Impacts Through the Commodity Price/Quantity Structure

Mathur P N and Shah Tushar

A new framework has been developed for analysing the sectoral price behaviour. A detailed theoretical exposition of the hypothesis regarding fix and flex price systems is given in first para of the paper. IN a nutshell, fix price industries and those industries where process respond mainly to changes in demand. In the second part of the paper, this hypothesis has been tested for the Indian economy by using a twenty sectoral model. It was found that only two sectors namely agriculture and agro-products fell in flex price system. All other sectors qualified to be admitted to fix price category.

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Working Papers | 1975

Management Process by the Education of the Future

Pareek Udai

In our philosophy, the legitimate role of social change in education has to move away from elitist orientation to whole society orientation. It is necessary to develop new value framework, attitudes, value orientations. These fall under three main orientations. The process of production of knowledge has to be reversed and also priorities. After discussing these value orientations, seven dimensions of management are discussed to see how these function in two models of management, one for elitist education and the other for the whole society education. Eight relevant processes are also discussed for these two types of education, suggesting how education can move from today to tomorrow.

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Working Papers | 1975

Location of Indian Cement Industry

Gupta G S and Patel Kirit

The paper examines four hypotheses about the location of the Indian Cement Industry, viz., (a) its location is not optimum, (b) it is not evenly distributed throughout the country, (c) its location is becoming more and more dispersed over time, and (d) recent changes in its location are towards the optimum location. These hypotheses are tested on the basis of various determinants of location, and on two measures of location, i.e. location quotient and coefficient of localisation. The findings have endorsed all the four hypotheses. In particular, we have found that the location coefficient has declined from around 0.53 in 1960 to around 0.46 in 1965. While Madras and Bihar were the leading States in cement production in 1947, the leading States in this respect in 1971 were Madras, Madhya Pradesh, Gujarat, and so on.

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