This presentation is of research paper

1. Correlates faCtors of
Human resourCe
management
Dr. Geeta R Thakur

2. Quality concerns in Secondary Teacher
Education, NCTE, 1998

3. Team
dynam
ics

4. Variables
Organizational culture
Organizational leadership
Team work
employees’ involvement in
decision making
Employees’ relationship

5. OPERATIONAL DEFINITIONS
 Organizational culture: organizational culture includes relationship
culture, responsive culture and performance culture.
Performance control: This culture values individual and organizational
performance and strives for effectiveness and efficiency.
Relationship control: This culture values nurturing and well-being. It
considers open communication, fairness, teamwork, and sharing parts of
organizational life.
Responsive culture: This culture values its ability to keep in tune with the
external environment, including being competitive and realizing
opportunities.

6. Organizational leadership

7. Team work: Team work refers to the extent teacher plan, implement
and evaluate in team.

8. Teachers’ involvement in decision making :
Teachers’ involvement is creating an
environment in which teachers have an
impact on decisions and actions that affect
their jobs.

9. OBJECTIVES OF THE STUDY
1. To study the organizational culture of colleges of education
affiliated to Mumbai university
2. To study the organizational leadership of colleges of
education affiliated to Mumbai university
3. To study the organizational teachers’ involvement in decision
making of colleges of education affiliated to Mumbai university
4. To study the team work of colleges of education affiliated to
Mumbai university
5.To study the relationship among
-organizational culture
-organizational leadership
- teachers’ involvement in decision making
- team work
of colleges of education affiliated to Mumbai university

11. Result and analysis

12. Percentagewise distribution of teacher
educators
Level
Culture leadership
T EE ER
Rs Rl P TR TS
Very high 56.83 52.52 62.59 64.03 48.92 56.83 51.80 38.85
High 36.69 36.69 33.81 27.34 39.57 40.29 23.74 48.92
Moderate 0.06 7.19 3.60 5.76 7.91 2.88 12.23 9.35
Low 0.00 3.60 0.00 2.88 3.60 0.00 12.23 2.88
Very low 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00

13. very high
62%
high
34%
moderate
4% low
0%
very low
0%
performanceculture
very high
52%high
37%
moderate
7%
low
4%
very low
0%
relationship culture
very high
57%
high
37%
moderate
6%
low
0%
very low
0%
responsive culture

14. very high
49%
high
39%
moderate
8%
low
4%
very low
0%
transactional leadership
very high
64%
high
27%
moderate
6%
low
3%
very
low
0%
transformational leadership

17. Correlation
Correlations
1.000 .030 .051 .059 .047
. .729 .547 .490 .582
139 139 139 139 139
.030 1.000 .604** .533** .714**
.729 . .000 .000 .000
139 139 139 139 139
.051 .604** 1.000 .798** .631**
.547 .000 . .000 .000
139 139 139 139 139
.059 .533** .798** 1.000 .512**
.490 .000 .000 . .000
139 139 139 139 139
.047 .714** .631** .512** 1.000
.582 .000 .000 .000 .
139 139 139 139 139
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
CULTURE
leadership
TEAM
decision making
employees relationship
CULTURE leadership TEAM
decision
making
employees
relationship
Correlation is significant at the 0.01 level (2-tailed).**.

18. Correlation
Correlations
1.000 .601** .326** .110 .129 .127 .158 .068
. .000 .000 .196 .129 .137 .064 .427
139 139 139 139 139 139 139 139
.601** 1.000 .628** -.031 .027 .005 .018 .052
.000 . .000 .715 .754 .955 .834 .543
139 139 139 139 139 139 139 139
.326** .628** 1.000 -.088 -.023 -.014 -.061 -.031
.000 .000 . .301 .790 .872 .476 .719
139 139 139 139 139 139 139 139
.110 -.031 -.088 1.000 .746** .598** .537** .727**
.196 .715 .301 . .000 .000 .000 .000
139 139 139 139 139 139 139 139
.129 .027 -.023 .746** 1.000 .516** .442** .577**
.129 .754 .790 .000 . .000 .000 .000
139 139 139 139 139 139 139 139
.127 .005 -.014 .598** .516** 1.000 .798** .631**
.137 .955 .872 .000 .000 . .000 .000
139 139 139 139 139 139 139 139
.158 .018 -.061 .537** .442** .798** 1.000 .512**
.064 .834 .476 .000 .000 .000 . .000
139 139 139 139 139 139 139 139
.068 .052 -.031 .727** .577** .631** .512** 1.000
.427 .543 .719 .000 .000 .000 .000 .
139 139 139 139 139 139 139 139
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
responsive culture
relational culture
performance culture
transformational
leadership
transactional leadership
TEAM
decision making
employees relationship
responsive
culture
relational
culture
performance
culture
transforma
tional
leadership
transactional
leadership TEAM
decision
making
employees
relationship
Correlation is significant at the 0.01 level (2-tailed).**.

19. Correlation

20. Culture of the organization

22. suggestions
Team dynamics

23. Employees’ involvement in
decision making