Knowledge constitutes a valuable, intangible asset for creating and sustaining competitive advantage within organizations. To fulfil organizational objectives, Knowledge sharing culture paves way for tacit knowledge externalization is highly emphasized. Knowledge Sharing is an activity through which knowledge is exchanged among employees in organizations to operate effectively in the global market. Amongst several factors that affect knowledge sharing in organizations, organizational culture is an effective Knowledge Management initiative for Knowledge sharing. As each and every organization has its own personality which is called as its culture, a Knowledge sharing culture that enables tacit knowledge externalization constitutes a major challenge in the field of Knowledge Management.
This document is a project report submitted as part of an MBA program. It discusses conducting a study on the organizational culture of Comviva Technologies by comparing the cultures as perceived by middle and lower management. The introduction provides an overview of organizational culture, how it is formed and impacts an organization. It also discusses various aspects of observing and aligning an organization's culture, and the role of strong leadership in transforming culture.
S.C. Kumaresan's Ph.D. dissertation examines the relationships between organizational culture, knowledge management, and libraries in higher education institutions in Qatar. Kumaresan administered the Organizational Culture Assessment Instrument and Knowledge Management Assessment Instrument to study how organizational culture types are related to knowledge management success. The dissertation aims to identify the cultural profiles of libraries in Qatar and determine which culture(s) are most conducive for knowledge management.
Harrison typologies of organizational cultureclase5pt09
Harrison identified four types of organizational cultures:
1. Power culture - centralized control through key loyal individuals, dependent on central leadership.
2. Role culture - bureaucracy based on rationality, specialization and defined roles/procedures.
3. Task culture - flexible project teams focused on results with distributed power/resources.
4. Person culture - organization exists only to serve individuals who band together around shared interests.
creating and maintaining organization culuter ahmad alshardi
This document describes organizational culture and how it is created and maintained. It defines organizational culture as shared values and norms that control member interactions and distinguish an organization. Characteristics like innovation, detail orientation, and aggressiveness shape culture. Strong cultures have intensely held, clearly shared values. Culture is created by founders hiring like-minded people and socializing new employees. It is maintained through selection of cultural fits, actions of top management modeling culture, and onboarding that socializes new employees to the culture. An organization's ethical culture influences member decision-making and is shaped by factors like leadership and policies.
11.impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by several key factors, including trust, coordination among teams, knowledge sharing, and training. These factors are said to considerably control the level of coworker support within an organizational culture. The document reviews previous studies on organizational culture, coworker support, knowledge sharing, trust, and other related topics to justify and support the proposed conceptual model.
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
This document discusses organizational culture. It defines organizational culture as the shared beliefs, values and assumptions held by members of an organization. It notes that culture provides a framework for how an organization operates, including how authority is exercised, relationships are maintained and roles are played. The document outlines some key characteristics of organizational culture, such as it being implicit or explicit, dynamic and communicated throughout the organization. It also discusses the process of creating an organizational culture and provides some examples of culture types like "academy", "club", "baseball team" and "fortress". Finally, it lists some functions of organizational culture like providing identity, generating commitment and clarifying standards of behavior.
This document discusses the link between culture and management. It explores how culture affects business management and ways to develop cross-cultural effectiveness. Culture is defined as learned behaviors and values passed down through generations. A culture can be seen as having three layers - observable behaviors, underlying norms and values, and core assumptions. Culture exists at various levels, including national, organizational, corporate, and professional. Managing organizations requires understanding how cultural elements influence employee relationships and readiness to accept changes. A corporate culture can develop through a company's shared history and be influenced by national culture and partnerships with foreign companies.
This document is a project report submitted as part of an MBA program. It discusses conducting a study on the organizational culture of Comviva Technologies by comparing the cultures as perceived by middle and lower management. The introduction provides an overview of organizational culture, how it is formed and impacts an organization. It also discusses various aspects of observing and aligning an organization's culture, and the role of strong leadership in transforming culture.
S.C. Kumaresan's Ph.D. dissertation examines the relationships between organizational culture, knowledge management, and libraries in higher education institutions in Qatar. Kumaresan administered the Organizational Culture Assessment Instrument and Knowledge Management Assessment Instrument to study how organizational culture types are related to knowledge management success. The dissertation aims to identify the cultural profiles of libraries in Qatar and determine which culture(s) are most conducive for knowledge management.
Harrison typologies of organizational cultureclase5pt09
Harrison identified four types of organizational cultures:
1. Power culture - centralized control through key loyal individuals, dependent on central leadership.
2. Role culture - bureaucracy based on rationality, specialization and defined roles/procedures.
3. Task culture - flexible project teams focused on results with distributed power/resources.
4. Person culture - organization exists only to serve individuals who band together around shared interests.
creating and maintaining organization culuter ahmad alshardi
This document describes organizational culture and how it is created and maintained. It defines organizational culture as shared values and norms that control member interactions and distinguish an organization. Characteristics like innovation, detail orientation, and aggressiveness shape culture. Strong cultures have intensely held, clearly shared values. Culture is created by founders hiring like-minded people and socializing new employees. It is maintained through selection of cultural fits, actions of top management modeling culture, and onboarding that socializes new employees to the culture. An organization's ethical culture influences member decision-making and is shaped by factors like leadership and policies.
11.impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by several key factors, including trust, coordination among teams, knowledge sharing, and training. These factors are said to considerably control the level of coworker support within an organizational culture. The document reviews previous studies on organizational culture, coworker support, knowledge sharing, trust, and other related topics to justify and support the proposed conceptual model.
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
This document discusses organizational culture. It defines organizational culture as the shared beliefs, values and assumptions held by members of an organization. It notes that culture provides a framework for how an organization operates, including how authority is exercised, relationships are maintained and roles are played. The document outlines some key characteristics of organizational culture, such as it being implicit or explicit, dynamic and communicated throughout the organization. It also discusses the process of creating an organizational culture and provides some examples of culture types like "academy", "club", "baseball team" and "fortress". Finally, it lists some functions of organizational culture like providing identity, generating commitment and clarifying standards of behavior.
This document discusses the link between culture and management. It explores how culture affects business management and ways to develop cross-cultural effectiveness. Culture is defined as learned behaviors and values passed down through generations. A culture can be seen as having three layers - observable behaviors, underlying norms and values, and core assumptions. Culture exists at various levels, including national, organizational, corporate, and professional. Managing organizations requires understanding how cultural elements influence employee relationships and readiness to accept changes. A corporate culture can develop through a company's shared history and be influenced by national culture and partnerships with foreign companies.
The document discusses organizational culture and its importance. Organizational culture is defined as the beliefs, values, and behaviors that contribute to the unique social and psychological environment of an organization. It provides employees with a sense of identity, commitment to shared goals, and standards for interaction. The culture impacts how employees communicate and relate to one another. Different organizations have different cultures, shaped by factors like hierarchy, market forces, flexibility, or emphasis on tasks versus individuals. Organizational culture is a key factor that distinguishes one company from another.
The Need for Proper Management in the Knowledge Organizationlkielly
Global knowledge is increasing daily and with it knowledge organizations utilizing and capitalizing on knowledge. Worker management is critical in how knowledge is harnessed and organization success. Managers require not only understanding of knowledge organization meaning and operation, but also understanding of knowledge worker management styles. Managers outside knowledge organizations may have management styles considered traditional in nature but success in a knowledge organization hinges on how they adapt. The research conducted compares traditional managers and knowledge managers to create understanding and awareness of differences. The survey conducted shows data from managers who work in what are considered knowledge organizations. The data adds valuable information to existing research providing fresh insight into knowledge management from those who live it daily.
This document discusses organizational culture and provides definitions and models of organizational culture. It defines an organization as a social unit structured to meet goals, and culture as shared attitudes and practices. Organizational culture is defined as basic assumptions learned by a group to solve problems. Characteristics of culture include being difficult to define, multi-dimensional, relatively stable over time, and taking time to establish and change. Models of organizational culture described include Handy-Harrison's typology categorizing cultures, Quinn-Cameron's competing values framework, and Hofstede's cultural dimensions theory examining power distance.
Octapace Culture: A Study of Hospitality Sector in Lucknow Regionscmsnoida5
This document summarizes a study on organizational culture in the hospitality sector in Lucknow, India. The study used mixed methods including surveys and interviews of 200 employees to analyze the impact of OCTAPACE cultural parameters on organizational effectiveness. The results found that organizational culture has a significant impact on effectiveness. Companies need a performance-driven culture to motivate employees and maintain competitive advantage. Limitations included the study being static and potential for response bias. The implications are that management must develop a performance-focused environment to strengthen the connections between culture, practices, and performance.
Organizational culture refers to the shared values, beliefs, and assumptions that develop within an organization. It exists at both visible and invisible levels. Key elements of organizational culture include assumptions, values, beliefs, and artifacts. Subcultures can form within organizations based on differences in member backgrounds. Merging organizational cultures requires strategies like assimilation, deculturation, integration, or separation. Leaders can change culture by introducing or removing artifacts that reinforce new values. The socialization process helps new members learn and adjust to an organization's culture.
A new leadership model called "Glocalised Leadership" is emerging that amalgamates local culture, organizational culture, and customer culture. Effective leadership requires flexibility and being fully context-based. Leaders must navigate cultural considerations to be effective across borders. Cultural context, organizational culture, industry, and customer needs all impact appropriate leadership styles. Glocalised leaders understand intent behind behaviors in different regions to connect in relevant ways.
Women entrepreneurship and connective leadershipAlexander Decker
This document summarizes a journal article about women entrepreneurship and connective leadership. It discusses how women entrepreneurs can achieve success through connective leadership, which involves power direct achieving style, social instrumental style, and relational achieving style depending on situational demands. Key aspects of connective leadership discussed include intellectual capital management, creating self-organizing networks, counseling, transparency, collaboration, and consensus building. The document also outlines several approaches successful women entrepreneurs have taken, such as clearly defining goals, utilizing organic organizational design, managing intellectual capital, developing networks, counseling, and transformational leadership.
11.women entrepreneurship and connective leadershipAlexander Decker
This document summarizes a journal article about women entrepreneurship and connective leadership. It discusses how women entrepreneurs can achieve success through connective leadership, which involves power direct achieving style, social instrumental style, and relational achieving style depending on situational demands. Key aspects of connective leadership discussed include intellectual capital management, creating self-organizing networks, counseling, transparency, collaboration, and consensus building. The document also outlines several approaches successful women entrepreneurs have taken, such as clearly defining goals, utilizing organic organizational design, managing intellectual capital, developing networks, counseling, and transformational leadership.
This document discusses how storytelling shapes organizational culture. Stories are passed down from old employees to new employees and often feature the organization's founders or other leaders. These stories carry the organization's legacy and help orient new employees to the culture. The stories that are told provide meaning and identity to the organization. They convey what the organization believes in and what reputation it has with customers. Storytelling is an important way that values, ethics, and beliefs are communicated within an organization.
This document summarizes a study conducted on the organizational culture of Accenture using the OCTAPACE framework. Interviews were conducted with 40 Accenture employees using the OCTAPACE questionnaire. Factor analysis and t-tests were performed on the data. The t-tests showed significant differences between values and beliefs for trust and confrontation dimensions. Factor analysis grouped values and beliefs into separate components as expected. It was concluded that Accenture has an entrepreneurial culture supporting openness, but needs to improve alignment between values of trust and confrontation and employee beliefs in these areas.
This document discusses cultural approaches to understanding organizations. It begins by defining culture and providing examples of Malaysian culture. It then outlines prescriptive views of culture from Deal and Kennedy on strong cultures and Peters and Waterman on excellent cultures. Deal and Kennedy identify four components of strong cultures while Peters and Waterman describe eight themes of excellent cultures. Finally, the document discusses descriptive and explanatory approaches, noting that cultures are complicated, emergent, not unitary, and often ambiguous.
This document discusses corporate culture and its importance. It defines corporate culture as the shared beliefs, values and behaviors of a group. Understanding an organization's culture is important for executives to ensure success, for potential employees to assess fit, and to enable significant changes when needed. Corporate culture can be identified by examining artifacts like the physical workspace, communication styles, and reward systems. While difficult, corporate culture can be changed through consistent leadership driving a compelling vision for transformation.
The document discusses organizational culture from several perspectives. It defines organizational culture as the shared values, beliefs, behaviors, and artifacts that develop over time within an organization. Several experts contribute definitions, with Mintzberg describing culture as the "soul" that gives an organization its identity and drives behavior. Subcultures can also exist within larger organizations. The document also outlines different levels of culture, from visible artifacts to deeper assumptions, and lists some common characteristics used to describe cultures like their orientation toward innovation, detail, people, and aggression. Finally, it identifies four main types of organizational cultures: clan, adhocracy, market, and hierarchy.
This document summarizes an article that examines employee empowerment strategies used by a 115-year-old engineering company in India with 100 employees. The company has achieved success through innovative human resource practices that create a refined culture, flat organizational structure, high respect for employees, transparent ethos, open communication, teamwork, trust, decision-making power, and open feedback. Each employee is treated as a manager and decision-maker rather than occupying a designated position. The strategies have helped foster excellence, commitment, and a sense of ownership among employees.
The document discusses strategies for multinational corporations (MNCs) operating across borders. It begins by outlining ethical issues that can arise for MNCs due to differing political, legal, economic and cultural environments in different countries. It then discusses the strategic choices MNCs face in balancing global integration versus local adaptation. The key multinational strategies discussed are transnational, international, multidomestic and regional. The document also covers topics like organizational culture, diversity, and cultural differences that impact MNC strategy.
Assessing and Transforming Leadership CultureProfiles Asia
This session includes an examination of the attributes that comprise leadership culture, the methodology for evaluating existing culture, and the process for transforming that culture to meet business direction.
You will learn how to:
Define Corporate Culture
Identify Attributes of High Performance Culture
Use Instruments to Isolate and Transform Corporate Culture
Organizational culture at MNC in IndiaMahima Nigam
Organizational culture describes the shared psychology, attitudes, beliefs, and values of an organization. It depicts how employees and customers should be treated and the rules that govern employee behavior. Johnson described a cultural web that can be used to identify elements of organizational culture, including the organization's mission, control systems, structures, power dynamics, symbols, rituals and routines, and shared stories and myths. In multinational corporations (MNCs), organizational culture generally follows a role culture model. However, MNCs can face issues like individual differences across countries, multicultural conflicts, and cultural distance that can negatively impact the organization. To mitigate these negatives, MNCs should emphasize the advantages of their culture while working to remove or
This document outlines a lecture presented by Eric Flamholtz on measuring and managing corporate culture. The lecture discusses how corporate culture plays a key role in organizational success and failure through examples like Walmart's success versus Kmart's decline and Starbucks' rapid growth. It defines corporate culture as the underlying values, beliefs, and norms that govern employee behavior. Research presented found that the alignment of business unit culture with overall corporate culture significantly impacts financial performance, with culture accounting for 46% of earnings before interest and taxes. The lecture aims to show how measuring and managing culture can provide organizations with a sustainable competitive advantage.
The EigenRumor algorithm calculates contribution scores for participants and information objects in online communities. It considers information provision and evaluation as links between participants and objects. The algorithm calculates three mutually reinforcing scores: authority score for participants' information provision ability, hub score for their evaluation ability, and reputation score for objects. The reputation score of an object is influenced by the authority score of its provider and hub scores of evaluators. In turn, authority and hub scores are influenced by the reputation scores of objects participants provide or evaluate. Calculating the scores through this mutually reinforcing process allows the algorithm to identify high contributors.
This document gives an idea about 2D (two dimensional) and 3D (three dimensional) modeling and its different parameters using AutoCAD tool. Most likely approach about point
creation and convert this 0D (point) geometry into 1D (line) geometry through CAD tool, which one is the stimulating part of this tool in current scenario.
The document discusses organizational culture and its importance. Organizational culture is defined as the beliefs, values, and behaviors that contribute to the unique social and psychological environment of an organization. It provides employees with a sense of identity, commitment to shared goals, and standards for interaction. The culture impacts how employees communicate and relate to one another. Different organizations have different cultures, shaped by factors like hierarchy, market forces, flexibility, or emphasis on tasks versus individuals. Organizational culture is a key factor that distinguishes one company from another.
The Need for Proper Management in the Knowledge Organizationlkielly
Global knowledge is increasing daily and with it knowledge organizations utilizing and capitalizing on knowledge. Worker management is critical in how knowledge is harnessed and organization success. Managers require not only understanding of knowledge organization meaning and operation, but also understanding of knowledge worker management styles. Managers outside knowledge organizations may have management styles considered traditional in nature but success in a knowledge organization hinges on how they adapt. The research conducted compares traditional managers and knowledge managers to create understanding and awareness of differences. The survey conducted shows data from managers who work in what are considered knowledge organizations. The data adds valuable information to existing research providing fresh insight into knowledge management from those who live it daily.
This document discusses organizational culture and provides definitions and models of organizational culture. It defines an organization as a social unit structured to meet goals, and culture as shared attitudes and practices. Organizational culture is defined as basic assumptions learned by a group to solve problems. Characteristics of culture include being difficult to define, multi-dimensional, relatively stable over time, and taking time to establish and change. Models of organizational culture described include Handy-Harrison's typology categorizing cultures, Quinn-Cameron's competing values framework, and Hofstede's cultural dimensions theory examining power distance.
Octapace Culture: A Study of Hospitality Sector in Lucknow Regionscmsnoida5
This document summarizes a study on organizational culture in the hospitality sector in Lucknow, India. The study used mixed methods including surveys and interviews of 200 employees to analyze the impact of OCTAPACE cultural parameters on organizational effectiveness. The results found that organizational culture has a significant impact on effectiveness. Companies need a performance-driven culture to motivate employees and maintain competitive advantage. Limitations included the study being static and potential for response bias. The implications are that management must develop a performance-focused environment to strengthen the connections between culture, practices, and performance.
Organizational culture refers to the shared values, beliefs, and assumptions that develop within an organization. It exists at both visible and invisible levels. Key elements of organizational culture include assumptions, values, beliefs, and artifacts. Subcultures can form within organizations based on differences in member backgrounds. Merging organizational cultures requires strategies like assimilation, deculturation, integration, or separation. Leaders can change culture by introducing or removing artifacts that reinforce new values. The socialization process helps new members learn and adjust to an organization's culture.
A new leadership model called "Glocalised Leadership" is emerging that amalgamates local culture, organizational culture, and customer culture. Effective leadership requires flexibility and being fully context-based. Leaders must navigate cultural considerations to be effective across borders. Cultural context, organizational culture, industry, and customer needs all impact appropriate leadership styles. Glocalised leaders understand intent behind behaviors in different regions to connect in relevant ways.
Women entrepreneurship and connective leadershipAlexander Decker
This document summarizes a journal article about women entrepreneurship and connective leadership. It discusses how women entrepreneurs can achieve success through connective leadership, which involves power direct achieving style, social instrumental style, and relational achieving style depending on situational demands. Key aspects of connective leadership discussed include intellectual capital management, creating self-organizing networks, counseling, transparency, collaboration, and consensus building. The document also outlines several approaches successful women entrepreneurs have taken, such as clearly defining goals, utilizing organic organizational design, managing intellectual capital, developing networks, counseling, and transformational leadership.
11.women entrepreneurship and connective leadershipAlexander Decker
This document summarizes a journal article about women entrepreneurship and connective leadership. It discusses how women entrepreneurs can achieve success through connective leadership, which involves power direct achieving style, social instrumental style, and relational achieving style depending on situational demands. Key aspects of connective leadership discussed include intellectual capital management, creating self-organizing networks, counseling, transparency, collaboration, and consensus building. The document also outlines several approaches successful women entrepreneurs have taken, such as clearly defining goals, utilizing organic organizational design, managing intellectual capital, developing networks, counseling, and transformational leadership.
This document discusses how storytelling shapes organizational culture. Stories are passed down from old employees to new employees and often feature the organization's founders or other leaders. These stories carry the organization's legacy and help orient new employees to the culture. The stories that are told provide meaning and identity to the organization. They convey what the organization believes in and what reputation it has with customers. Storytelling is an important way that values, ethics, and beliefs are communicated within an organization.
This document summarizes a study conducted on the organizational culture of Accenture using the OCTAPACE framework. Interviews were conducted with 40 Accenture employees using the OCTAPACE questionnaire. Factor analysis and t-tests were performed on the data. The t-tests showed significant differences between values and beliefs for trust and confrontation dimensions. Factor analysis grouped values and beliefs into separate components as expected. It was concluded that Accenture has an entrepreneurial culture supporting openness, but needs to improve alignment between values of trust and confrontation and employee beliefs in these areas.
This document discusses cultural approaches to understanding organizations. It begins by defining culture and providing examples of Malaysian culture. It then outlines prescriptive views of culture from Deal and Kennedy on strong cultures and Peters and Waterman on excellent cultures. Deal and Kennedy identify four components of strong cultures while Peters and Waterman describe eight themes of excellent cultures. Finally, the document discusses descriptive and explanatory approaches, noting that cultures are complicated, emergent, not unitary, and often ambiguous.
This document discusses corporate culture and its importance. It defines corporate culture as the shared beliefs, values and behaviors of a group. Understanding an organization's culture is important for executives to ensure success, for potential employees to assess fit, and to enable significant changes when needed. Corporate culture can be identified by examining artifacts like the physical workspace, communication styles, and reward systems. While difficult, corporate culture can be changed through consistent leadership driving a compelling vision for transformation.
The document discusses organizational culture from several perspectives. It defines organizational culture as the shared values, beliefs, behaviors, and artifacts that develop over time within an organization. Several experts contribute definitions, with Mintzberg describing culture as the "soul" that gives an organization its identity and drives behavior. Subcultures can also exist within larger organizations. The document also outlines different levels of culture, from visible artifacts to deeper assumptions, and lists some common characteristics used to describe cultures like their orientation toward innovation, detail, people, and aggression. Finally, it identifies four main types of organizational cultures: clan, adhocracy, market, and hierarchy.
This document summarizes an article that examines employee empowerment strategies used by a 115-year-old engineering company in India with 100 employees. The company has achieved success through innovative human resource practices that create a refined culture, flat organizational structure, high respect for employees, transparent ethos, open communication, teamwork, trust, decision-making power, and open feedback. Each employee is treated as a manager and decision-maker rather than occupying a designated position. The strategies have helped foster excellence, commitment, and a sense of ownership among employees.
The document discusses strategies for multinational corporations (MNCs) operating across borders. It begins by outlining ethical issues that can arise for MNCs due to differing political, legal, economic and cultural environments in different countries. It then discusses the strategic choices MNCs face in balancing global integration versus local adaptation. The key multinational strategies discussed are transnational, international, multidomestic and regional. The document also covers topics like organizational culture, diversity, and cultural differences that impact MNC strategy.
Assessing and Transforming Leadership CultureProfiles Asia
This session includes an examination of the attributes that comprise leadership culture, the methodology for evaluating existing culture, and the process for transforming that culture to meet business direction.
You will learn how to:
Define Corporate Culture
Identify Attributes of High Performance Culture
Use Instruments to Isolate and Transform Corporate Culture
Organizational culture at MNC in IndiaMahima Nigam
Organizational culture describes the shared psychology, attitudes, beliefs, and values of an organization. It depicts how employees and customers should be treated and the rules that govern employee behavior. Johnson described a cultural web that can be used to identify elements of organizational culture, including the organization's mission, control systems, structures, power dynamics, symbols, rituals and routines, and shared stories and myths. In multinational corporations (MNCs), organizational culture generally follows a role culture model. However, MNCs can face issues like individual differences across countries, multicultural conflicts, and cultural distance that can negatively impact the organization. To mitigate these negatives, MNCs should emphasize the advantages of their culture while working to remove or
This document outlines a lecture presented by Eric Flamholtz on measuring and managing corporate culture. The lecture discusses how corporate culture plays a key role in organizational success and failure through examples like Walmart's success versus Kmart's decline and Starbucks' rapid growth. It defines corporate culture as the underlying values, beliefs, and norms that govern employee behavior. Research presented found that the alignment of business unit culture with overall corporate culture significantly impacts financial performance, with culture accounting for 46% of earnings before interest and taxes. The lecture aims to show how measuring and managing culture can provide organizations with a sustainable competitive advantage.
The EigenRumor algorithm calculates contribution scores for participants and information objects in online communities. It considers information provision and evaluation as links between participants and objects. The algorithm calculates three mutually reinforcing scores: authority score for participants' information provision ability, hub score for their evaluation ability, and reputation score for objects. The reputation score of an object is influenced by the authority score of its provider and hub scores of evaluators. In turn, authority and hub scores are influenced by the reputation scores of objects participants provide or evaluate. Calculating the scores through this mutually reinforcing process allows the algorithm to identify high contributors.
This document gives an idea about 2D (two dimensional) and 3D (three dimensional) modeling and its different parameters using AutoCAD tool. Most likely approach about point
creation and convert this 0D (point) geometry into 1D (line) geometry through CAD tool, which one is the stimulating part of this tool in current scenario.
TEL (Technology Enhanced Learning) is a broader concept than e-learning that refers to the use of electronic media and information communication technologies in education. TEL is inclusive of all forms of educational technology used for learning and teaching. TEL is synonymous with terms like e-learning, distance learning, multimedia learning, and various other terms that emphasize particular aspects or delivery methods of technology-enhanced instruction. The document discusses having students work in groups to map out their understanding of the characteristics of TEL, e-learning, and distance education.
DETERMINATION OF THERMAL AND PHYSICAL PROPERTIES OF PALMYRA WOOD (BORASSUS AE...IAEME Publication
Palmyra or Borassus aethiopum Mart is a timber that is used in the traditional construction of housing and semi-modern yet its thermal characteristics are very little known. The aim of this work is to determine experimentally thermo physical characteristics of palmyra wood of Chad. In this contribution, we will determine the moisture content and density of the wood palmyra and we use the method of guarded hot plate to estimate the thermal conductivity in different parts of the specimen namely the Heart, and the sapwood duramen after reaching steady state. Given the results, we note that the thermal conductivity of palmyra wood depends on its anatomical structure and humidity. The lighter parts are more insulating and remain always with high humidity. Note also that the heat spreads more in the direction parallel to the fibers than perpendicular to the fibers.
Surface water treatment involves several steps: (1) intake of water from rivers through screens and grit chambers, (2) addition of chemicals like chlorine, lime, and alum through rapid mixing, (3) coagulation through slow mixing to form and densify flocs, (4) settling of flocs in tanks, (5) filtration through granular materials to remove particles, and (6) disinfection through chlorination to remove pathogens before distribution. Proper treatment is essential to make surface water potable and safe for human consumption.
This document provides an overview and outline for an introductory geotechnical engineering course. It includes:
- A description of topics covered such as soil formation, properties, classification, compaction, and permeability.
- Learning outcomes like understanding soil engineering properties, identification of soil engineering problems, and basic analytical procedures.
- Teaching methods including lectures, examples, student discussions, and textbook readings.
- An outline of course lessons covering soil formation, properties, compaction, classification, and laboratory tests.
- Assessment breakdown of lectures, labs, exams.
Strategic impact of knowledge management and organizational learning on the p...Alexander Decker
This document summarizes a study that investigated the impact of knowledge management and organizational learning on the perceived performance of selected banks in Oyo State, Nigeria. The study aimed to determine the relationship between variables like knowledge acquisition, distribution, and interpretation, as well as organizational learning strategies, on bank performance. It developed four hypotheses to test these relationships and predict performance. The study found that knowledge management and organizational learning variables positively impacted bank performance. It concluded that banks need to effectively manage knowledge and embrace learning to improve performance and gain competitive advantage.
This document proposes five guidelines for implementing knowledge management in higher education. The guidelines are: 1) Develop organizational knowledge by converting tacit knowledge into explicit knowledge. 2) Conduct a gap analysis to identify variances between requirements and capabilities. 3) Develop a knowledge management culture that rewards knowledge sharing. 4) Develop knowledge management leadership throughout the organization. 5) Implement an efficient knowledge management model, such as a batch model, to organize information.
Organizational performance; the role of knowledge management and performance ...AGBEDZAVUEMMANUEL
This document discusses organizational performance and the mediating roles of knowledge management and performance measurement. It begins by introducing the importance of measuring organizational performance to assess strategy and make improvements. It then explores knowledge management processes like knowledge creation, sharing, and application. Communities of practice are discussed as a way for practitioners to share knowledge. Challenges of performance measurement like top-down approaches that exclude stakeholder input are also outlined. The role of leadership, culture, and infrastructure in enabling knowledge management is emphasized.
Employee retention in an organization through knowledge networkingIAEME Publication
This document discusses employee retention through knowledge networking. It proposes that organizations can retain employees and reduce attrition by developing knowledge sharing networks. Such networks involve communities of people and knowledge that facilitate communication and knowledge transfer. When organizations implement transformational HR practices focused on talent management, trust, and personal/professional development through knowledge networking, it benefits both the organization and employees. The document provides an overview of knowledge, communities, knowledge networking, and the organizational processes involved in retention through knowledge sharing networks.
An Analytical Study on Knowledge Sharing within the Organizationijcnes
The better management of knowledge within the organization will lead to improved innovation and competitive advantage. The main goal of the firm� better utilization of internal and external knowledge. This core knowledge is found in individuals, communities of interest and their connections. An organization�s data is found in its computer systems but a company�s intelligence is found, in its biological and social systems. Though it is acclaimed as a good method, there are some setbacks in the process of knowledge sharing[KS] among the employees. This paper explores the possible ways to establish organization using social computing tools to facilitate Knowledge Sharing and create a social data mining among all the members of organization. Social Data Mining Network Analysis (SDMNA) techniques have been used to study KS patterns which take place between employees and departments. This SDMNA graph reveals the structure of social data mining network highlighting connectivity, clustering and strength of relationships between employees.
This document discusses human resource management models and how they relate to knowledge management and corporate social responsibility. It analyzes several HRM models that show the relationship between HRM practices, factors influencing practice choice, and organizational outcomes. Models differ in their unitary or pluralistic approaches. The document also discusses the importance of knowledge and knowledge management in organizations. It provides definitions of knowledge management and explains how KM relates to people management and improving organizational effectiveness through acquiring, exchanging, and disseminating knowledge.
Group 8_Contemporary thought in Management.pptxMANASA759282
The document discusses several topics in contemporary management thought, including knowledge sharing and social capital in multicultural organizations, the relationship between learning organizations and performance, and approaches to leadership and organizational change management. It notes that knowledge drives economic growth and competitive advantage depends on sharing and applying information. Social capital facilitates global knowledge sharing by providing information flows and trust across cultures. Research also suggests learning organizations adapt more quickly to change and have higher performance. The document also discusses models of organizational change and the influence of national culture on change management approaches.
This document discusses the role of organizational culture in knowledge management. It begins with definitions of knowledge management and discusses how it can benefit organizations by increasing efficiency, effectiveness, expertise and customer satisfaction. It then explains how knowledge in organizations can be either explicit or tacit. The document also discusses different frameworks for understanding organizational culture, such as the competing values framework, and how culture can impact a organization's approach to knowledge management, whether it takes a process-based approach that relies on formal systems or a practice-based approach that focuses on informal knowledge sharing. Finally, the document analyzes some case examples of knowledge management initiatives within a company and how cultural factors may have influenced their success or challenges.
Toyota has a strong organizational culture that is focused on streamlining work processes and creating autonomous business units. The company recently restructured into nine product- and region-based business units to improve competitiveness and encourage learning across divisions. This new structure gives each business unit more control over operations and makes them less dependent on separate functional areas. Toyota believes this approach will significantly improve value creation through competition and knowledge-sharing among the autonomous units.
A STUDY ON DRIVING IN-ROLE PERFORMANCE THROUGH CITIZENSHIP BEHAVIOR, KNOWLEDG...IAEME Publication
In this competitive era organizations strive to enhance the performance of their firm to grow and attain sustainability. Human resources being the intangible valuable assets of a firm contribute a large share in deciding the fate of their employers. Considering significance of employee’s behavior in firm’s performance, the citizenship behaviors have been gaining considerable importance. This research aims at examining the relationship and citizenship behavior , Knowledge Sharing Behavior and Organizational Commitment on in-role performance among the employees of automotive electronics Company. One hundred and fifty employees have been chosen as respondents to conduct this survey from multilink company. Results of the study indicate significant relationship of extra-role behaviors and task performance .The study concludes by mentioning possible research implications. The findings of this paper demonstrate that there are various set of platforms to encourage people to share their insights, thoughts, which are valuable assets for companies. What draws people to share their knowledge in various organizations would be different, but ultimately matches the company’s core values as well as the look and feel of the other organizational processes.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document provides an overview of knowledge management. It discusses how knowledge management is a cross-disciplinary domain that involves managing an organization's knowledge through systematic sharing and creation of knowledge. The general knowledge model outlines the key processes of knowledge creation, retention, transfer, and utilization. Knowledge management techniques help organizations explicate tacit knowledge and share it to gain competitive advantages.
This document provides an overview of knowledge management from an organizational perspective. It discusses how effective knowledge management requires a knowledge-sharing culture built on trust between individuals, groups, and the organization. It also emphasizes that an organizational structure is needed that facilitates knowledge sharing, manages both explicit and tacit knowledge, aligns with organizational strategies, and fits the culture to lead to organizational learning. Technology can help enable knowledge management but is only one part of creating an effective system within an organization.
Perceived influence of organizational culture and management style on employe...Alexander Decker
This document discusses the relationship between organizational culture, management style, and employee performance in Nigerian banking sectors. It reviews literature showing that organizational culture and human resource management are important for achieving organizational goals. The study examines how organizational culture and management style impact employee performance. A survey was conducted of staff in Nigerian banks, collecting data through questionnaires. The findings showed that organizational culture has a strong relationship with employee performance. Elements like equipment handling, social behaviors, and symbols positively influence performance. Management style and attitudes were also found to significantly relate to performance. New employees more easily incorporated when values were compatible between the employee and organization.
Developing creative and innovative culture in organizationiaemedu
This document summarizes research on developing creative and innovative cultures in organizations. It discusses the differences between creativity and innovation, with creativity being the generation of novel ideas and innovation being the implementation of those ideas. Several key dimensions of innovation culture are identified, including risk-taking, resources, knowledge, goals, rewards, tools, and relationships. Factors that support or hinder organizational creativity are also reviewed from the literature. The roles of both creativity and innovation in organizations are discussed.
The role of intellectual capital in promoting knowledge management initiativesMansour Esmaeil Zaei
This document summarizes a research paper that investigates the role of intellectual capital in promoting successful knowledge management initiatives. It reviews literature on intellectual capital and knowledge management. The paper develops a conceptual model showing that intellectual capital (including human, structural, and customer capital) has a direct positive effect on knowledge management processes (creation, retention, transfer, and application of knowledge). The paper tests this model through a survey of companies in Iran's energy sector. The results from structural equation modeling support the hypotheses that intellectual capital positively impacts successful knowledge management initiatives.
A cultural theory of post consolidation behaviour in the nigerian banking ind...Alexander Decker
This document discusses organizational culture in Nigerian banks following a consolidation period from 2004-2005. It aims to establish a relationship between organizational culture and performance. A study of 10 banks found that staff views on culture strength differed, but most reflected their firm's dominant culture. A test showed a very high positive correlation between culture strength and bank performance - stronger cultures led to better performance. The paper recommends banks explicitly recognize culture's importance to effectiveness.
Submission Deadline: 30th September 2022
Acceptance Notification: Within Three Days’ time period
Online Publication: Within 24 Hrs. time Period
Expected Date of Dispatch of Printed Journal: 5th October 2022
MODELING AND ANALYSIS OF SURFACE ROUGHNESS AND WHITE LATER THICKNESS IN WIRE-...IAEME Publication
White layer thickness (WLT) formed and surface roughness in wire electric discharge turning (WEDT) of tungsten carbide composite has been made to model through response surface methodology (RSM). A Taguchi’s standard Design of experiments involving five input variables with three levels has been employed to establish a mathematical model between input parameters and responses. Percentage of cobalt content, spindle speed, Pulse on-time, wire feed and pulse off-time were changed during the experimental tests based on the Taguchi’s orthogonal array L27 (3^13). Analysis of variance (ANOVA) revealed that the mathematical models obtained can adequately describe performance within the parameters of the factors considered. There was a good agreement between the experimental and predicted values in this study.
A STUDY ON THE REASONS FOR TRANSGENDER TO BECOME ENTREPRENEURSIAEME Publication
The study explores the reasons for a transgender to become entrepreneurs. In this study transgender entrepreneur was taken as independent variable and reasons to become as dependent variable. Data were collected through a structured questionnaire containing a five point Likert Scale. The study examined the data of 30 transgender entrepreneurs in Salem Municipal Corporation of Tamil Nadu State, India. Simple Random sampling technique was used. Garrett Ranking Technique (Percentile Position, Mean Scores) was used as the analysis for the present study to identify the top 13 stimulus factors for establishment of trans entrepreneurial venture. Economic advancement of a nation is governed upon the upshot of a resolute entrepreneurial doings. The conception of entrepreneurship has stretched and materialized to the socially deflated uncharted sections of transgender community. Presently transgenders have smashed their stereotypes and are making recent headlines of achievements in various fields of our Indian society. The trans-community is gradually being observed in a new light and has been trying to achieve prospective growth in entrepreneurship. The findings of the research revealed that the optimistic changes are taking place to change affirmative societal outlook of the transgender for entrepreneurial ventureship. It also laid emphasis on other transgenders to renovate their traditional living. The paper also highlights that legislators, supervisory body should endorse an impartial canons and reforms in Tamil Nadu Transgender Welfare Board Association.
BROAD UNEXPOSED SKILLS OF TRANSGENDER ENTREPRENEURSIAEME Publication
Since ages gender difference is always a debatable theme whether caused by nature, evolution or environment. The birth of a transgender is dreadful not only for the child but also for their parents. The pain of living in the wrong physique and treated as second class victimized citizen is outrageous and fully harboured with vicious baseless negative scruples. For so long, social exclusion had perpetuated inequality and deprivation experiencing ingrained malign stigma and besieged victims of crime or violence across their life spans. They are pushed into the murky way of life with a source of eternal disgust, bereft sexual potency and perennial fear. Although they are highly visible but very little is known about them. The common public needs to comprehend the ravaged arrogance on these insensitive souls and assist in integrating them into the mainstream by offering equal opportunity, treat with humanity and respect their dignity. Entrepreneurship in the current age is endorsing the gender fairness movement. Unstable careers and economic inadequacy had inclined one of the gender variant people called Transgender to become entrepreneurs. These tiny budding entrepreneurs resulted in economic transition by means of employment, free from the clutches of stereotype jobs, raised standard of living and handful of financial empowerment. Besides all these inhibitions, they were able to witness a platform for skill set development that ignited them to enter into entrepreneurial domain. This paper epitomizes skill sets involved in trans-entrepreneurs of Thoothukudi Municipal Corporation of Tamil Nadu State and is a groundbreaking determination to sightsee various skills incorporated and the impact on entrepreneurship.
DETERMINANTS AFFECTING THE USER'S INTENTION TO USE MOBILE BANKING APPLICATIONSIAEME Publication
The banking and financial services industries are experiencing increased technology penetration. Among them, the banking industry has made technological advancements to better serve the general populace. The economy focused on transforming the banking sector's system into a cashless, paperless, and faceless one. The researcher wants to evaluate the user's intention for utilising a mobile banking application. The study also examines the variables affecting the user's behaviour intention when selecting specific applications for financial transactions. The researcher employed a well-structured questionnaire and a descriptive study methodology to gather the respondents' primary data utilising the snowball sampling technique. The study includes variables like performance expectations, effort expectations, social impact, enabling circumstances, and perceived risk. Each of the aforementioned variables has a major impact on how users utilise mobile banking applications. The outcome will assist the service provider in comprehending the user's history with mobile banking applications.
ANALYSE THE USER PREDILECTION ON GPAY AND PHONEPE FOR DIGITAL TRANSACTIONSIAEME Publication
Technology upgradation in banking sector took the economy to view that payment mode towards online transactions using mobile applications. This system enabled connectivity between banks, Merchant and user in a convenient mode. there are various applications used for online transactions such as Google pay, Paytm, freecharge, mobikiwi, oxygen, phonepe and so on and it also includes mobile banking applications. The study aimed at evaluating the predilection of the user in adopting digital transaction. The study is descriptive in nature. The researcher used random sample techniques to collect the data. The findings reveal that mobile applications differ with the quality of service rendered by Gpay and Phonepe. The researcher suggest the Phonepe application should focus on implementing the application should be user friendly interface and Gpay on motivating the users to feel the importance of request for money and modes of payments in the application.
VOICE BASED ATM FOR VISUALLY IMPAIRED USING ARDUINOIAEME Publication
The prototype of a voice-based ATM for visually impaired using Arduino is to help people who are blind. This uses RFID cards which contain users fingerprint encrypted on it and interacts with the users through voice commands. ATM operates when sensor detects the presence of one person in the cabin. After scanning the RFID card, it will ask to select the mode like –normal or blind. User can select the respective mode through voice input, if blind mode is selected the balance check or cash withdraw can be done through voice input. Normal mode procedure is same as the existing ATM.
IMPACT OF EMOTIONAL INTELLIGENCE ON HUMAN RESOURCE MANAGEMENT PRACTICES AMONG...IAEME Publication
There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends for conflict management as an integral part of effective human resource management.
VISUALISING AGING PARENTS & THEIR CLOSE CARERS LIFE JOURNEY IN AGING ECONOMYIAEME Publication
Our life journey, in general, is closely defined by the way we understand the meaning of why we coexist and deal with its challenges. As we develop the "inspiration economy", we could say that nearly all of the challenges we have faced are opportunities that help us to discover the rest of our journey. In this note paper, we explore how being faced with the opportunity of being a close carer for an aging parent with dementia brought intangible discoveries that changed our insight of the meaning of the rest of our life journey.
A STUDY ON THE IMPACT OF ORGANIZATIONAL CULTURE ON THE EFFECTIVENESS OF PERFO...IAEME Publication
The main objective of this study is to analyze the impact of aspects of Organizational Culture on the Effectiveness of the Performance Management System (PMS) in the Health Care Organization at Thanjavur. Organizational Culture and PMS play a crucial role in present-day organizations in achieving their objectives. PMS needs employees’ cooperation to achieve its intended objectives. Employees' cooperation depends upon the organization’s culture. The present study uses exploratory research to examine the relationship between the Organization's culture and the Effectiveness of the Performance Management System. The study uses a Structured Questionnaire to collect the primary data. For this study, Thirty-six non-clinical employees were selected from twelve randomly selected Health Care organizations at Thanjavur. Thirty-two fully completed questionnaires were received.
Living in 21st century in itself reminds all of us the necessity of police and its administration. As more and more we are entering into the modern society and culture, the more we require the services of the so called ‘Khaki Worthy’ men i.e., the police personnel. Whether we talk of Indian police or the other nation’s police, they all have the same recognition as they have in India. But as already mentioned, their services and requirements are different after the like 26th November, 2008 incidents, where they without saving their own lives has sacrificed themselves without any hitch and without caring about their respective family members and wards. In other words, they are like our heroes and mentors who can guide us from the darkness of fear, militancy, corruption and other dark sides of life and so on. Now the question arises, if Gandhi would have been alive today, what would have been his reaction/opinion to the police and its functioning? Would he have some thing different in his mind now what he had been in his mind before the partition or would he be going to start some Satyagraha in the form of some improvement in the functioning of the police administration? Really these questions or rather night mares can come to any one’s mind, when there is too much confusion is prevailing in our minds, when there is too much corruption in the society and when the polices working is also in the questioning because of one or the other case throughout the India. It is matter of great concern that we have to thing over our administration and our practical approach because the police personals are also like us, they are part and parcel of our society and among one of us, so why we all are pin pointing towards them.
A STUDY ON TALENT MANAGEMENT AND ITS IMPACT ON EMPLOYEE RETENTION IN SELECTED...IAEME Publication
The goal of this study was to see how talent management affected employee retention in the selected IT organizations in Chennai. The fundamental issue was the difficulty to attract, hire, and retain talented personnel who perform well and the gap between supply and demand of talent acquisition and retaining them within the firms. The study's main goals were to determine the impact of talent management on employee retention in IT companies in Chennai, investigate talent management strategies that IT companies could use to improve talent acquisition, performance management, career planning and formulate retention strategies that the IT firms could use. The respondents were given a structured close-ended questionnaire with the 5 Point Likert Scale as part of the study's quantitative research design. The target population consisted of 289 IT professionals. The questionnaires were distributed and collected by the researcher directly. The Statistical Package for Social Sciences (SPSS) was used to collect and analyse the questionnaire responses. Hypotheses that were formulated for the various areas of the study were tested using a variety of statistical tests. The key findings of the study suggested that talent management had an impact on employee retention. The studies also found that there is a clear link between the implementation of talent management and retention measures. Management should provide enough training and development for employees, clarify job responsibilities, provide adequate remuneration packages, and recognise employees for exceptional performance.
ATTRITION IN THE IT INDUSTRY DURING COVID-19 PANDEMIC: LINKING EMOTIONAL INTE...IAEME Publication
Globally, Millions of dollars were spent by the organizations for employing skilled Information Technology (IT) professionals. It is costly to replace unskilled employees with IT professionals possessing technical skills and competencies that aid in interconnecting the business processes. The organization’s employment tactics were forced to alter by globalization along with technological innovations as they consistently diminish to remain lean, outsource to concentrate on core competencies along with restructuring/reallocate personnel to gather efficiency. As other jobs, organizations or professions have become reasonably more appropriate in a shifting employment landscape, the above alterations trigger both involuntary as well as voluntary turnover. The employee view on jobs is also afflicted by the COVID-19 pandemic along with the employee-driven labour market. So, having effective strategies is necessary to tackle the withdrawal rate of employees. By associating Emotional Intelligence (EI) along with Talent Management (TM) in the IT industry, the rise in attrition rate was analyzed in this study. Only 303 respondents were collected out of 350 participants to whom questionnaires were distributed. From the employees of IT organizations located in Bangalore (India), the data were congregated. A simple random sampling methodology was employed to congregate data as of the respondents. Generating the hypothesis along with testing is eventuated. The effect of EI and TM along with regression analysis between TM and EI was analyzed. The outcomes indicated that employee and Organizational Performance (OP) were elevated by effective EI along with TM.
INFLUENCE OF TALENT MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE A STUD...IAEME Publication
By implementing talent management strategy, organizations would have the option to retain their skilled professionals while additionally working on their overall performance. It is the course of appropriately utilizing the ideal individuals, setting them up for future top positions, exploring and dealing with their performance, and holding them back from leaving the organization. It is employee performance that determines the success of every organization. The firm quickly obtains an upper hand over its rivals in the event that its employees having particular skills that cannot be duplicated by the competitors. Thus, firms are centred on creating successful talent management practices and processes to deal with the unique human resources. Firms are additionally endeavouring to keep their top/key staff since on the off chance that they leave; the whole store of information leaves the firm's hands. The study's objective was to determine the impact of talent management on organizational performance among the selected IT organizations in Chennai. The study recommends that talent management limitedly affects performance. On the off chance that this talent is appropriately management and implemented properly, organizations might benefit as much as possible from their maintained assets to support development and productivity, both monetarily and non-monetarily.
A STUDY OF VARIOUS TYPES OF LOANS OF SELECTED PUBLIC AND PRIVATE SECTOR BANKS...IAEME Publication
Banking regulations act of India, 1949 defines banking as “acceptance of deposits for the purpose of lending or investment from the public, repayment on demand or otherwise and withdrawable through cheques, drafts order or otherwise”, the major participants of the Indian financial system are commercial banks, the financial institution encompassing term lending institutions. Investments institutions, specialized financial institution and the state level development banks, non banking financial companies (NBFC) and other market intermediaries such has the stock brokers and money lenders are among the oldest of the certain variants of NBFC and the oldest market participants. The asset quality of banks is one of the most important indicators of their financial health. The Indian banking sector has been facing severe problems of increasing Non- Performing Assets (NPAs). The NPAs growth directly and indirectly affects the quality of assets and profitability of banks. It also shows the efficiency of banks credit risk management and the recovery effectiveness. NPA do not generate any income, whereas, the bank is required to make provisions for such as assets that why is a double edge weapon. This paper outlines the concept of quality of bank loans of different types like Housing, Agriculture and MSME loans in state Haryana of selected public and private sector banks. This study is highlighting problems associated with the role of commercial bank in financing Small and Medium Scale Enterprises (SME). The overall objective of the research was to assess the effect of the financing provisions existing for the setting up and operations of MSMEs in the country and to generate recommendations for more robust financing mechanisms for successful operation of the MSMEs, in turn understanding the impact of MSME loans on financial institutions due to NPA. There are many research conducted on the topic of Non- Performing Assets (NPA) Management, concerning particular bank, comparative study of public and private banks etc. In this paper the researcher is considering the aggregate data of selected public sector and private sector banks and attempts to compare the NPA of Housing, Agriculture and MSME loans in state Haryana of public and private sector banks. The tools used in the study are average and Anova test and variance. The findings reveal that NPA is common problem for both public and private sector banks and is associated with all types of loans either that is housing loans, agriculture loans and loans to SMES. NPAs of both public and private sector banks show the increasing trend. In 2010-11 GNPA of public and private sector were at same level it was 2% but after 2010-11 it increased in many fold and at present there is GNPA in some more than 15%. It shows the dark area of Indian banking sector.
EXPERIMENTAL STUDY OF MECHANICAL AND TRIBOLOGICAL RELATION OF NYLON/BaSO4 POL...IAEME Publication
An experiment conducted in this study found that BaSO4 changed Nylon 6's mechanical properties. By changing the weight ratios, BaSO4 was used to make Nylon 6. This Researcher looked into how hard Nylon-6/BaSO4 composites are and how well they wear. Experiments were done based on Taguchi design L9. Nylon-6/BaSO4 composites can be tested for their hardness number using a Rockwell hardness testing apparatus. On Nylon/BaSO4, the wear behavior was measured by a wear monitor, pinon-disc friction by varying reinforcement, sliding speed, and sliding distance, and the microstructure of the crack surfaces was observed by SEM. This study provides significant contributions to ultimate strength by increasing BaSO4 content up to 16% in the composites, and sliding speed contributes 72.45% to the wear rate
ROLE OF SOCIAL ENTREPRENEURSHIP IN RURAL DEVELOPMENT OF INDIA - PROBLEMS AND ...IAEME Publication
The majority of the population in India lives in villages. The village is the back bone of the country. Village or rural industries play an important role in the national economy, particularly in the rural development. Developing the rural economy is one of the key indicators towards a country’s success. Whether it be the need to look after the welfare of the farmers or invest in rural infrastructure, Governments have to ensure that rural development isn’t compromised. The economic development of our country largely depends on the progress of rural areas and the standard of living of rural masses. Village or rural industries play an important role in the national economy, particularly in the rural development. Rural entrepreneurship is based on stimulating local entrepreneurial talent and the subsequent growth of indigenous enterprises. It recognizes opportunity in the rural areas and accelerates a unique blend of resources either inside or outside of agriculture. Rural entrepreneurship brings an economic value to the rural sector by creating new methods of production, new markets, new products and generate employment opportunities thereby ensuring continuous rural development. Social Entrepreneurship has the direct and primary objective of serving the society along with the earning profits. So, social entrepreneurship is different from the economic entrepreneurship as its basic objective is not to earn profits but for providing innovative solutions to meet the society needs which are not taken care by majority of the entrepreneurs as they are in the business for profit making as a sole objective. So, the Social Entrepreneurs have the huge growth potential particularly in the developing countries like India where we have huge societal disparities in terms of the financial positions of the population. Still 22 percent of the Indian population is below the poverty line and also there is disparity among the rural & urban population in terms of families living under BPL. 25.7 percent of the rural population & 13.7 percent of the urban population is under BPL which clearly shows the disparity of the poor people in the rural and urban areas. The need to develop social entrepreneurship in agriculture is dictated by a large number of social problems. Such problems include low living standards, unemployment, and social tension. The reasons that led to the emergence of the practice of social entrepreneurship are the above factors. The research problem lays upon disclosing the importance of role of social entrepreneurship in rural development of India. The paper the tendencies of social entrepreneurship in India, to present successful examples of such business for providing recommendations how to improve situation in rural areas in terms of social entrepreneurship development. Indian government has made some steps towards development of social enterprises, social entrepreneurship, and social in- novation, but a lot remains to be improved.
OPTIMAL RECONFIGURATION OF POWER DISTRIBUTION RADIAL NETWORK USING HYBRID MET...IAEME Publication
Distribution system is a critical link between the electric power distributor and the consumers. Most of the distribution networks commonly used by the electric utility is the radial distribution network. However in this type of network, it has technical issues such as enormous power losses which affect the quality of the supply. Nowadays, the introduction of Distributed Generation (DG) units in the system help improve and support the voltage profile of the network as well as the performance of the system components through power loss mitigation. In this study network reconfiguration was done using two meta-heuristic algorithms Particle Swarm Optimization and Gravitational Search Algorithm (PSO-GSA) to enhance power quality and voltage profile in the system when simultaneously applied with the DG units. Backward/Forward Sweep Method was used in the load flow analysis and simulated using the MATLAB program. Five cases were considered in the Reconfiguration based on the contribution of DG units. The proposed method was tested using IEEE 33 bus system. Based on the results, there was a voltage profile improvement in the system from 0.9038 p.u. to 0.9594 p.u.. The integration of DG in the network also reduced power losses from 210.98 kW to 69.3963 kW. Simulated results are drawn to show the performance of each case.
APPLICATION OF FRUGAL APPROACH FOR PRODUCTIVITY IMPROVEMENT - A CASE STUDY OF...IAEME Publication
Manufacturing industries have witnessed an outburst in productivity. For productivity improvement manufacturing industries are taking various initiatives by using lean tools and techniques. However, in different manufacturing industries, frugal approach is applied in product design and services as a tool for improvement. Frugal approach contributed to prove less is more and seems indirectly contributing to improve productivity. Hence, there is need to understand status of frugal approach application in manufacturing industries. All manufacturing industries are trying hard and putting continuous efforts for competitive existence. For productivity improvements, manufacturing industries are coming up with different effective and efficient solutions in manufacturing processes and operations. To overcome current challenges, manufacturing industries have started using frugal approach in product design and services. For this study, methodology adopted with both primary and secondary sources of data. For primary source interview and observation technique is used and for secondary source review has done based on available literatures in website, printed magazines, manual etc. An attempt has made for understanding application of frugal approach with the study of manufacturing industry project. Manufacturing industry selected for this project study is Mahindra and Mahindra Ltd. This paper will help researcher to find the connections between the two concepts productivity improvement and frugal approach. This paper will help to understand significance of frugal approach for productivity improvement in manufacturing industry. This will also help to understand current scenario of frugal approach in manufacturing industry. In manufacturing industries various process are involved to deliver the final product. In the process of converting input in to output through manufacturing process productivity plays very critical role. Hence this study will help to evolve status of frugal approach in productivity improvement programme. The notion of frugal can be viewed as an approach towards productivity improvement in manufacturing industries.
A MULTIPLE – CHANNEL QUEUING MODELS ON FUZZY ENVIRONMENTIAEME Publication
In this paper, we investigated a queuing model of fuzzy environment-based a multiple channel queuing model (M/M/C) ( /FCFS) and study its performance under realistic conditions. It applies a nonagonal fuzzy number to analyse the relevant performance of a multiple channel queuing model (M/M/C) ( /FCFS). Based on the sub interval average ranking method for nonagonal fuzzy number, we convert fuzzy number to crisp one. Numerical results reveal that the efficiency of this method. Intuitively, the fuzzy environment adapts well to a multiple channel queuing models (M/M/C) ( /FCFS) are very well.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Low power architecture of logic gates using adiabatic techniquesnooriasukmaningtyas
The growing significance of portable systems to limit power consumption in ultra-large-scale-integration chips of very high density, has recently led to rapid and inventive progresses in low-power design. The most effective technique is adiabatic logic circuit design in energy-efficient hardware. This paper presents two adiabatic approaches for the design of low power circuits, modified positive feedback adiabatic logic (modified PFAL) and the other is direct current diode based positive feedback adiabatic logic (DC-DB PFAL). Logic gates are the preliminary components in any digital circuit design. By improving the performance of basic gates, one can improvise the whole system performance. In this paper proposed circuit design of the low power architecture of OR/NOR, AND/NAND, and XOR/XNOR gates are presented using the said approaches and their results are analyzed for powerdissipation, delay, power-delay-product and rise time and compared with the other adiabatic techniques along with the conventional complementary metal oxide semiconductor (CMOS) designs reported in the literature. It has been found that the designs with DC-DB PFAL technique outperform with the percentage improvement of 65% for NOR gate and 7% for NAND gate and 34% for XNOR gate over the modified PFAL techniques at 10 MHz respectively.
CHINA’S GEO-ECONOMIC OUTREACH IN CENTRAL ASIAN COUNTRIES AND FUTURE PROSPECTjpsjournal1
The rivalry between prominent international actors for dominance over Central Asia's hydrocarbon
reserves and the ancient silk trade route, along with China's diplomatic endeavours in the area, has been
referred to as the "New Great Game." This research centres on the power struggle, considering
geopolitical, geostrategic, and geoeconomic variables. Topics including trade, political hegemony, oil
politics, and conventional and nontraditional security are all explored and explained by the researcher.
Using Mackinder's Heartland, Spykman Rimland, and Hegemonic Stability theories, examines China's role
in Central Asia. This study adheres to the empirical epistemological method and has taken care of
objectivity. This study analyze primary and secondary research documents critically to elaborate role of
china’s geo economic outreach in central Asian countries and its future prospect. China is thriving in trade,
pipeline politics, and winning states, according to this study, thanks to important instruments like the
Shanghai Cooperation Organisation and the Belt and Road Economic Initiative. According to this study,
China is seeing significant success in commerce, pipeline politics, and gaining influence on other
governments. This success may be attributed to the effective utilisation of key tools such as the Shanghai
Cooperation Organisation and the Belt and Road Economic Initiative.
KuberTENes Birthday Bash Guadalajara - K8sGPT first impressionsVictor Morales
K8sGPT is a tool that analyzes and diagnoses Kubernetes clusters. This presentation was used to share the requirements and dependencies to deploy K8sGPT in a local environment.
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024