Organization Development Experiences . A Case for Enriching HRD through OD

This article reviews a few definitions of OD and identifies eight characters that are necessary to call an activity or experience as an OD activity or experience. The article then goes on to examine ten case studies (of research, consulting and OD) of what appears like an OD activity in which the author was involved as one of the facilitators for whole system or subsystem and examines each on of them for their appropriateness to be called as OD interventions. The author then goes on to derive some lessons from these experiences. The article outlines also some advantages of using traditional OD approach in various HRD interventions and offers some suggestions for making specific HRD interventions like competency mapping, 360Degree Feedback based leadership Development and Assessment and Development Centers as OD activities. The paper concludes that using an OD approach enriches HRD and yields a good ROI on HRD interventions.

Very smooth points of spaces of operators

In this paper we study very smooth points of Banach spaces with special emphasis on spaces of operators. We show that when the space of compact operators is an $M$-ideal in the space of bounded operators, a very smooth operator $T$ attains its norm at a unique vector $x$ (up to a constant multiple) and $T(x)$ is a very smooth point of the range space. We show that if for every equivalent norm on a Banach space, the dual unit ball has a very smooth point then the space has the Radon--Nikod\'{y}m property. We give an example of a smooth Banach space without any very smooth points.Comment: 12 pages, no figures, no table

Optimisation Of Processing Parameters Of Resin System In Development Of Adf Radome Fairings For Tu-142m Aircraft

This report highlights the optimization processing parameters for the resin system used in the fabrication of radomes for the TU-142 M aircraft . The radomes were fabricated using the standardised RIT process developed in-house with optimized parameters

ON SMARANDACHE RINGS

It is proved that a ring R in which for every x ∈ R there exists a (and hence the smallest) natural number n(x) > 1 such that xn(x) = x is always a Smarandache Ring. Two examples are provided for justification

Global Leadership and Managerial Competencies of Indian Managers

A review of the literature on the qualities of effective managers, leaders and world class or global manager indicates a good degree of consistency in the qualities required to be called a global manager. In these days when mergers and acquisition have become common and national boundaries are crossed with ease in acquiring new businesses and setting up new businesses it is necessary to understand and acquire the competencies needed to be globally successful leader. This paper identifies 25 such qualities from a 360 feedback survey of 762 senior and top level managers from manufacturing, services and pharma sectors combined with those from a mix of organizations belonging to two leading business houses of India. An analysis of the open ended assessments given by nearly 7600 managers indicated the most frequently perceived strengths and weaknesses of Indian management. Job knowledge comes out as the most frequently observed strong point of Indian managers and this cuts across various sectors and business houses. Communication, team work, and hard work come out as other strong points of more than 20 per cent of Indian managers. Short temper, open-mindedness, and inability to build juniors are the most frequently mentioned areas needing improvement. Vision, values, strategic thinking, decision making skills, risk taking, innovativeness, ability to learn from mistakes, learning orientation and self renewal efforts, and cross cultural sensitivity are other qualities lacking in Indian managers to be called as global managers. These qualities are either not exhibited dominantly or are not received bye fellow managers. Future management education and management development programmes should focus on these qualities to prepare Indian managers to be world class managers.

Impact of 360 Degree Feedback: A Follow-up study of Four Organizations

A large number of organizations have been using 360 degree feedback in India as leadership development intervention. This paper is based on the feedback of 43 participants from four companies where the 360 Degree Feedback program was initiated. The study was done using a questionnaire method. The results indicated that there has been an overall positive impact reported of 360 Degree intervention on ones professional life after 360DF. More than 60% of the participants report that they visited 360DF data every quarter. 24 participants reported that about 50% of their action plans prepared at the end of the 360 intervention were implemented. At least 30% of the action plans were achieved by 6 of the participants and 2 participants reported achievement of all their action plans. The participants also reported that the RSDQ model based 360DF tool provided detailed insight covering various parameters of one’s role. The participants also recommend that with more periodic follow up and review sessions (every quarter) anchored by internal HR and more focus and seriousness among the participants to work on the action plans will result in using 360 DF for change and growth