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Опубліковано: 11 вересня 2023

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Статті в журналах з теми "INDIAN ORGANIZATIONS"

Jasti, Naga Vamsi Krishna, and Rambabu Kodali. "An empirical study for implementation of lean principles in Indian manufacturing industry." Benchmarking: An International Journal 23, no. 1 (February 1, 2016): 183–207. http://dx.doi.org/10.1108/bij-11-2013-0101.

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Purpose – Lean manufacturing (LM) principles are one of the alternatives to improve manufacturing productivity, quality and customer satisfaction in Indian manufacturing industry. The purpose of this paper is to find the implementation status of LM principles across Indian manufacturing organizations through the empirical survey methodology. Design/methodology/approach – The survey questionnaire was developed based upon literature review conducted on LM and also considered experts suggestion in the field of LM. The survey questionnaire was sent to 753 manufacturing organization located in India. The respondent organization details have gathered from the list of Confederation of Indian Industries directory for the year 2011.The selected respondents were production managers, quality managers, sales managers, maintenance managers, CEOs of the organization. The empirical survey collected 180 filled survey questionnaires from Indian manufacturing industries. Findings – The study clearly identified that many manufacturing organizations were in initial transition stage and concentrating mostly in-plant operations instead of collaboration in all levels of business with suppliers and customers. The present study found that drivers for implementation of LM were customer satisfaction and organizational continuous improvement program. The present study also found that barriers to implement LM principles were employee resistance, implementing few elements of LM principles instead of the complete package of LM framework, budget constraints and lack of understanding of LM principles to shop floor managers. Finally the study concluded that Indian manufacturing organizations have to conduct continuous learning programmed to improve understanding of LM principles as well as to maintain their motivation level in apex point. The study also suggested that a systematic LM framework is needs to Indian manufacturing organizations, which will act as clear cut guiding torch to the organization managers to implement LM principles across organization. Research limitations/implications – The sample size of the present study was moderate number than previous studies. However the study only concentrated on manufacturing organizations across India. The results of the present study cannot generalize across all the sectors of Indian organizations. Originality/value – The concept of LM was very popular among developed and developing countries in the world. Many research studies were performed across world to find the status of LM implementation in their countries. Very few research studies reported the status of LM implementation in Indian manufacturing industries and those studies also with limited focus of the status of LM implementation. Hence the study presented details status of LM principles implementation in Indian manufacturing industries.

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Nikitin, Dmitry S. "United Indian Patriotic Association versus Indian National Congress (1888–1893)." Vostok. Afro-aziatskie obshchestva: istoriia i sovremennost, no. 1 (2022): 118. http://dx.doi.org/10.31857/s086919080013036-6.

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The article examines the emergence of Anglo-Indian and Muslim opposition to the Indian National Congress (INC) in the second half of the 1880s – early 1890s. By 1887, Congress had lost the support of the Viceroy of India Dufferin, and it greatly influenced the formation of the anti-Congress movement. The social base of opposition to the Congress was formed by the most conservative parts of society – the Anglo-Indians (the British who permanently lived in India) and Indian Muslims. The center of the anti-Congress movement was the Aligarh College, and the leader was the Muslim educator and founder of the college, Syed Ahmad Khan. The movement received support from the Anglo-Indian press and colonial officials. In 1888, United Indian Patriotic Association was founded with the Muslim organizations of Upper India and the conservative Hindu aristocracy in its ranks. The Association believed that the Congress did not represent the interests of the entire Indian people, but only a narrow stratum of European educated Indians. The INC's proposals for the introduction of an elective element in legislative councils and simultaneous examinations for civil service in India and Great Britain were regarded as premature, threatening interests of Muslims and British rule in India. The main goal of the United Indian Patriotic Association was to counter the agitation of the INC in Great Britain, where the British Committee of the INC operated, by holding anti-Congress meetings and pamphleting. After the adoption of the Indian Councils Act of 1892, the leaders of the Association focused on protecting the interests of Indian Muslims, and this solution led to the dissolution of the United Indian Patriotic Association in 1893. The Association became one of the first organizations opposed to the INC and had a significant impact on strengthening the political activity of Indian Muslims. The emergence of Muslim opposition to INC in the second half of the 1880s. became an important factor in the political development of India and the national liberation movement in the first half of the XX century.

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Rosenthal, Nicolas G. "Repositioning Indianness: Native American Organizations in Portland, Oregon, 1959––1975." Pacific Historical Review 71, no. 3 (August 1, 2002): 415–38. http://dx.doi.org/10.1525/phr.2002.71.3.415.

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This article examines the processes of community building among American Indians who migrated to Portland, Oregon, in the decades following World War II, contextualized within a larger movement of Indians to the cities of the United States and shifts in government relations with Indian people. It argues that, during the 1960s, working-and middle-class Indians living in Portland came together and formed groups that enabled them to cultivate "Indianness" or to "be Indian" in the city. As the decade wore on, Indian migration to Portland increased, the social problems of urban Indians became more visible, and a younger generation emerged to challenge the leadership of Portland's established Indian organizations. Influenced by both their college educations and a national Indian activist movement, these new leaders promoted a repositioning of Indianness, taking Indian identity as the starting point from which to solve urban Indian problems. By the mid-1970s, the younger generation of college-educated Indians gained a government mandate and ascended to the helm of Portland's Indian community. In winning support from local, state, and federal officials, these leaders reflected fundamental changes under way in the administration of U.S. Indian affairs not only in Portland, but also across the country.

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Tripathi, Priyanka, and Prashant Tripathi. "Organizational Development in Indian Organizations - Issues and Challenges." Prabandhan: Indian Journal of Management 2, no. 6 (December 1, 2009): 39. http://dx.doi.org/10.17010//2009/v2i6/61041.

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Sharma, Harsh. "Importance and performance of managerial training in Indian companies – an empirical study." Journal of Management Development 33, no. 2 (February 4, 2014): 75–89. http://dx.doi.org/10.1108/jmd-11-2013-0144.

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Purpose – The purpose of this paper is to compare the importance and performance of managerial training in India among different industrial sectors in the light of asynchronous industrial growth in last two decades which has unevenly touched various business organizations. Design/methodology/approach – For the purpose of analysis organizations are divided at two levels. At the first level, they are divided between multinational and Indian origin category and at the second level between service and manufacturing category. A 2×2 full factorial design with unequal numbers is used to analyze main as well as interaction impacts. A sample size of 542 is taken which comprises training professionals, top/general managers and trainee employees. Findings – Study concludes that Indian origin organizations fall short in terms of importance given and performance of training function compared to multinational companies. Further, it is found that service companies have an edge over manufacturing companies in terms of importance and performance of training. Research limitations/implications – Study is mainly focussed on large organizations in India and may not be representative of small organizations. The major implication is that Indian origin organizations as well as manufacturing organizations have to devote more time and financial resources to training to compete in the era of globalization. Practical implications – It is implied from the findings that a concerted effort by training professionals in Indian and manufacturing companies is required to improve the content as well as image of the training function to get the due attention and resources within the organization. Originality/value – The paper presents an original perspective on situation of training function in Indian organizations and will be of importance to training professionals and other stakeholders.

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Frantz, Terrill L., and Ajay K. Jain. "Relating CEO leadership behavior and organization culture in the Indian context." Leadership & Organization Development Journal 38, no. 6 (August 7, 2017): 746–64. http://dx.doi.org/10.1108/lodj-12-2015-0287.

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Purpose The purpose of this paper is to examine the relationship between CEO leadership behavior and the culture of the organization within the context of Indian organizations. Design/methodology/approach Two five-scale questionnaires were completed by senior executives (n=485) who have interaction with their CEO. The first instrument captured the executives’ perspective of their CEO’s leadership behavior along six dimensions (People Centric, Global Ambitions, Opportunity Sensing, Visionary, Exemplary, and Dependable). The second instrument captured the executives’ perspective of their organization’s culture along six dimensions (Results Focused, Talent Development, Employee Empowerment, Equity and Fairness, Open Communication, and Decentralization). These data were analyzed using factor analysis, correlation analysis, and least-squares regression. Findings A correlation analysis indicates that a significant relationship exists between several aspects of CEO leadership behavior and characteristics of the organizational culture. Regression analysis indicated that the overall CEO leadership behavior prominently explains (R2=0.397) the organization’s culture. Notably, two CEO dimensions, People Centricity and Global Ambition, were found to have an exceptionally high degree of association with the culture of the organization. Research limitations/implications There is consistency between findings from western academic leader-culture research and the same in the Indian work setting. Practical implications Findings of this study can serve as a guidepost for the selection of leaders in an organization. Originality/value There is a scarcity of leader-organization research involving national culture features; the Indian context is fundamental to this study and is called for by the growing presence of India-born leadership in western organizations.

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Bhatia, Deepshikha. "A Comprehensive Review on the Cyber Security Methods in Indian Organisation." International Journal of Advances in Soft Computing and its Applications 14, no. 1 (March 28, 2022): 103–24. http://dx.doi.org/10.15849/ijasca.220328.08.

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Abstract Cyber security, an application that protects and controls the systems, programs, networks, data and devices from cyber-attacks. This cyber security practice used by individuals and small or large organizations for protecting against unusual data access. A powerful cyber security system provides a great security against malware attacks, viruses, ransom ware, cloud attacks, IoT attacks etc. and it designed for accessing, destroying, deleting and altering these attacks and secure the retrieving data from the server and user’s systems. This paper discuss about the importance of cyber security in organizations of India. Surveys of Indian organization’s cyber security measures are taken for the evaluation of the methods and challenges of cyber security. This comprehensive review provides insights about securing the data by employing cyber security frame works, risk assessment models and educating cyber security knowledge among public with help of government public programs. With these information this paper helps for overcoming the cyber threats and attacks and created a pre cautionary thought and also made a pre vision for diminishing theft of data among employees and tracking hacker’s activities before attacking the organizations. Keywords: cyber security, Indian organization, cyber-attacks, cyber security methods, DDoS attack.

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Singh, Anil Kumar. "HRD Practices and Philosophy of Management in Indian Organizations." Vikalpa: The Journal for Decision Makers 30, no. 2 (April 2005): 71–80. http://dx.doi.org/10.1177/0256090920050207.

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The managerial philosophy of a company is generally based upon the top management's assumptions about people working in the organization. It reflects the attitude of the top management towards the human resources of an organization. Managerial philosophies of companies are embedded in the society. McGregor (1960) has labelled these managerial philosophies as ‘Theory X and Theory Y.’ This paper is an attempt to identify the relationship between human resource (HR) practices and the philosophy of management of the Indian business organizations. For this, the different variables of HR practices were studied and the management's philosophy was identified by measuring beliefs of top management about employees in the organizations. The sample for the study consisted of 95 respondents from two private sector organizations and 119 respondents from two public sector organizations. The findings of the study indicate that the variables of HR practices (planning, recruitment, and selection) were highly but negatively related to the philosophy of management in the private sector organizations. This meant that the Indian organizations were practising traditional philosophy of management in such organizations. The prevalence of traditional managerial philosophy focusing on managerial control has always dominated the managerial community in the sense that it is more prevalent and is more ‘tightly’ linked to managerial practice. As new managerial ideologies evolved, the older ones “never disappeared; instead, images and practices central to each were gradually institutionalized” (Barley and Kunda, 1992). The philosophy of management showed a blurred picture in the public sector organizations. Though the top management's views and balance sheet emphasized the belief of the organization towards Theory Y, the analysed responses proved that management philosophy was not clear to managers working in these organizations. In fact, the Indian public sector organizations started as welfare organizations. However, the impact of market economy has led to a competitive environment. Though the public sector organizations have started realizing the impact of competition, it is difficult for them to understand when they lost their focus on the managerial philosophy. The following key issues emerged from the study: Organizations will have to design managerial philosophy which is sensitive to human existence. The managerial philosophy in the organization has an impact on the organizations of the future. HR concepts that get packaged along with modern managerial philosophy are likely to revolutionize the workplace. The bottom line is that people want to be cared for and respected. On their part, organizations want commitment and integrity. A successful combination of committed people and a benevolent organization could well be the way for organizations in this competitive environment in India.

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Karki, Rajnish. "Corporate Strategy of Indian Organizations: The ‘Root–Branch’ Framework." Vikalpa: The Journal for Decision Makers 29, no. 3 (July 2004): 1–14. http://dx.doi.org/10.1177/0256090920040301.

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Corporate strategy questions relating to the appropriate measures of performance, the rate of growth and extent of diversification, and the ways to mobilize resources and develop requisite competencies are of current and high importance to Indian organizations. In the coming decade, they need to adopt rigorous and appropriate corporate strategy approaches as they face a complex, fast changing, and globalizing business environment. Since the beginning of strategic management discipline, the four major corporate strategy frameworks that have emerged are - SWOT in the 1960s, Strategic Planning Matrix in the 1970s, Competitiveness in the 1980s, and Core Competency in the 1990s. Based on an assessment of the frameworks, corporate strategy is considered as a response to imperatives in the evolutionary and emerging contexts and the perspective of the coming decade is taken to explore the Indian business situation. The imperatives for corporate strategy of Indian organizations in the coming decade are: From the evolutionary context — Correcting the mindset of dependency on the government; going beyond rationalization of businesses; establishing tight linkages between corporate and business strategies with operations; venturing into new areas; and, building on success against multinational corporations. From the emerging context — Large, growing, and internationalizing Indian economy; globally integrated capital markets; information and communication technologies; tenets of governance; and, management resource and capability. As these imperatives are different and variegated and do not match with any single period of American business, the existing frameworks are inadequate in terms of patterns responded and inappropriate in terms of analytical approaches and prescriptions. A ‘root-branch’ corporate strategy framework addresses the contextual patterns and imperatives of an organization. It conceptualizes corporate strategy of an organization as a gestalt of three sets of components — ‘root’ as the first level response to the commonalities in the context shared by all the organizations; a ‘branch’ or types of strategic direction depending on its match with requirements and characteristics of a type; and components based on its industry-and company-specific factors. The frame- work can be applied to any geographical or sectoral situation, and root and branch components can be delineated based on the analysis of imperatives in evolutionary and emerging contexts. For Indian organizations in the coming decade, corporate strategy should be built around: the root of ‘being honest’ and ‘being world-class’ one of the three viable branches or types of strategic direction - ‘India focused,’ ‘India diversified,’ and ‘global focused.’ In conclusion, the three viable and effective corporate strategies for Indian organizations in the coming decade are — “Being honest + Being world-class + India focused,” “Being honest + Being world-class + India diversified,” and “Being honest + Being world- class + Global focused.” To be successful, the agenda of an organization is to achieve and sustain consistency among the various components and with the requirements of ‘root’ and chosen ‘branch’ or strategic direction. And the agenda will need to be translated into and be implemented through a well-calibrated sequence of business and organizational initiatives.

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Дисертації з теми "INDIAN ORGANIZATIONS"

Johnson, Sandhya Raichur. "Innovation Adaptation| A Study of Indian OD Practitioners Implementing Appreciative Inquiry in For-Profit Organizations." Thesis, Fielding Graduate University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10181968.

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Diffusion of innovation across cultures is a broad field of study, especially when considering the adaptation of organizational development (OD) innovations into multicultural environments. Although OD interventions are often adapted to fit unique circumstances of each organization’s culture, this study explored whether there were specific adaptations that occur when OD interventions are applied to Indian organizations by Indian practitioners. The purpose of this qualitative study was to discover how appreciative inquiry (AI) as an OD intervention was received and adapted by OD practitioners in India with particular focus on for-profit organizations.

A thematic analysis of 17 implementations shared by Indian practitioners was conducted to examine the fidelity and extensiveness of AI adaptation. Toward this end, the study was tailored to ensure the intervention was localized and situated more specifically in the organizational and leadership contexts. Results revealed that AI, when applied to India-based for-profit organizations, exhibited a level of adaptation that could be applied on a global scale. It is anticipated that understanding the factors that drive AI adaptation in India will assist scholars and practitioners to establish guidelines for successfully transferring organizational innovations.

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Motwani, Jaideep G. (Jaideep Gridhari). "Quality Assurance Practices by Indian Manufacturing Organizations: A Conceptual Framework and an Empirical Investigation." Thesis, University of North Texas, 1990. https://digital.library.unt.edu/ark:/67531/metadc332601/.

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The purpose of this study is three-fold. First, based on the synthesis of literature on quality concepts, critical factors that must be practiced to achieve effective quality management in an organization were identified. A framework to be used by organizations to evaluate their quality assurance practices were developed. Second, a field survey was conducted to identify the degree to which quality assurance is being practiced in Indian Manufacturing organizations and to locate the organizational areas where better management control can make the quality assurance system more effective. Finally, an attempt was made to develop models that could be used to forecast the level of quality achieved.

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Subgroup, American Indian Writers, and Richard Stoffle. "American Indian Writers Committee of the Consolidated Group of Tribes and Organizations Tribal Narrative for the Nevada Test Site." Department of Energy, 2009. http://hdl.handle.net/10150/297117.

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The Greater than Class C (GTCC) Environmental Impact Statement (EIS) evaluated the potential impacts from the construction and operation of a new facility or facilities, or use of an existing facility, employing various disposal methods (geologic repository, intermediate depth borehole, enhanced near surface trench, and above grade vault) at six federal sites and generic commercial locations. For three of the locations being considered as possible locations, consulting tribes were brought in to comment on their perceptions on how GTCC low level radioactive waste would affect Native American resources (land, water, air, plants, animals, archaeology, etc.) short and long term. The consulting tribes produced essays that were incorporated into the EIS and these essays are in turn included in this collection. This essay was produced by the Consolidated Group of Tribes and Organizations (CGTO) for the Nevada Test Site. The CGTO is a pan-Indian organization representing 17 tribes from California, Nevada, Utah and Arizona.

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Barbieri, Julie Laut. "Kamaladevi Chattopadhyaya, anti-imperialist and women's rights activist, 1939-41." Oxford, Ohio : Miami University, 2008. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=miami1218456911.

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Damle, Shilpa C. "Institutionalizing Reform: The Ford Foundation, The I.I.P.A., and Administrative Reform in India, 1950-1970." Case Western Reserve University School of Graduate Studies / OhioLINK, 2014. http://rave.ohiolink.edu/etdc/view?acc_num=case1401832984.

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Singh, Sauman. "Entry and operation strategies of Indian pharmaceutical firms in Africa under the dynamics of markets and institutions." Thesis, Aix-Marseille, 2018. http://www.theses.fr/2018AIXM0238/document.

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La thèse démontre que l'environnement protectionniste en Inde a contribué à bâtir une industrie pharmaceutique solide. L'arrivée simultanée de l'Accord ADPIC et de la libéralisation économique a créé des « push factors » à la fois compétitifs et favorables, obligeant les firmes pharmaceutiques indiennes (FPI) à chercher de nouvelles voies de croissance à l’étranger. Les politiques des pays africains en faveur des génériques, l’action des organisations internationales et la nouvelle gouvernance des marchés financés par les bailleurs de fonds ont aussi induits des « pull factors » permettant aux FPI de s'engager davantage sur ces marchés. Cette thèse montre à travers le cas du Mali que le marché en Afrique de l’Ouest francophone est divisé en quatre segments – le marché public financé par l'État et par des donateurs et le marché privé formel et informel – avec des réglementations différentes. Les FPI n'utilisent que l'exportation dans ces pays, mais leurs organisations varient selon le segment dans lequel elles souhaitent opérer. Enfin, ce travail utilise l’étude du Synriam, un nouvel antipaludéen pour montrer que Ranbaxy a utilisé le partenariat avec Medicines for Malaria Venture pour développer ses capacités, accéder à de nouveaux marchés et gagner en légitimité. Cette étude met en évidence que les organisations internationales peuvent créer des barrières institutionnelles et influencer les stratégies d'entrée des firmes. En conclusion, cette thèse illustre la richesse et la complexité du marché pharmaceutique africain et démontre également que les stratégies d'entrée sur le marché et d'exploitation des FPI sont influencées par l'environnement institutionnel sous-jacent
This dissertation first shows that the early protectionist environment in India helped build a robust indigenous pharmaceutical industry. The simultaneous arrival of TRIPS and economic liberalization created both competitive and supportive push factors forcing Indian firms to look for new avenues of growth beyond national boundaries. Generic supporting policies of African countries, the action of international organizations and the new governance of donor-funded markets also acted as pull factors for Indian firms to engage in these markets.Next, taking the case of Mali, the thesis shows that the pharmaceutical market in Francophone West African countries is divided into four specific segments – government and donor-funded public and formal and informal private markets – with different regulatory characteristics. Indian firms are using only export to operate in these countries, but the organization of export varies according to the segment in which a firm intends to operate. Lastly, it takes the case of Synriam, a new antimalarial to show that Ranbaxy used the partnership with Medicines for Malaria Venture for developing capabilities, accessing new markets and gaining legitimacy. The case also reflects that international organizations may create institutional barriers and influence the market entry strategy of firms. To conclude, this thesis illustrates the richness and complexities of the African pharmaceutical market and shows that market entry and operation strategies of Indian firms are influenced by the underlying institutional environment

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Hornborg, Alf. "Dualism and hierarchy in lowland South America trajectories of indigenous social organization /." Uppsala : Stockholm, Sweden : Academiae Upsaliensis ; Distributed by Almqvist & Wiksell International, 1988. http://catalog.hathitrust.org/api/volumes/oclc/18210588.html.

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Srinivas, Nidhi. "Crafting consensus in the third world : strategy formation in the third sector." Thesis, McGill University, 2001. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=38419.

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There has during a rapid growth of third sector organizations (TSOs) in the third world during the 1990s. Such growth has occurred during a period of severe cutbacks in state investment as well as rapid globalization of trade. Social activists have often organized TSOs in these countries as an alternative to private and public organizations. However the question of how leaders and managers of these TSOs sustain their activities remains important. Their dilemma of help is the focus of this study.
Through a study of strategy formation in three third sector organizations in the third world, this study focuses on how TSOs can be sustainable yet effective change agents. It develops a typology of TSOs with particular attention to type of third sector activity (operating, support, community), type of organizational form (Grassroots initiatives, Grassroots Organizations, Grassroots Federations, Development Support Organizations and International Development Support Organizations) and dominant strategy approach (domain, distinctiveness, and design). This study argues that attention to these three aspects needs to be complemented by exploring the processes through which strategies form in these organizations.
Accordingly the strategy process in three TSOs in South India was examined, in particular the origin of the strategy, tactics of consensus, and interests of participants. Examining the strategy process in TSOs revealed that strategies originated in intent or event, promoters' consensus-tactics were conceived or improvised and participant's interests were fixed or shifting.
These findings on strategy process show varied origins, interests and consensus tactics in TSOs. They also seem to be associated with particular capacities in these organizations to perform their chosen activities, as well as with changes in mission. The study concludes with a discussion of the significance of these findings and a call for bridging the literatures on good management and effective social change, for further researching capacity building in TSOs, and encouraging initiatives for cross sector learning.

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Manning, Amy. "Evaluation of the Junior Leader Organization in Southwestern Indian." TopSCHOLAR®, 1987. https://digitalcommons.wku.edu/theses/2560.

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Samples from three groups--Junior Leaders, 4-H members, and Non-4-H members--were compared to determine the effectiveness of the Junior Leader organization in Southwestern Indiana. Each sample in the three groups was given the Michigan Leadership Scale and a background information sheet. Comparisons were made between the groups and within each group. The study indicated that the Junior Leader group did not show a significant difference on enough of the variables in the study to conclude the members' skills could be directly attributed to the organization. The Junior Leader group was found to be significantly higher on some of the variables and in regard to involvement in other organizations. The Junior Leader group had a higher grade point average than the Non-4-H members group. The 4-H member group was significantly higher when the means were compared on leadership skills and involvement in other organizations than the Non-4-H member group. The 4-H member group had the highest grade point average of the three groups.

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Raju, Josemon. "Industrial organization case study of the Indian Information Technology industry." Diss., Connect to the thesis (Computer Science) Connect to the thesis (Economics), 2005. http://hdl.handle.net/10066/581.

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Книги з теми "INDIAN ORGANIZATIONS"

Pereira, Vijay, and Ashish Malik, eds. Investigating Cultural Aspects in Indian Organizations. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-16098-6.

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1959-, Bhargava Shivganesh, ed. Transformational leadership: Value- based management for Indian organizations. New Delhi: Response Books, 2003.

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Chakraborty, S. K. Human response in organizations: Towards the Indian ethos. Calcutta, India: Vivekananda Nidhi, 1985.

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Sundar, Pushpa. Foreign aid for Indian NGOs: Problem or solution? New Delhi: Routledge, 2010.

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Class & gender in India: Women and their organizations in a south Indian city. London: Tavistock Publications, 1985.

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Resnick, Idrian N. Controlling consulting: A manual for native American governments and organizations. New Haven, Conn. (234 Colony Rd., New Haven 06511): Resnick Development Services, 1989.

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Jakimow, Tanya. Peddlers of information: Indian non-government organizations in the information age. Sterling, Va: Kumarian Press, 2012.

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Peddlers of information: Indian non-government organizations in the information age. Sterling, Va: Kumarian Press, 2012.

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All India Sociological Conference (22nd 1996 Dept. of Sociology, Kolhapur University). NGOs and development: The Indian scenario. Jaipur: Rawat Publications, 2004.

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Murthy, Ranjani K. Addressing poverty: Indian NGOs and their capacity enhancement in the 1990s. New Delhi: Friedrich Ebert Stiftung, 1997.

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Частини книг з теми "INDIAN ORGANIZATIONS"

Singh, Gurinder, Alka Maurya, and Veenus Jain. "Spirituality in Indian Organizations." In Management for Professionals, 171–81. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-52231-9_12.

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Vaidya, Alpana. "Sustainability in Indian Organizations." In Cross-cultural Perspectives on Well-Being and Sustainability in Organizations, 95–110. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-86709-6_6.

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Shabeer T, Muhammed. "Expatriate Organizations and Social Capital." In Indian Migration to the Gulf, 71–80. London: Routledge India, 2023. http://dx.doi.org/10.4324/9781003369370-7.

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Selvarajah, Christopher, Denny Meyer, Suku Sukunesan, and R. Venkatapathy. "Rise of the Indian Firm: Understanding Leadership in Indian Organizations." In The Rise of Asian Firms, 91–119. London: Palgrave Macmillan UK, 2014. http://dx.doi.org/10.1057/9781137407719_5.

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Bhavyasri, Maddi Yasaswini Venkata Sai, and Lalita Mohan Mohapatra. "Financial performance analysis of selected Indian pharmaceutical companies during COVID-19 outbreak." In Building Resilient Organizations, 61–73. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003313663-4.

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Bankwala, Yazdi Jehangir. "Nurturing Conscious Organizations and Individuals." In Global Perspectives on Indian Spirituality and Management, 337–44. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-1158-3_27.

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Agarwala, Rina. "Transnational diaspora organizations and India’s development." In Routledge Handbook of the Indian Diaspora, 104–16. Abingdon, Oxon; New York, NY: Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315672571-9.

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Sangisetti, Manoj, and Pechetty Venkata Puma Kumarizb. "An overview of financial risks and role of Reserve Bank of India in the management of risks in Indian banking sector." In Building Resilient Organizations, 23–38. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003313663-2.

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Vishweswarsastry, V. N., Pundareeka Vittala, and Pradeep Kumar Shinde. "Sentiment score for finance decision: An analysis for investment in Indian commodity market." In Building Resilient Organizations, 98–110. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003313663-7.

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Mishra, Sreelekha, and Sushanta Kumar Mishra. "Organizations and Indian Culture: A Multicultural Perspective." In India Studies in Business and Economics, 171–83. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-16098-6_10.

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Тези доповідей конференцій з теми "INDIAN ORGANIZATIONS"

Grandhi, Lakshmi Sujatha, Santoso Wibowo, Marilyn Wells, and Srimannarayana Grandhi. "The Role of Organizational Factors and Trust on FinTech Adoption in Indian Financial Organizations." In 2022 IEEE/ACIS 23rd International Conference on Software Engineering, Artificial Intelligence, Networking and Parallel/Distributed Computing (SNPD). IEEE, 2022. http://dx.doi.org/10.1109/snpd54884.2022.10051816.

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Vangala, Ram Naresh Kumar, B. N. Hiremath, and Asim Banerjee. "A Theoretical Framework for Knowledge Management in Indian Agricultural Organizations." In the 2014 International Conference. New York, New York, USA: ACM Press, 2014. http://dx.doi.org/10.1145/2677855.2677861.

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"Why Change Management Fails in Indian Organizations: Learning from Cases." In 15th European Conference on Management, Leadership and Governance. ACPI, 2019. http://dx.doi.org/10.34190/mlg.19.024.

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Pasi, Piyush Singh, Karthikeya Battepati, Preethi Jyothi, Ganesh Ramakrishnan, Tanmay Mahapatra, and Manoj Singh. "Temporally Aligning Long Audio Interviews with Questions: A Case Study in Multimodal Data Integration." In Thirty-Second International Joint Conference on Artificial Intelligence {IJCAI-23}. California: International Joint Conferences on Artificial Intelligence Organization, 2023. http://dx.doi.org/10.24963/ijcai.2023/683.

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The problem of audio-to-text alignment has seen significant amount of research using complete supervision during training. However, this is typically not in the context of long audio recordings wherein the text being queried does not appear verbatim within the audio file. This work is a collaboration with a non-governmental organization called CARE India that collects long audio health surveys from young mothers residing in rural parts of Bihar, India. Given a question drawn from a questionnaire that is used to guide these surveys, we aim to locate where the question is asked within a long audio recording. This is of great value to African and Asian organizations that would otherwise have to painstakingly go through long and noisy audio recordings to locate questions (and answers) of interest. Our proposed framework, INDENT, uses a cross-attention-based model and prior information on the temporal ordering of sentences to learn speech embeddings that capture the semantics of the underlying spoken text. These learnt embeddings are used to retrieve the corresponding audio segment based on text queries at inference time. We empirically demonstrate the significant effectiveness (improvement in R-avg of about 3%) of our model over those obtained using text-based heuristics. We also show how noisy ASR, generated using state-of-the-art ASR models for Indian languages, yields better results when used in place of speech. INDENT, trained only on Hindi data is able to cater to all languages supported by the (semantically) shared text space. We illustrate this empirically on 11 Indic languages.

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Selvaraj, P. A., M. Jagadeesan, Jayashree B, Keerthana M, and Angunathan K. "Critical Factors Influencing the Adoption of Cloud Computing in Indian Private Sector Organizations." In 2021 6th International Conference on Inventive Computation Technologies (ICICT). IEEE, 2021. http://dx.doi.org/10.1109/icict50816.2021.9358558.

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Elyoussoufi, Soumaya, Mohamed Mazouzi, and Anass Cherrafi. "TRIZ and LSS Integrated Models Assessment: A Holistic Model Development for Organizations’ Excellence." In 2nd Indian International Conference on Industrial Engineering and Operations Management. Michigan, USA: IEOM Society International, 2022. http://dx.doi.org/10.46254/in02.20220645.

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Kundu, Amit. "Optimization of the design mechanisms for superior performance- A study of selected indian organizations." In 2014 2nd International Conference on Business and Information Management (ICBIM). IEEE, 2014. http://dx.doi.org/10.1109/icbim.2014.6970934.

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"An Empirical Analysis of Quality of Work Life of Employees in Indian Private Sector Organizations." In International Conference on Trends in Economics, Humanities and Management. International Centre of Economics, Humanities and Management, 2015. http://dx.doi.org/10.15242/icehm.ed0315032.

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Raj, Rengalakshmi, Thamizoli Perumal, and Venkataraman Balaji. "MobiMOOC – A Practical Learning Tool to Promote Corporate Literacy for Effective Functioning of Farmer Producer Organizations." In Tenth Pan-Commonwealth Forum on Open Learning. Commonwealth of Learning, 2022. http://dx.doi.org/10.56059/pcf10.2639.

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Agriculture is the primary source of livelihood to more than 70% of rural households in India. Of the total farmers, 87% are small-holders with less than two hectares of land. Yet they play an imperative role in agriculture development and poverty reduction. They face constraints to adopt technologies, access credit services, buy inputs, get market links and achieve economies of scale. As a mitigation measure, in the recent past, Indian government has adopted the development of the Farmer Producer Organization (FPO) to collectivize farmers with the core objectives of doubling farmers income by reducing production costs, improving productivity, strengthening participation in the value-chain and foster business principles. As on date 10,000 FPOs are formed in India with an average 700 to 1000 shareholders and registered under the company’s act. However, there have been gaps and challenges in securing the active participation of the shareholders in contributing to the business. The recent impact study conducted in the state of Maharashtra pointed out that FPOs resulted in rising in price realization among 22% of members and 28% accessed inputs at a lesser cost. Although results are encouraging, promoting the participation of all members in business transactions is crucial to the growth of the company. The main barriers are limited understanding among shareholders about their roles, responsibilities, rights, operational structure, and governance of the organization. Members perceive the FPO as one more collective and thus they miss connecting the corporate dimension in their organization. Thus, promoting continuous learning among shareholders and leaders about the above-listed issues is necessary for their active participation in the company activities and achieving a successful business. // Against this backdrop, a corporate literacy course was designed and piloted using the MobiMOOC digital tool with 24 FPOs from five districts, having an average shareholder base of 1035, in Tamil Nadu, India. Contents are prepared based on the learner's needs assessment conducted and categorized into blocks, divided into units and chunks. The contents were disseminated to farmers as voice calls on simple mobile phones with options of retrieving (IVRS) and listening when convenient to individual farmers. In this paper we will discuss the experiences of pedagogy adopted, design and dissemination of contents, feedback of learners on how it supported in gaining and knowledge on FPOs, and how they practiced the learning in their FPOs businesses and its impacts. The paper will also touch upon the scope for replication of the learnings.

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Singh, Perminderjit, and K. S. Sangwan. "Product and Process Characteristics for Green Manufacturing: Evidence From Indian SMEs." In ASME 2010 International Manufacturing Science and Engineering Conference. ASMEDC, 2010. http://dx.doi.org/10.1115/msec2010-34077.

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With growing awareness of environmental issues — from global warming to local waste disposal — business and government have come under increasing pressure to reduce the environmental impacts involved in the production and consumption of goods and services. However, organizations consider environmental assessment fairly late in the product development process, which generates additional design constraints and increases the development costs. The integration of environmental requirements through life-cycle stages of a product is a likely approach, leading to a new paradigm of green manufacturing. Empirical studies by various authors have indicated that Small and Medium Enterprises (SMEs) find it difficult to implement environmental issues in product and process design because of lack of time, resources, expertise and/or framework in comparison to large enterprises. This paper presents the results of an empirical study carried out on Indian SMEs to develop product and process characteristics of green manufacturing. Fifteen product and four process characteristics have been developed to be considered during the product and process design to address the environmental issues for the life cycle of the product. These characteristics provide an easy to use self assessment framework to the SMEs to address the various environmental issues during the product and process design. The characteristics identified from the literature have been validated by using SPSS for Windows statistical tool. The reliability and validity of the data has been assessed by the Cronbach alpha and factor analysis respectively. The results provide sure evidence that the developed characteristics are highly reliable having Cronbach alpha values more than 0.9. Factor loading values for all characteristics are above 0.6, which shows the high validity of the data. A high value of Pearson correlation coefficients also reflects the high correlation among the developed characteristics. The study highlights the various environmental issues to be considered by the SMEs during the product design and development phase.

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Smith, Roland, Michael Campbell, Sunil Puri, Anand Chandrasekar, and Sophia Zhao. Developing Next-Generation Indian Business Leaders: The Keys to Success. Center for Creative Leadership, 2017. http://dx.doi.org/10.35613/ccl.2017.2050.

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"When you ask chief learning officers to list their biggest challenges, “developing next-generation leaders” almost always shows up in the Top 3. The need for a strong cadre of next-generation leaders is further accentuated in India because of hectic economic activity in recent years — activity that has presented large and diverse yet complex business opportunities. The next-generation leader therefore becomes a critical link, not only to fulfill local and global aspirations of Indian companies, but also to help global organizations better understand the Indian market opportunity."

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Santhya, K. G., A. J. Francis Zavier, Shilpi Rampal, and Avishek Hazra. Promoting safe overseas labour migration: Lessons from ASK’s safe migration project in India. Population Council, 2022. http://dx.doi.org/10.31899/sbsr2022.1038.

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More than a quarter of all overseas Indians resided in Gulf Cooperation Council (GCC) countries in 2020. Migration to Gulf countries is dominated by unskilled and semi-skilled workers who work on a contract basis and who must return home once their contract expires. The Indian government has introduced measures to promote safe overseas migration for work, but labor exploitations in the India-GCC migration corridors are widely documented. The Global Fund to End Modern Slavery (GFEMS) in partnership with the Norwegian Agency for Development Cooperation (Norad) supported the Association for Stimulating Know-how (ASK) in pilot-testing a project to build a safe labor migration ecosystem in source communities in Bihar and Uttar Pradesh, India. The project established Migrant Resource Centres (MRCs), integrated six intervention activities, and worked with Civil Society Organizations to build their internal systems and resilience to establish, sustain, and effectively run MRCs and provide services. The Population Council in partnership with GFEMS and Norad undertook a community-based quantitative study to assess male migrants’ awareness of and engagement with ASK’s project. The success in improving male migrants’ knowledge about safe migration pathways was also examined.

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Kukreja, Prateek, Havishaye Puri, and Dil Rahut. Creative India: Tapping the Full Potential. Asian Development Bank Institute, January 2023. http://dx.doi.org/10.56506/kcbi3886.

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We provide the first reliable measure on the size of India’s creative economy, explore the many challenges faced by the creative industries, and provide recommendations to make India one of the most creative societies in the world. India’s creative economy—measured by the number of people working in various creative occupations—is estimated to contribute nearly 8% of the country’s employment, much higher than the corresponding share in Turkey (1%), Mexico (1.5%), the Republic of Korea (1.9%), and even Australia (2.1%). Creative occupations also pay reasonably well—88% higher than the non-creative ones and contribute about 20% to nation’s overall GVA. Out of the top 10 creative districts in India, 6 are non-metros—Badgam, Panipat (Haryana), Imphal (Manipur), Sant Ravi Das Nagar (Uttar Pradesh), Thane (Maharashtra), and Tirupur (Tamil Nadu)—indicating the diversity and depth of creativity across India. Yet, according to the United Nations Conference on Trade and Development, India’s creative exports are only one-tenth of those of the People’s Republic of China. To develop the creative economy to realize its full potential, Indian policy makers would like to (i) increase the recognition of Indian culture globally; (ii) facilitate human capital development among its youth; (iii) address the bottlenecks in the intellectual property framework; (iv) improve access to finance; and (v) streamline the process of policy making by establishing one intermediary organization. India must also leverage its G20 Presidency to put creative economy concretely on the global agenda.

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Dua, Rubal, Scott Hardman, Yagyavalk Bhatt, and Dimpy Suneja. Barriers to and Opportunities for Light-Duty Vehicle Electrification in India: Insights From a Survey of Experts. King Abdullah Petroleum Studies and Research Center, October 2021. http://dx.doi.org/10.30573/ks--2021-dp14.

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According to the World Health Organization, India has the world’s worst air quality. Among other factors, vehicular pollution from the increasing stock of passenger vehicles has contributed to India’s deteriorating air quality. This increasing stock is also a factor in India becoming the third-highest oil-consuming and greenhouse gas (GHG)-emitting country worldwide.

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Mishra, Prachi, Nagpurnanand Prabhala, and Raghuram Rajan. The Relationship Dilemma: Organizational Culture and the Adoption of Credit Scoring Technology in Indian Banking. Cambridge, MA: National Bureau of Economic Research, March 2019. http://dx.doi.org/10.3386/w25694.

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Saleem, Raja M. Ali, Ihsan Yilmaz, and Priya Chacko. Civilizationist Populism in South Asia: Turning India Saffron. European Center for Populism Studies (ECPS), February 2022. http://dx.doi.org/10.55271/pp0009.

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The 21st century has witnessed a significant shift in how the concept of nationalism is understood. A political marriage between identity politics and populism has resulted in “civilizationism,” a new form of nationalism that entails an emotionally charged division of society into “the people” versus “the Other.” All too often, the divisive discourses and policies associated with civilizationalist populism produce intercommunal conflict and violence. This paper draws on a salient case study, India’s Hindutva movement, to analyze how mainstream populist political parties and grassroots organizations can leverage civilizationist populism in campaigns to mobilize political constituencies. In surveying the various groups within the Hindutva movement and conducting a discourse analysis of their leaders’ statements, the paper shows the central role of sacralized nostalgia, history, and culture in Hindutva populist civilizationism. By analyzing the contours and socio-political implications of civilizationist populism through this case study, the paper contributes to the theoretical understanding of the concept more generally.

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Banerjee, Dwaipayan, and Pooja Vasanth K. IIHS COVID-19 Response Plan. Indian Institute for Human Settlements, 2021. http://dx.doi.org/10.24943/c19rp01.2021.

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This document comprises the contingency plan created for IIHS for the implementation of measures to mitigate risks and ensure emergency response preparedness in light of COVID- 19. IIHS has followed guidelines from the World Health Organization (WHO), Indian Council of Medical Research (ICMR), Ministry of Home Affairs (MHA) and the State Government while formulating its COVID-19 response plan across all IIHS offices at Bengaluru, Chennai, Trichy, Delhi and Mumbai.

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Bhattacharjea, Suman, Sehar Saeed, Rajib Timalsina, and Syeed Ahamed. Citizen-led Assessments: A Model for Evidence-based Advocacy and Action to Improve Learning. Australian Council for Educational Research, June 2021. http://dx.doi.org/10.37517/978-1-74286-636-9.

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Designed as household-based assessments, citizen-led assessments (CLAs) are implemented by local organizations who assess children in their homes, thus reaching the most marginalized children, families, and communities, often in remote areas. CLAs add an essential piece of information for truly monitoring progress and help realistically represent the learning levels of all children – at national, regional, and global levels. By using simple tools and easy-to-understand reports, CLAs engage parents and community members in discussions about learning and help foster understanding of the importance of ensuring quality education through civil action. In this publication, members from organizations conducting CLAs in India, Pakistan, Nepal and Bangladesh provide an overview of the CLA model and illustrate a range of ways in which the model has been implemented in the four South Asian countries to monitor and improve learning. In all four countries, the initiative is known as the Annual Status of Education Report, or ASER – a word that means ‘impact’ in three of these four countries. By design, ASER assesses foundational reading and numeracy skills.

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Gurung, M. B., Uma Pratap, N. C. T. D. Shrestha, H. K. Sharma, N. Islam, and N. B. Tamang. Beekeeping Training for Farmers in Afghanistan: Resource Manual for Trainers [in Urdu]. International Centre for Integrated Mountain Development (ICIMOD), 2012. http://dx.doi.org/10.53055/icimod.564.

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Beekeeping contributes to rural development by supporting agricultural production through pollination and by providing honey, wax, and other products for home use and sale. It offers a good way for resource-poor farmers in the Hindu Kush Himalayas to obtain income, as it requires only a small start-up investment, can be carried out in a small space close to the home, and generally yields profits within a year of operation. A modern approach to bee management, using frame hives and focusing on high quality, will help farmers benefit most fully from beekeeping. This manual is designed to help provide beekeepers with the up-to-date training they need. It presents an inclusive curriculum developed through ICIMOD’s work with partner organizations in Bangladesh, Bhutan, India, and Nepal, supported by the Austrian Development Agency. A wide range of stakeholders – trainers, trainees, government and non-governmental organizations (NGOs), associations and federations, and private entrepreneurs – were engaged in the identification of curriculum needs and in development and testing of the curriculum. The manual covers the full range of beekeeping-related topics, including the use of bees for crop pollination; production of honey, wax and other hive products; honey quality standards; and using value chain and market management to increase beekeepers’ benefits. It also includes emerging issues and innovations regarding such subjects as indigenous honeybees, gender and equity, integrated pest management, and bee-related policy. The focus is on participatory hands-on training, with clear explanations in simple language and many illustrations. The manual provides a basic resource for trainers and field extension workers in government and NGOs, universities, vocational training institutes, and private sector organizations, and for local trainers in beekeeping groups, beekeeping resource centres, cooperatives, and associations, for use in training Himalayan farmers. Individual ICIMOD regional member countries are planning local language editions adapted for their countries’ specific conditions.

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Boehm, Ted W., and Jim Handy. Central HMA Acceptance Lab Process Improvement Implementation Plan Project. Purdue University, 2020. http://dx.doi.org/10.5703/1288284317130.

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The Indiana Department of Transportation (INDOT) Central Hot Mix Asphalt (HMA) Acceptance Lab was opened on March 29, 2018 at the Office of Materials Management (OMM) facility in Indianapolis. The state-of-the-art lab conducts acceptance testing on HMA samples from INDOT’s Crawfordsville and Greenfield districts, as well as testing of appeals samples from the other four INDOT districts. Each HMA sample undergoes multiple sequences acceptance testing processes. In 2019, project SPR-4353 “Central HMA Acceptance Lab Process Improvement Project” was conducted with the goal to improve organization, flow of work and efficiency in the central region HMA Acceptance Lab for all tests done, and provide implementation leading to the reduction of turnaround time from six days to four days. This project follows key recommended actions from SPR-4353 to implementation.

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