Managerial effectiveness: An Indian experience
Bamel, Umesh Rangnekar, Santosh Stokes, Peter Rastogi, Renu
Bamel, Umesh
Rangnekar, Santosh
Stokes, Peter
Rastogi, Renu
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Other Contributors
EPub Date
Publication Date
2015-03-02
Submitted Date
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Abstract
The study conducts an investigation into the interaction of three factors: ownership (public and private sector organizations), gender (male and female) and level of manager (senior, middle, junior) in relation to the concept of effectiveness in the Indian context. The study is based on a data set of primary responses from 200 Indian executives. Exploratory and confirmatory factor analysis was employed to retrieve and validate the instrument. Finally, 2×2×3 factorial ANOVA (GLM) was performed.
First, the study proposes a valid and reliable measure of managerial effectiveness. Secondly, the interaction pattern of predictor variables in relation to managerial effectiveness provides further insights. Through its empirical evidence the study offers insight into issues of managerial effectiveness and provides suggestions for managerial action. The study attempted to gather the views of executives regarding issues of productivity, adaptability and flexibility as constructs of managerial effectiveness. Lastly, comparative analysis of different categories of managers (based on gender, organizational position, and institutional ownership status) provide an understanding of these issues in the Indian context.
Citation
Journal of Management Development, 2015, 34(2), pp.202-225
Publisher
Emerald
Journal
Journal of Management Development
Research Unit
DOI
10.1108/JMD-10-2012-0129
PubMed ID
PubMed Central ID
Type
Article
Language
en
Description
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Series/Report no.
ISSN
0262-1711