• ISBN13: 9788171569793
• Binding: Hardcover
• Subject: Business Management
• Publisher: Atlantic Publishers & Distributors (P) Ltd
• Publisher Imprint: Atlantic
• Publication Date: March 6, 2001
• Pages: 176
• Original Price: INR 325.0
• Language: English
• Edition: N/A
• Item Weight: 190 grams
• BISAC Subject(s): General

Management in the changing society has become important to all because of its universal application, and therefore, Contemporary Issues on Management provides basics on the effectiveness of work-life of individuals and groups who work at different situations in competitive world environment. “Analysis of Time” in Chapter 1, and “Total Quality Management” (TQM) in Chapter 2 furnish a clear picture with the fundamental understanding about the applications of time in workplace with that of qualitative perspectives in regard to work-performances for organisational effectiveness. Effective time analyses has made it possible for reducing human stress. Time-wasters and time-savers are explained in a simple and lucid manner for clarity of thought, which help in coping with mild-stressors. Increasing pressures of work-load at organisational levels make people feel stress-and-strain mentally and emotionally, besides physical monotony and depressed mental conditions. These are, inter alia, some of the causes for conflict while managing activities and people by deploying resources in organizations. It has been observed that, the causes of conflict though many others than mentioned here, the qualitative nature of work has got to be assimilated with quantitative volume of work performances for individual satisfaction along with organisational goal-attainment. This is brought in an equilibrium phase by balanced logical analysis of Stress and TQM concepts and postulates. Keeping this purpose in mind, “Management of Stress” is discussed briefly in Chapter 3 for an understanding of human conflicts in bringing organisational effectiveness, and therefore, this chapter makes it possible for individuals and groups to adjust with malady of conflicting situations. Further, the repercussions and cause-effect relationships of such inherent problems are attentively observed. Chapter 4 has been devoted to analytical descriptions of “Conflict Management”. At the end, an indepth analysis, on the basic concepts of ‘Organisational Change’ patterns and coping with required level of changes, has been made with the empirical research findings and situational analysis. “Change Management and Organisational Development” is explained at length in Chapter 5 so as throw light on conceptualising the methods and techniques of managerial effectiveness, and to suggest therefrom, how to develop organisations. This Chapter discusses all about ‘Change Management’ and ‘Organisational Development’ reflecting the possibilities of effective utilization of time that increases quality of work and decreases human stress and conflicts of any kind at organisational as well as individual levels. The book describes in a celebrated and sparkling manner by furnishing views on the basic principles of management with ‘Relativity Approach’, the basic concepts and problems for strengthening the pillars and foundations of organisational development in scientific manner. It is hoped that the book will be useful for students and teachers of management. It will also be useful for candidates appearing in competitive examinations.

Dr. Samar Deb, at present a senior lecturer, has been teaching management since 1994 in the Department of Commerce, Gurucharan College, Silchar (Assam). During his long career, he came in touch with various resource persons and scientists in inter-disciplinary subjects, while attending many conferences, seminars, refresher and orientation courses, and gained vast experience on organisational patterns and activities, which has enabled him to write this book on a difficult subject. Dr. Deb has been contributing research articles on management in research journals and national newspapers.

• 1. Time Analysis for Effective Management
• Time
• What It Is? Importance of Time in Management
• Time Standards
• The Able Treatment of Time
• Intrinsic Time and Financial Management
• Time-wasters and their Impact on Managerial Effectiveness
• Making the Best Use of One's Time
• Timing and Investment Management
• Application of Evaluation Techniques
• Myths of Time Management
• Time Management Story
• Do You Really Want More Time? Self Examination On Your Time-wasters
• How Man-Machine-Material Spend Time in the Factory.
• 2. Total Quality Management
• The Concept of TQM
• TOM
• Key Issues
• Leadership and TQM
• Characteristics of Excellent Leadership
• TQM in Indian Public Sector
• Communication and TQM
• Effective Communication
• Druckerian Approach
• Components of TQM System
• Organisational Culture and TQM
• Embedding an OC in TQM
• Other TQM Perspectives
• Management Systems (MS)
• Information Technology (IT) and Information Systems (IS)
• Strategy.
• 3. Management of Stress
• Definition
• Impact of Job Stress
• Causes of Stress
• Organisational Stressors
• Extra-Organisational Stressors
• Individual Stressors Group Stressors
• Consequences of Stress
• Good Consequences
• Bad Consequences
• Measures on Job Stress
• Organisational Measures.
• 4. Conflict Management
• Conflict Defined
• Good Outcome or Functional Aspects
• Bad Outcome or Dysfunctional Aspects
• Coping with Differences
• Conflict Encouragement
• Conflict Reduction
• Conflict Patterns
• Structural Conflict
• Role Conflict
• Institutionalised Conflict Intra-personal Conflict
• Some Examples of
• Intra-personal Conflict
• Counselling : An Important Tool of Resolving Intra-personal Conflict
• Inter
• personal Conflict
• Inter-personal Conflict Resolution Self-disclosure and Feed-back Approach
• Win or Loss Strategy
• Win-Win Strategy
• Lose-Lose Strategy
• Inter-group Conflict
• Conflicting Areas of Line and Staff
• Sources of Inter-Group Conflict
• Management/Resolution of
• Inter-group Conflict
• How to Resolve Line and Staff Conflict
• Individual-Organisation Conflict
• Resolution of Individual-Organisation Conflict
• Conflict between Organisation Sub-units and
• Organisation as a whole.
• 5. Change Management and Organisational Development
• Organisational Change (OC)
• Forces for Change
• Resistance to Change
• Individual Sources of Resistance to Change
• Organisational Sources of Resistance to Change
• Individual Change Model
• Organisation Change Model
• Managing Resistance to Change
• Planned Organisational Change
• Expanded Change Process Model
• Action Research
• Transition Management
• Reactive Change
• Natural Change
• Organisational Development (O.D.)
• Some Definitions of O.D.
• Characteristics
• Objectives of O.D.
• Conditions for O.D.
• Process of O.D.
• O.D. Intervention
• Planned O.D. Intervention
• Objectives of Planned Intervention
• Managing Effective O.D.
• Industrial Democracy and O.D.
• Management By Love.
• Bibliography
• Index