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<?xml-stylesheet type="text/xsl" media="screen" href="/~d/styles/rss2full.xsl"?><?xml-stylesheet type="text/css" media="screen" href="http://feeds.feedburner.com/~d/styles/itemcontent.css"?><rss xmlns:media="http://search.yahoo.com/mrss/" xmlns:itunes="http://www.itunes.com/dtds/podcast-1.0.dtd" xmlns:feedburner="http://rssnamespace.org/feedburner/ext/1.0" version="2.0"><channel><title>Management for You</title><link>http://management4you.blogspot.com/</link><atom10:link xmlns:atom10="http://www.w3.org/2005/Atom" rel="self" type="application/rss+xml" href="http://feeds.feedburner.com/management4u" /><description>Webpage on Management Functions, Human Resource Management, Economic and Social Environment, Accounting and Finance for Managers, Marketing, Management Information System, Quantitative Analysis, Management Economics, Organisational Design Development &amp;amp; Change, Strategic Management, Social Processes and Behavioural issues, Human Resource Development, HR Planning, Managing Change, Wage &amp;amp; Salary Administration, Organisational Dynamics.</description><language>en</language><managingEditor>noreply@blogger.com (Sadhuji)</managingEditor><lastBuildDate>Sat, 14 Jan 2012 20:17:43 PST</lastBuildDate><generator>Blogger http://www.blogger.com</generator><openSearch:totalResults xmlns:openSearch="http://a9.com/-/spec/opensearch/1.1/">27</openSearch:totalResults><openSearch:startIndex xmlns:openSearch="http://a9.com/-/spec/opensearch/1.1/">1</openSearch:startIndex><openSearch:itemsPerPage xmlns:openSearch="http://a9.com/-/spec/opensearch/1.1/">25</openSearch:itemsPerPage><feedburner:info uri="management4u" /><atom10:link xmlns:atom10="http://www.w3.org/2005/Atom" rel="hub" href="http://pubsubhubbub.appspot.com/" /><media:copyright>All Rights Reserved</media:copyright><media:keywords>Economics,Corporate,Policies,and,Practices,Business,Marketing,Change,management</media:keywords><media:category scheme="http://www.itunes.com/dtds/podcast-1.0.dtd">Business/Management &amp; Marketing</media:category><media:category scheme="http://www.itunes.com/dtds/podcast-1.0.dtd">Education/Educational Technology</media:category><media:category scheme="http://www.itunes.com/dtds/podcast-1.0.dtd">Technology/Tech News</media:category><itunes:owner><itunes:email>sadhubani@gmail.com</itunes:email><itunes:name>Sadhuji</itunes:name></itunes:owner><itunes:author>Sadhuji</itunes:author><itunes:explicit>no</itunes:explicit><itunes:keywords>Economics,Corporate,Policies,and,Practices,Business,Marketing,Change,management</itunes:keywords><itunes:subtitle>Management and Business</itunes:subtitle><itunes:summary>Human Resource Management, Marketing, Managerial Economics, Corporate Policies and Practices, Business Marketing, Change management..&#xD;
</itunes:summary><itunes:category text="Business"><itunes:category text="Management &amp; Marketing" /></itunes:category><itunes:category text="Education"><itunes:category text="Educational Technology" /></itunes:category><itunes:category text="Technology"><itunes:category text="Tech News" /></itunes:category><feedburner:emailServiceId>management4u</feedburner:emailServiceId><feedburner:feedburnerHostname>http://feedburner.google.com</feedburner:feedburnerHostname><item><title>Cultural Change</title><link>http://feedproxy.google.com/~r/management4u/~3/7tq1XX9ja1I/cultural-change.html</link><category>cultural change</category><category>creativity</category><category>vision</category><category>business technology</category><category>determination</category><category>Merger and acquisition</category><category>Innovation</category><category>business</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sat, 14 Jan 2012 20:17:43 PST</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-2018066780953469849</guid><description>What are  the factors and steps of cultural change ?
  
CULTURAL CHANGE There are a number of internal and external factors which are responsible for cultural change in an organisation. Composition of the workforce: Overtime, the people entering an organisation may differ in important ways from those already in it, and these differences may impinge on the existing culture of the organisation.
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/7tq1XX9ja1I" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2012-01-15T09:47:43.167+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/08/cultural-change.html</feedburner:origLink></item><item><title>Organisational Culture</title><link>http://feedproxy.google.com/~r/management4u/~3/3mWn08vqaoE/organisational-culture.html</link><category>Authencity</category><category>technocratic</category><category>modelling</category><category>collaboration</category><category>role culture</category><category>Bureaucratic</category><category>feudal</category><category>entrepreneural</category><category>autonomy</category><category>positive reinforcement</category><category>person culture</category><category>power culture</category><category>leader</category><category>task culture</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Tue, 09 Aug 2011 08:42:55 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-3005034580652024129</guid><description>Concept of Organisational culture ? Types of organisational culture ? how the organisational culture developed ?
  
CONCEPT OF ORGANISATIONAL CULTURE   
The simplest definition of culture is ‘the way we do things round here' (Deal and Kennedy, 1982). It is a combination of values and beliefs, norms of behaviour that are acceptable or otherwise, written policies, pressures, and expectations
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/3mWn08vqaoE" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-08-09T21:12:55.709+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/08/organisational-culture.html</feedburner:origLink></item><item><title>Learning Organisation</title><link>http://feedproxy.google.com/~r/management4u/~3/VjLgNJHlqpQ/learning-organisation.html</link><category>team learning</category><category>Learning Organisation</category><category>system thinking</category><category>Management</category><category>shared vision</category><category>fifth discipline</category><category>Peter M. Senge</category><category>strategic orientation</category><category>leadership</category><category>problem solving</category><category>leadership styles</category><category>Innovation</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Wed, 27 Jul 2011 12:28:48 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-992847318673848002</guid><description>Define the concept of Learning organisation ? What are the philosophy and characteristic of learning organisation ? how it differ from traditional organisation ? how to develop a learning organisation ?  
A learning organisation is one that is successful at acquiring, cultivating, and applying knowledge that can be used to help it adapt to change. Learning organisations are skilled at
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/VjLgNJHlqpQ" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-07-28T00:58:48.552+05:30</app:edited><media:thumbnail url="http://1.bp.blogspot.com/-0c75HEaNsAI/TjBmon5GCcI/AAAAAAAAAuQ/xvYoX9KigRI/s72-c/Learning+Organisation.jpg" height="72" width="72" /><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/07/learning-organisation.html</feedburner:origLink></item><item><title>Power and Sources of Power</title><link>http://feedproxy.google.com/~r/management4u/~3/NZUmM5_OdrI/power-and-sources-of-power.html</link><category>referent</category><category>decision making</category><category>network</category><category>sources of power</category><category>legitimate</category><category>Authority</category><category>coercive</category><category>resources</category><category>power</category><category>expertise</category><category>Interpersonal sources</category><category>knowledge</category><category>structural sources</category><category>influence</category><category>Reward power</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Wed, 20 Jul 2011 21:06:29 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-8355880817072827118</guid><description>Concept of Power ?  distinguish between power, authority and influence. What are the various sources of power ?
  
CONCEPT OF POWER   Power is said to be like love, impossible to define but easy enough to recognise (Martin, 1977). Power is understood as the ability to influence other people and events.   In the words of White and Bednar, "Power is the ability, to influence people of things,
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/NZUmM5_OdrI" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-07-21T09:36:29.746+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/07/power-and-sources-of-power.html</feedburner:origLink></item><item><title>Persuasion and Persuasion Process</title><link>http://feedproxy.google.com/~r/management4u/~3/eJnbOz6G7ZM/persuasion-and-persuasion-process.html</link><category>persuasion</category><category>brilliant</category><category>thoughts</category><category>process</category><category>intellectual</category><category>learning</category><category>reinforcing</category><category>persuasion theory</category><category>Communication</category><category>awareness</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Fri, 15 Jul 2011 07:35:49 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-3128423922987424191</guid><description>Write brief on Persuasion – meaning, Theory, Importance and process ? 
  
Persuasion :  
Persuasion is the process of changing or reinforcing attitudes, beliefs or behaviour of a person. People respond to persuasive messages in two ways: thoughtfully and mindlessly. When we are in thoughtful mode, the persuasiveness of the message is determined by merits of the message. When we, respond to
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/eJnbOz6G7ZM" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-07-15T20:05:49.177+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/07/persuasion-and-persuasion-process.html</feedburner:origLink></item><item><title>Positive Reinforcement Programme</title><link>http://feedproxy.google.com/~r/management4u/~3/vkQoge7draM/positive-reinforcement-programme.html</link><category>behaviour management</category><category>profit</category><category>performance enhancement</category><category>Human Resource</category><category>money</category><category>behaviour modification</category><category>Reward</category><category>salary</category><category>productivity incentives</category><category>positive reinforcement</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Fri, 15 Jul 2011 07:01:43 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-3832482985618647088</guid><description>What are the Procedures and rules to follow while implementing Positive Reinforcement Programme ? 
  Implementing a Positive Reinforcement Programme 
  
If your data reveal that the worker makes the correct response at least once in a while, you need to design a programme that will increase the percentage of correct response. As in anything else there are some basic, general rules that you
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/vkQoge7draM" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-07-15T19:31:43.931+05:30</app:edited><media:thumbnail url="http://1.bp.blogspot.com/-S1bUrB7Y13g/Th51ffN2l9I/AAAAAAAAAuE/I1NHSh1uqMA/s72-c/positive+reinforcement1.jpg" height="72" width="72" /><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/07/positive-reinforcement-programme.html</feedburner:origLink></item><item><title>Counseling Processes and Outcomes</title><link>http://feedproxy.google.com/~r/management4u/~3/YzmULaqOjSE/counseling-processes-and-outcomes.html</link><category>interactive</category><category>initial disclosure</category><category>outcomes</category><category>positive regard</category><category>immediacy</category><category>concreteness</category><category>learning</category><category>stress relief</category><category>coping ability</category><category>behaviour changes</category><category>counseling process</category><category>attitude</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Tue, 12 Jul 2011 09:19:26 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-5945201236576091702</guid><description>Counselling Process goals and stages of counselling processes  ? What are the outcomes of counselling ?    Refer :   What is Counselling ? Salientfeatures of counselling ? What are the Qualities of an effective counseler /helper ?
   PROCESS GOALS IN COUNSELING  The definition said that counseling is an interactive process characterized by a unique relationship between counselor and client. To
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/YzmULaqOjSE" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-07-12T21:49:26.716+05:30</app:edited><media:thumbnail url="http://3.bp.blogspot.com/-guZKhMnDon8/ThxipsCrxpI/AAAAAAAAAt8/VIomZILMPtg/s72-c/counseling+process.jpg" height="72" width="72" /><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/07/counseling-processes-and-outcomes.html</feedburner:origLink></item><item><title>Counseling and Counselor Qualities</title><link>http://feedproxy.google.com/~r/management4u/~3/Sg96BHFvwPk/counseling-and-counselor-qualities.html</link><category>understanding</category><category>diagnosis</category><category>counseling</category><category>psychology</category><category>confidence</category><category>school</category><category>career</category><category>expertise</category><category>hospital</category><category>skillful</category><category>hypothesis</category><category>motivation</category><category>behaviour changes</category><category>psychoneurotic</category><category>communication process</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Tue, 12 Jul 2011 07:42:51 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-5660380453967146609</guid><description>What is Counseling ? Salient features of counseling ? What are the Qualities of an effective counselor / helper ?   Counseling : People seek the service of professional helpers-counselors, social workers, psychologists and psychiatrist - when their capacities for responding to the demands of life are strained, when desired growth seems unattainable, when important decisions elude resolution, and
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/Sg96BHFvwPk" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-07-12T20:12:51.443+05:30</app:edited><media:thumbnail url="http://1.bp.blogspot.com/-tlIDiQFNQNs/Thxb5SMM1BI/AAAAAAAAAt4/tuj3tk1LriM/s72-c/counseling.jpg" height="72" width="72" /><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/07/counseling-and-counselor-qualities.html</feedburner:origLink></item><item><title>Communication Barriers</title><link>http://feedproxy.google.com/~r/management4u/~3/LkrrIW6JiLA/communication-barriers.html</link><category>transactional analysis</category><category>frames of reference</category><category>value judgements</category><category>filtering</category><category>semantics</category><category>communication barriers</category><category>selective listening</category><category>Feedback</category><category>nonverbal</category><category>crossed communication</category><category>complementary</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sun, 10 Jul 2011 12:55:02 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-395222642806156378</guid><description>What are the barriers to communication and how effective communication can be made ?


COMMUNICATION BARRIERS :The image and credibility of the sender, stereotyping, past experiences, overexposure to data, attitudes, mindsets, perceptual filters, trust and empathy all impact on what receivers receive and how they interpret its meaning. These communication barriers occur in everyday business
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/LkrrIW6JiLA" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-07-11T01:25:02.769+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/07/communication-barriers.html</feedburner:origLink></item><item><title>Technology Management</title><link>http://feedproxy.google.com/~r/management4u/~3/v2TjwWCnQqg/what-is-technology-management-how.html</link><category>technological changes</category><category>technology development</category><category>Marketing</category><category>Xerox theory</category><category>invention</category><category>patent</category><category>carlson</category><category>Innovation</category><category>Dimensions of TM</category><category>technology management</category><category>research</category><category>Economics</category><category>Communication</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sat, 02 Jul 2011 05:34:02 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-5123018907132900661</guid><description>What is technology management ? How technology development progress from invention to innovation ? Explain citing one such example.     WHAT IS TECHNOLOGY MANAGEMENT :  Many factors make up the technology development framework and there are several ways of condensing these into a manageable number of grouping. These factors are grouped around six broad dimensions (as in figure-1) :  1.      
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/v2TjwWCnQqg" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-07-02T18:04:02.990+05:30</app:edited><media:thumbnail url="http://2.bp.blogspot.com/-_BLzvOv94iU/Tg3HW8by7FI/AAAAAAAAAt0/XPnJr_WH8H4/s72-c/Dimension+of+technology+management.jpg" height="72" width="72" /><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/07/what-is-technology-management-how.html</feedburner:origLink></item><item><title>Communication and Communication Process</title><link>http://feedproxy.google.com/~r/management4u/~3/j1yAXarf6R8/communication-and-communication-process.html</link><category>Decoding</category><category>Informal Communication</category><category>network</category><category>Interpersonal</category><category>Downward</category><category>Encoding</category><category>Feedback</category><category>Upward communication</category><category>Horizontal Communication</category><category>Communication</category><category>transmission channels</category><category>communication process</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sat, 02 Jul 2011 23:50:50 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-5596196063380658792</guid><description>Q. Define Communication. Describe Communication Process and communication channels used in organisation ?   
Communication :  Communication begins when one person sends a message to another with the intent of evoking a response. Effective communication occurs when the receiver interprets the message exactly as the sender intended.     Effective communication is essential for the functioning of
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/j1yAXarf6R8" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-07-03T12:20:50.535+05:30</app:edited><media:thumbnail url="http://4.bp.blogspot.com/-Z8a2HHECWe4/TgMgE7FKCRI/AAAAAAAAAtw/8GU5ow_SGC0/s72-c/Communication1.jpg" height="72" width="72" /><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/06/communication-and-communication-process.html</feedburner:origLink></item><item><title>Interpersonal Relation</title><link>http://feedproxy.google.com/~r/management4u/~3/qDd9B8KidLc/interpersonal-relation.html</link><category>personal</category><category>feelings</category><category>Management</category><category>Interpersonal relation</category><category>Marketing</category><category>emotional bank</category><category>self concept</category><category>organisation culture</category><category>stephen covey</category><category>inclusion</category><category>personality factors</category><category>control</category><category>skill</category><category>business</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sun, 26 Jun 2011 05:18:42 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-3023038023534151550</guid><description>Interpersonal relation and factors affecting interpersonal relations ?
   INTERPERSONAL RELATION:   Performance of members of any organisation depends on their ability to effectively interact with their superiors, subordinates and co-workers within the organisation and consumers, suppliers and general public outside. Interpersonal relation, therefore is a very important issue involving any
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/qDd9B8KidLc" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-06-26T17:48:42.108+05:30</app:edited><media:thumbnail url="http://2.bp.blogspot.com/-7-m36ZZh_9o/Tf7La9GIunI/AAAAAAAAAto/zgECSivDNLE/s72-c/Interpersonal+1.jpg" height="72" width="72" /><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/06/interpersonal-relation.html</feedburner:origLink></item><item><title>Technology Transfer &amp; Routes of Technology Technology Transfer</title><link>http://feedproxy.google.com/~r/management4u/~3/ipzs_guv9Qk/technology-transfer-routes-of.html</link><category>mushroom technology</category><category>Technology</category><category>licensee</category><category>routes of technology transfer</category><category>financial risk</category><category>Research n Development</category><category>absorption</category><category>transfer capability</category><category>technology gap</category><category>technology transfer</category><category>Licensor</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sun, 26 Jun 2011 04:40:41 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-1230109836269024450</guid><description>What is technology transfer ? Briefly discuss various routes of technology transfer. Give an example of specific route of technology transfer as adopted by an organisation.

Ans : Basically there are two ways of acquiring new technology : first is Develop it or purchase it; the second way of acquiring technology is commonly called “Technology Transfer”
The important reasons for purchasing
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/ipzs_guv9Qk" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-06-26T17:10:41.658+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/01/technology-transfer-routes-of.html</feedburner:origLink></item><item><title>Technology in Business Strategy</title><link>http://feedproxy.google.com/~r/management4u/~3/X4I7MLUAQ3k/technology-in-business-strategy.html</link><category>technology development</category><category>new venture</category><category>research infrastructure</category><category>technology management</category><category>Business plan</category><category>business strategy</category><category>invention</category><category>technology planning</category><category>Technology strategy</category><category>Innovation</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Thu, 14 Jul 2011 11:26:32 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-6821584767202632587</guid><description>Role of technology in designing the business strategies of a firm ? discuss how technology has become an integral part of business unit ?
Ans : The word ‘technology’ comes from two Greek words – ‘techne’- the skill or craft needed to make something and ‘logos’ (discussion or knowledge of something). So technology means knowledge of how something is made. 
Technology seems to be the most widely
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/X4I7MLUAQ3k" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-07-14T23:56:32.326+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/01/technology-in-business-strategy.html</feedburner:origLink></item><item><title>Links for 2011-03-23 [Digg]</title><link>http://feedproxy.google.com/~r/management4u/~3/kcbGKn-116Y/
		</link><pubDate>Thu, 24 Mar 2011 00:00:00 PDT</pubDate><guid isPermaLink="false">
			http://digg.com/
		#2011-03-23</guid><description>&lt;ul&gt;
&lt;li&gt;&lt;a href="http://digg.com/news/technology/mushroom_production"&gt;Mushroom Production&lt;/a&gt;&lt;br/&gt;
Mushroom Spawn Production Unit set up for small entrepreneurs, Organisations or Institutions....&lt;/li&gt;
&lt;li&gt;&lt;a href="http://digg.com/news/worldnews/personality_development_10"&gt;Personality Development&lt;/a&gt;&lt;br/&gt;
Best web page on Positive Personality Development, Self Improvement, Building Leadership and Positive Attitude, Human Resource Development, CEO Guide, Emotional Intelligence, Management Principle, Greatness Guide, Positive Thinking, Creative Intelligence, Life Style, Intuition, Brainstorming.&lt;/li&gt;
&lt;li&gt;&lt;a href="http://digg.com/news/lifestyle/gandhian_philosophy_3"&gt;Gandhian Philosophy&lt;/a&gt;&lt;br/&gt;
MAHATMA GANDHI&amp;rsquo;S MANTRA

When you are in doubt, or when the self becomes too much with you,
apply the following test:--

Recall the face of the poorest and the weakest man
whom you may have seen, and ask yourself,

If the step you contemplate is going to be of any use to him?

Will he gain anything by it ?

Will it restore him to a control over his own life and destiny ?

In other words, will it lead to &amp;lsquo;Swaraj&amp;rsquo; for the hungry
and spiritually starving millions ?

Then you will find your doubt and your &amp;lsquo;self&amp;rsquo; melting away.&lt;/li&gt;
&lt;/ul&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/kcbGKn-116Y" height="1" width="1"/&gt;</description><feedburner:origLink>http://digg.com/
		#2011-03-23</feedburner:origLink></item><item><title>Technology Information</title><link>http://feedproxy.google.com/~r/management4u/~3/bCKtje2Yzw4/technology-information.html</link><category>consultants</category><category>NISSAN</category><category>business strategy</category><category>technology transfer</category><category>Innovation</category><category>experts</category><category>NIC</category><category>business technology</category><category>TIFAC</category><category>Technology information</category><category>data bases</category><category>data banks</category><category>business</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Tue, 25 Jan 2011 02:09:41 PST</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-1010995896302290480</guid><description>What is Technology Information ? Explain various sources of Technology Information ?
Ans: Technology information in simple terms means information on technology. This brings up two questions : what is information and what is technology. Information is referred to as a communication of facts results, ideas and thoughts. The ‘technology’ essentially means ‘know how’ that is ways of designing,
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/bCKtje2Yzw4" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-01-25T15:39:41.745+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2011/01/technology-information.html</feedburner:origLink></item><item><title>Payment of Wage Act. 1936</title><link>http://feedproxy.google.com/~r/management4u/~3/f-9_PoR03tU/payment-of-wage-act-1936.html</link><category>wage act</category><category>fine deduction</category><category>money</category><category>jobs</category><category>finance</category><category>payment of wage</category><category>business</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sun, 26 Jun 2011 06:27:42 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-5450738325769268263</guid><description>Explain the purpose and application of the payment of Wages Act,1936. discuss the procedure of fine deduction from wages of employee in an organization you are familiar with.
 Payment of Wage Act. 1936
The purpose of the Act : 
The Payment of Wages Act, 1936 was enacted with a view “to regulate the payment of wages to certain classes of persons employed in industry”. The regulation contemperated
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/f-9_PoR03tU" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-06-26T18:57:42.272+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2009/11/payment-of-wage-act-1936.html</feedburner:origLink></item><item><title>Factors of Change</title><link>http://feedproxy.google.com/~r/management4u/~3/XxE4wRuv56E/factors-of-change.html</link><category>buy</category><category>interviews</category><category>investment</category><category>Strategy</category><category>Organisational Change</category><category>McKinney</category><category>Structure</category><category>house</category><category>brainstorming</category><category>skill</category><category>jobs</category><category>leader</category><category>factors of change</category><category>System</category><category>business</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sun, 26 Jun 2011 06:49:59 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-630086686029610591</guid><description>Discuss major factors which are responsible for change in an organization ? how the successful organisation maintained their success ? 
Ans: In the last two decades there has been a change in organizations for some very good, mutually supporting reasons and the one needs to find ways of managing, suited to specific, strategic circumstances.
What are successful organization ? in the business world
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/XxE4wRuv56E" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-06-26T19:19:59.453+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2009/11/factors-of-change.html</feedburner:origLink></item><item><title>Resistance to Change</title><link>http://feedproxy.google.com/~r/management4u/~3/GOcS0Ap-9aQ/resistance-to-change.html</link><category>Technology</category><category>profit</category><category>organisational resistance</category><category>Management</category><category>money</category><category>resistance to change</category><category>finance</category><category>strategies to overcome</category><category>individual resistance</category><category>business</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sun, 26 Jun 2011 06:43:25 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-3073856837137827671</guid><description>Why do individuals and organizations resist change ? explain instances of resistance to change in any organization and the effectiveness of management strategies to overcome the resistance. 
Ans : The main reason behind the employee’s resistance is the underlying fear and anxiety caused by uncertainties of change. In most situations resistance arises out of individual problems rather than
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/GOcS0Ap-9aQ" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-06-26T19:13:25.520+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2009/11/resistance-to-change.html</feedburner:origLink></item><item><title>Behavioral Theories of Motivation</title><link>http://feedproxy.google.com/~r/management4u/~3/PJ8qBKRnU98/behavioral-theories-of-motivation.html</link><category>compensation</category><category>Expectation</category><category>Management</category><category>Behavioral theories</category><category>Maslo's need theory</category><category>motivation</category><category>Reward System</category><category>ERG</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sun, 19 Sep 2010 08:58:30 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-6324079117634097208</guid><description>Explain behavioral theories of work force motivation and relevant issues. Discuss their implications for policies and practices in any organization your are familiar with. 
Ans : Every reward or element or compensation / remuneration has a behavioral objective and seek to fulfill a need (physiological or psychological) and achieve a goal. Luthans argues that ‘motivation is a process that starts
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/PJ8qBKRnU98" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2010-09-19T21:28:30.515+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2009/11/behavioral-theories-of-motivation.html</feedburner:origLink></item><item><title>Interventions for Change</title><link>http://feedproxy.google.com/~r/management4u/~3/ZX0WQos1vbo/interventions-for-change.html</link><category>Structural Intervention</category><category>RAT</category><category>OD</category><category>Strategic Management</category><category>team building</category><category>Organisational Change</category><category>Interventions</category><category>Sensitivity Training</category><category>REL</category><category>Force Field Analysis</category><category>Process Consultation</category><category>MBO</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Wed, 30 Nov 2011 05:35:07 PST</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-7272153871364128923</guid><description>Explain the concept of intervention. Describe the interventions which have been used in an organization you are familiar with. Give reasons for using them. 
Interventions for Change in Organisation:

The term intervention refers to all the planned programmatic activities aimed at bringing changes in an organization. These changes are intended to ensure improvement in the functioning of the
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/ZX0WQos1vbo" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-11-30T19:05:07.028+05:30</app:edited><media:thumbnail url="http://2.bp.blogspot.com/_T26v2WbadAs/SwcBD-aFnsI/AAAAAAAAAbM/Q0rzhnDB1Ck/s72-c/Team+Building+Interventions.jpg" height="72" width="72" /><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2009/11/interventions-for-change.html</feedburner:origLink></item><item><title>Merger and Acquisition</title><link>http://feedproxy.google.com/~r/management4u/~3/IEMKY-EUOzA/merger-and-acquisition.html</link><category>takeovers</category><category>buy</category><category>Management</category><category>Marketing</category><category>acquisition</category><category>buy outs</category><category>amalgamations</category><category>shares</category><category>cash</category><category>Mergers</category><category>finance</category><category>payments</category><category>business</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sun, 26 Jun 2011 06:36:41 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-3867661040007120341</guid><description>Explain the concept of merger and acquisition. Describe the role of agencies in the formation of mergers and acquisitions. Illustrate the process of merger and acquisition with reference to an organization. 
Ans : Management theory and practice has given change theories, models and tools but intense competition forces organizations to grapple the change which is changing faster than change
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/IEMKY-EUOzA" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-06-26T19:06:41.330+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">1</thr:total><feedburner:origLink>http://management4you.blogspot.com/2009/11/merger-and-acquisition.html</feedburner:origLink></item><item><title>Organisation Culture</title><link>http://feedproxy.google.com/~r/management4u/~3/cJDio6psjMM/organisation-culture.html</link><category>Technology</category><category>Management</category><category>education</category><category>Marketing</category><category>jobs</category><category>organisation culture</category><category>leadership</category><category>change of culture</category><category>attitude</category><category>business</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sun, 26 Jun 2011 05:13:23 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-1425717599232577147</guid><description>What is organization culture? Describe how organizational culture change can take place ? illustrate from an organization where culture change had taken place.Ans : Organization culture covers a wide range of behaviour : the methods of production, job skills and technical knowledge, attitude towards discipline and punishment, the customs and habits of managerial behaviour; the objectives of the
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/cJDio6psjMM" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-06-26T17:43:23.270+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">1</thr:total><feedburner:origLink>http://management4you.blogspot.com/2009/11/organisation-culture.html</feedburner:origLink></item><item><title>Reward System</title><link>http://feedproxy.google.com/~r/management4u/~3/5Q1_g1zF8L0/reward-system.html</link><category>profitsharing</category><category>Management</category><category>Marketing</category><category>skill based pay</category><category>incentives</category><category>employee benefits</category><category>merit pays</category><category>intrinsic</category><category>ignou</category><category>competency related pays</category><category>team-based rewards</category><category>rewards</category><category>employee ownership</category><category>HRD</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sun, 19 Sep 2010 20:07:57 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-3070443778918855236</guid><description>Explain what is reward system ? Describe the reward system of your organization you are acquainted with. How financial reward systems have been helping in improving organizational performance?

REWARD SYSTEM 

One of important attributes of work organization is the ability to give reward to their members. Pay, promotions, fringe benefits, and status symbols are perhaps the most important rewards.
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/5Q1_g1zF8L0" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2010-09-20T08:37:57.500+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">1</thr:total><feedburner:origLink>http://management4you.blogspot.com/2008/11/reward-system.html</feedburner:origLink></item><item><title>Building Roles and Teams</title><link>http://feedproxy.google.com/~r/management4u/~3/9j6FKJdwpww/building-roles-and-teams.html</link><category>creativity</category><category>power</category><category>role building</category><category>Management</category><category>Human Resource</category><category>team building</category><category>self-role integration</category><category>superordination</category><category>personal efficacy</category><category>influence</category><category>proactivity</category><category>role efficacy</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Sun, 19 Sep 2010 09:02:55 PDT</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-429885447625896734</guid><description>Describe the methods of building roles and teams being followed in your organization or any organization you are acquainted with. Also discuss their utilities. Describe the organization you are referring to.

ROLE BUILDING:
In any social system, such as the family, club, religious community, work organization, etc. individuals have certain obligation towards the system, which in turn gives each
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&lt;a href="http://feeds.feedburner.com/~f/management4u?a=JuRlowR9"&gt;&lt;img src="http://feeds.feedburner.com/~f/management4u?d=41" border="0"&gt;&lt;/img&gt;&lt;/a&gt; &lt;a href="http://feeds.feedburner.com/~f/management4u?a=lAVg8D2b"&gt;&lt;img src="http://feeds.feedburner.com/~f/management4u?d=129" border="0"&gt;&lt;/img&gt;&lt;/a&gt; &lt;a href="http://feeds.feedburner.com/~f/management4u?a=SPdykoXn"&gt;&lt;img src="http://feeds.feedburner.com/~f/management4u?i=SPdykoXn" border="0"&gt;&lt;/img&gt;&lt;/a&gt; &lt;a href="http://feeds.feedburner.com/~f/management4u?a=Ps7qPgV3"&gt;&lt;img src="http://feeds.feedburner.com/~f/management4u?d=54" border="0"&gt;&lt;/img&gt;&lt;/a&gt; &lt;a href="http://feeds.feedburner.com/~f/management4u?a=vuw5Lc2Z"&gt;&lt;img src="http://feeds.feedburner.com/~f/management4u?i=vuw5Lc2Z" border="0"&gt;&lt;/img&gt;&lt;/a&gt; &lt;a href="http://feeds.feedburner.com/~f/management4u?a=fWA95lQV"&gt;&lt;img src="http://feeds.feedburner.com/~f/management4u?d=52" border="0"&gt;&lt;/img&gt;&lt;/a&gt; &lt;a href="http://feeds.feedburner.com/~f/management4u?a=ySK1XUQz"&gt;&lt;img src="http://feeds.feedburner.com/~f/management4u?i=ySK1XUQz" border="0"&gt;&lt;/img&gt;&lt;/a&gt; &lt;a href="http://feeds.feedburner.com/~f/management4u?a=t48ZqJzM"&gt;&lt;img src="http://feeds.feedburner.com/~f/management4u?d=50" border="0"&gt;&lt;/img&gt;&lt;/a&gt; &lt;a href="http://feeds.feedburner.com/~f/management4u?a=b3a30uaR"&gt;&lt;img src="http://feeds.feedburner.com/~f/management4u?i=b3a30uaR" border="0"&gt;&lt;/img&gt;&lt;/a&gt; &lt;a href="http://feeds.feedburner.com/~f/management4u?a=R57q950L"&gt;&lt;img src="http://feeds.feedburner.com/~f/management4u?d=43" border="0"&gt;&lt;/img&gt;&lt;/a&gt; &lt;a href="http://feeds.feedburner.com/~f/management4u?a=s5HDzLjI"&gt;&lt;img src="http://feeds.feedburner.com/~f/management4u?i=s5HDzLjI" border="0"&gt;&lt;/img&gt;&lt;/a&gt; &lt;a href="http://feeds.feedburner.com/~f/management4u?a=3D3Jhi9V"&gt;&lt;img src="http://feeds.feedburner.com/~f/management4u?d=42" border="0"&gt;&lt;/img&gt;&lt;/a&gt;
&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/9j6FKJdwpww" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2010-09-19T21:32:55.760+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">0</thr:total><feedburner:origLink>http://management4you.blogspot.com/2008/10/building-roles-and-teams.html</feedburner:origLink></item><item><title>Competency Mapping</title><link>http://feedproxy.google.com/~r/management4u/~3/Sqzp6GZnZf4/competency-mapping.html</link><category>Competency Mapping</category><category>Management</category><category>Marketing</category><category>PAQ</category><category>Assessment Center</category><category>Role Plays</category><category>HRM</category><category>FJA</category><category>CMQ</category><category>CIT</category><category>MOSAIC</category><category>Interview Technique</category><category>Group Discussion</category><category>WPS</category><category>Managerial Economics</category><author>sadhubani@gmail.com (Sadhuji)</author><pubDate>Fri, 04 Mar 2011 01:12:46 PST</pubDate><guid isPermaLink="false">tag:blogger.com,1999:blog-594567493101608878.post-5879587410233391321</guid><description>Define competency mapping. Briefly discuss the steps involved in competency mapping and its limitations. Explain the methods of competency mapping being followed in any organization familiar with and its effects.

 
COMPETENCY MAPPING 


Competency mapping is a process to identify key competencies for an organization and / or job and incorporating those competencies throughout the various
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&lt;/div&gt;&lt;img src="http://feeds.feedburner.com/~r/management4u/~4/Sqzp6GZnZf4" height="1" width="1"/&gt;</description><app:edited xmlns:app="http://www.w3.org/2007/app">2011-03-04T14:42:46.241+05:30</app:edited><thr:total xmlns:thr="http://purl.org/syndication/thread/1.0">11</thr:total><feedburner:origLink>http://management4you.blogspot.com/2008/10/competency-mapping.html</feedburner:origLink></item><copyright>All Rights Reserved</copyright><media:credit role="author">Sadhuji</media:credit><media:rating>nonadult</media:rating><media:description type="plain">Management and Business</media:description></channel></rss>

