Version-1 (Nov-Dec-2012)
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Abstract:India began liberalizing its economy and in particular, it's manufacturing sector over a decade ago with the objective of making Indian Industries more efficient and globally competitive. Towards this end, the Government has been pursuing three sets of reforms:- one, deregulation, delicencing, decontrol and debureaucratisation of industrial licensing system; two, liberalizing foreign trade and currency transactions and three, instituting several measures to facilitate foreign direct investment inflows. All these measures were launched in the year 1991 and since then, further liberalizations have been introduced every year with each new budget. Now the question arises that had economic reforms had an impact on Indian industry? In order to answer this question, we examine trends in industrial production for the period 1950-51 to 1989-90 and 1990-91 to 2011-12 using the latest available estimates of the Index of Industrial Production (IIP) released by the Central Statistical Organization and Economic Survey, Government of India. The results shows that the decade of 1950's, industrial efficiency was relatively higher; however, in the 1960's and 1970's there was severe retrogression in industrial growth. The period of 1980's was marked by industrial recovery. However, the pattern began reversing themselves in 1990's. But now, particularly after 2002-03, the Indian industry have started showing some signs of improvement in its performance, thus providing some evidence that these reforms seems to be working.
[1] A Hand Book of Industrial Statistics; Government of India; 1992; p.50 & 155.
[2] A Hand Book of Statistics on Indian Economy; Mumbai; 2000; p.409 & 410.
[3] Central Statistical Organization; IIP; 12 Feb. 2008.
[4] Current Status of Industrial Production; Pratiyogita Darpan; Delhi; June 2012.
[5] Ghosh Alak , New Look Industrial Policy, New Economic Reforms and the Eighth Five Year Plan, Indian Economy its nature and problems, New Stall Publishers; Calcutta; January, 1994, p.125-127.
[6] State Economy; Economic Survey Highlights; Yojana 15; April 1992; Vol 36; p.10-12.
[7] Economic Scenario, Pratiyogita Darpan, August- September 2012, p. 238.
[8] Economic Survey – 1989-99.
[9] Economic Survey – 2001-02.
[10] Economic Survey – 2006-07.
[2] A Hand Book of Statistics on Indian Economy; Mumbai; 2000; p.409 & 410.
[3] Central Statistical Organization; IIP; 12 Feb. 2008.
[4] Current Status of Industrial Production; Pratiyogita Darpan; Delhi; June 2012.
[5] Ghosh Alak , New Look Industrial Policy, New Economic Reforms and the Eighth Five Year Plan, Indian Economy its nature and problems, New Stall Publishers; Calcutta; January, 1994, p.125-127.
[6] State Economy; Economic Survey Highlights; Yojana 15; April 1992; Vol 36; p.10-12.
[7] Economic Scenario, Pratiyogita Darpan, August- September 2012, p. 238.
[8] Economic Survey – 1989-99.
[9] Economic Survey – 2001-02.
[10] Economic Survey – 2006-07.
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| Paper Type | : | Research Paper |
| Title | : | Participative Management Style: A Tool to Enhance Quality Education |
| Country | : | Pakistan |
| Authors | : | Dr. Mubasher Nadeem |
| : | 10.9790/0837-0420814 ![]() |
|
| Downloads : Times | ||
Abstract:Different management styles are in vogue in the management world and are practised by educational managers to enhance individual and collective efficiency of employees. The study surveys the efficacy of participative management style that to what extent it is effective in the modern educational requirements. The study was conducted on one hundred elementary and secondary schools' educational managers of public and private sectors. The data were collected through a questionnaire regarding the type of management educational managers/administrators practise in their organizations. The results reflect that private sector school managers prefer participative management style to others for effective output and achieve various academic and administrative benefits as compared to public sector educational managers who appear to be reluctant to practise participative management style and their practised approach manifests that they like to remain dominant in administrative affairs. But through participative management style millions of public sector students could be given harmonious educational environment which is friendly, accommodating and helpful in their academic career and could bring back the golden days of public sector schools. Hence, the study suggests that public sector school managers should be offered management courses frequently so that by implementing participative management style quality education could be ensured.
Key Words: Management, educational managers, collective efficacy, participative management,
Key Words: Management, educational managers, collective efficacy, participative management,
1] Argyle, M., & Lu, L. (1990), "Happiness and social skills", Personality and Individual
Differences, Vol. 11, pp. 1255-61.
[2] Aryee, S., & Chen, Z.X. (2006), "Leader-member exchange in a Chinese context: antecedents, the mediating role of psychological empowerment and outcomes", Journal of Business Research, Vol. 59, pp. 793-801.
[3] Blase, J., & Blase, J.R. (1994), Empowering Teachers: What Successful Principals Do, Corwin, Thousand Oaks, CA.
[4] Day, C., Elliot, B., & Kington, A. (2005), "Reform, standards and teacher identity: challenges of sustaining commitment", Teaching and Teacher Education, Vol. 21, pp. 563-7.
[5] Flippo, B.E. (1984). Personnel Management. Singapore: McGraw-Hill.
[6] Gebert, D., Boerner, S., & Lanwehr, R. (2003), "The risks of autonomy: empirical evidence for the necessity of a balance management in promoting organizational innovativeness", Creativity and Innovation Management, Vol. 12, pp. 41-9.
[7] Hills, P., & Argyle, M. (2001), "Emotional stability as a major dimension of happiness",
Personality and Individual Differences, Vol. 31, pp. 1357-64.
[8] Khaparde ,M. S. , Srivastava ,K. A , & Meganathan , R. (2004) Successful School Management in India: Case Studies of Navodaya Vidyalayas, Educational Research for Policy and Practice, Volume 3, Number 3 / January, 2004, p. 1
[9] Kim, S. (2002), "Participative management and job satisfaction: lessons for management
leadership", Public Administration Review, Vol. 62, pp. 231-41.
[10] Koopman, P.L., & Wierdsma, A.F.M. (1998), "Participative management", in Drenth, P.J.D., Thierry, H. and De Wolff, C.J. (Eds), Handbook of Work and Organizational Psychology, Volume 3: Personnel Psychology, Psychology Press, Hove, pp. 297-324.
Differences, Vol. 11, pp. 1255-61.
[2] Aryee, S., & Chen, Z.X. (2006), "Leader-member exchange in a Chinese context: antecedents, the mediating role of psychological empowerment and outcomes", Journal of Business Research, Vol. 59, pp. 793-801.
[3] Blase, J., & Blase, J.R. (1994), Empowering Teachers: What Successful Principals Do, Corwin, Thousand Oaks, CA.
[4] Day, C., Elliot, B., & Kington, A. (2005), "Reform, standards and teacher identity: challenges of sustaining commitment", Teaching and Teacher Education, Vol. 21, pp. 563-7.
[5] Flippo, B.E. (1984). Personnel Management. Singapore: McGraw-Hill.
[6] Gebert, D., Boerner, S., & Lanwehr, R. (2003), "The risks of autonomy: empirical evidence for the necessity of a balance management in promoting organizational innovativeness", Creativity and Innovation Management, Vol. 12, pp. 41-9.
[7] Hills, P., & Argyle, M. (2001), "Emotional stability as a major dimension of happiness",
Personality and Individual Differences, Vol. 31, pp. 1357-64.
[8] Khaparde ,M. S. , Srivastava ,K. A , & Meganathan , R. (2004) Successful School Management in India: Case Studies of Navodaya Vidyalayas, Educational Research for Policy and Practice, Volume 3, Number 3 / January, 2004, p. 1
[9] Kim, S. (2002), "Participative management and job satisfaction: lessons for management
leadership", Public Administration Review, Vol. 62, pp. 231-41.
[10] Koopman, P.L., & Wierdsma, A.F.M. (1998), "Participative management", in Drenth, P.J.D., Thierry, H. and De Wolff, C.J. (Eds), Handbook of Work and Organizational Psychology, Volume 3: Personnel Psychology, Psychology Press, Hove, pp. 297-324.
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Abstract:Although a literary term used primarily to ridicule somebody or some issue Satire has been used very effectively by the satirical media in Pakistan through various late night T.V talk shows. This article examines the role being played by T.V talk shows amalgamated with satire, irony or caricature to either develop the perception of the people or get them familiarized with on going socio-political, socio-economic and educational issues/happenings in Pakistan. The qualitative study was conducted, through focused group interview, on 100 University students. The subjects apparently appear to be appropriate sample because they represent a majority that remains unmoved because of monotony in various talk shows but is capable of steering socio-economic, educational and democracy boat in the right direction if attracted properly to un-talked issues in the country. In the light of the findings of the study it is concluded that such monotony takes the general masses, especially youth, away from ongoing debatable issues of Pakistan but the mimicking media has brought the same general masses and youth back to feel concerned about such issues to form their opinions. Further, the subjects suggest that free media in Pakistan is at growing stage and socio-economic, socio-political or educational, etc., issues may not be discussed bitterly but in a light tone and manner to educate people rather to irritate. Hence, mimicking media could be a very positive effort by T.V channels to educate people of Pakistan where much is to be done in social sector so that they may contribute effectively to make Pakistan socially, economically, educationally and politically a stable and progressive country.
Key Words: Mimicking media, satire, irony, caricature, socio-economic, socio-political, educational, light tone
Key Words: Mimicking media, satire, irony, caricature, socio-economic, socio-political, educational, light tone
[1] Balcetis, Emily, and David Dunning. 2006. ―See What You Want to See: Motivational Influences on Visual Perception.‖ Journal of Personality and Social Psychology 91(4):612–25.
[2] Baumgartner, J. & Morris, J.S. 2006, ‗The Daily Show Effect: Candidate Evaluations,
[3] Efficacy, and American Youth', American Politics Research, vol. 34, no. 3, pp. 341-367.
[4] Bruun, H. (2005a) 'Public Service and Entertainment', in Ferrell Lowe, Gregory and Jauert, Per (eds.) Cultural Dilemmas in Public Service Broadcasting. Göteborg: Nordicom.
[5] Bruun, H. (2005b) 'Tv-underholdning', in Stig Hjarvard (red.) Dansk tv-historie 1951-2001. Frederiksberg: Samfundslitteratur.
[6] Richard, D., & Owen, D. (1998). New Media and American Politics. New York:
[7] Oxford University Press.
[8] Delli Carpini, Michael X., and Bruce A. Williams. 1994. ―Methods, Metaphors, and Media Research: The Uses of Television in Political Conversation.‖ Communication Research 21(6):782–812.
[9] Gray, J., Jones, J.P. & Thompson, E. (2009). Satire TV: Politics and Comedy in the Post-
[10] Network Era, NYU Press, New York.
[2] Baumgartner, J. & Morris, J.S. 2006, ‗The Daily Show Effect: Candidate Evaluations,
[3] Efficacy, and American Youth', American Politics Research, vol. 34, no. 3, pp. 341-367.
[4] Bruun, H. (2005a) 'Public Service and Entertainment', in Ferrell Lowe, Gregory and Jauert, Per (eds.) Cultural Dilemmas in Public Service Broadcasting. Göteborg: Nordicom.
[5] Bruun, H. (2005b) 'Tv-underholdning', in Stig Hjarvard (red.) Dansk tv-historie 1951-2001. Frederiksberg: Samfundslitteratur.
[6] Richard, D., & Owen, D. (1998). New Media and American Politics. New York:
[7] Oxford University Press.
[8] Delli Carpini, Michael X., and Bruce A. Williams. 1994. ―Methods, Metaphors, and Media Research: The Uses of Television in Political Conversation.‖ Communication Research 21(6):782–812.
[9] Gray, J., Jones, J.P. & Thompson, E. (2009). Satire TV: Politics and Comedy in the Post-
[10] Network Era, NYU Press, New York.
