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The study followed 2x2 factorial design of research. It attempted to find out if there are differences in the communication styles of managers in new and old public and private sector work organizations. ANOVA yielded significant differences among the four subgroups. The executives of private sector, both new and old, used more of assertive and aggressive communication styles than executives of public sector. [ABSTRACT FROM AUTHOR]

The paper critically analyses the concept of time management and its relationship with other person and organizational variables. It also looks into assessment as well as improving TM skills. [ABSTRACT FROM AUTHOR]

The process of liberalization has forced Indian Organizations, to rethink of new ways of survival, and it is seen that most organizations are in transitory phase. In this transitory phase every organization has to think of ways to adopt themselves to the changing work forces scenario keeping in mind the competition and the means to nurture and retain excellent managers and their motivational styles in suitable organization. This is an empirical and scientific study. The purpose of this study is to analyses whether the age (New & Old) and type (Public & Private) of organization do influence managerial styles (parent, adult & child), motivational styles of managers (Coercive, Pace setter, Authoritarian, Affiliator & Democratic), various motivational behavior of organization and their interrelationship. This is a 2x2 factorial design of research. Where age and type of organization are independent variable and managerial styles, motivational dynamics & motivational analysis of organization behavior (MAOB) are dependent variable. The sample consists of 240 executives from four organizations, 60 from each such as old public sector, new public sector, old private sector and new private sector. The results show that there are significant differences between old and new organizations and between private and public sectors with regard to certain important dimensions of managerial and motivational styles. The findings were interpreted in the light of present Indian research as well as available Organizational Behaviour framework. [ABSTRACT FROM AUTHOR]

Contemporary research in the fields of organizational behaviour, industrial-organizational psychology, developing and managing human resources and enhancing quality of work life focuses on leadership, motivation, competence mapping and talent management. Integrating the current trends and research priorities, the present study was designed. It followed a 2X2 factorial design of research. Factor 1 referred to the sector (Public vs Private). Factor 2 referred to the level of executives (Frontline-middle vs Senior-top). As such, there four subgroups, and, in each subgroup, there were 100 respondents (N=400). Stratified Random Sampling Technique was used to select the executives from both the sectors. Two reputed and old organizations were taken for the study. The major objectives were to assess the role of emotional intelligence, thinking style, and organizational culture in developing leadership effectiveness and human resource development climate and management practices. It also aimed at finding out the differences between the frontline-middle level executives and seniortop level executes across public and private sectors. Standardized measures having high psychometric properties were used to collect data. These included thinking style inventory, Emotional intelligence scale, Organizational culture profile and HRD climate survey. Twoway analysis variances were performed on all the five measures. The findings indicate significant main as well as interaction effects between the sectors and between the two levels of executives on a number of factors relating to these five variables. Private sector executives valued implementer and collaborator thinking style more than public sector executives. Public sector gave more importance to analytical and imaginator style. Private sector executives showed greater performance for technocratic and entrepreneurial organizational culture than towards bureaucratic and autocratic culture. Both the sectors enjoyed good amount of emotional intelligence. Frontline-middle level executives had higher level of emotional intelligence with regard to interpersonal conflict and difficulties than senior-level executives. Public sector executives had higher scores on interpersonal skills and flexibility aspect of EI than private sector executives. Technical executives from both sectors preferred technocratic and entrepreneurial organizational cultures than non-technical executives. Majority of executives from both sectors and level did not appreciate autocratic organizational culture. Thinking styles, facets of emotional intelligence, and organizational culture profiles were significantly correlated with HRD climate dimensions. As far as OCTAPACE is concerned, the results indicated that most of the executives value the importance of openness, collaboration and pro-action. Private sector junior executives had higher need for autonomy, authenticity, trust and confrontation. Both the sectors need to develop trust, authenticity, autonomy, experimentation and pro-action. Technical executives showed higher score for pro-action, trust and autonomy than non-technical executives. The findings indicated that thinking style, emotional intelligence and perception of organizational culture did play meaningful roles in promoting and shaping different aspects of human resource development and management practices in both public and private sector organizations. The results were discussed in the light of current trends in Indian organizations relating to the fields of OB, OD, HRD and HRM practices. Limitations were analyzed and future directions of further research were also indicated. [ABSTRACT FROM AUTHOR]