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¶ … Nambudiri, R., & Jayasimha, K.R. (2008). Performance management at the national institute of management. Richard Ivey School of Business Foundation, 1-25.
In 2008, Professors Ranjeet Nambudiri and K.R. Jayasimha, a pair of researchers working with the Richard Ivey School of Business Foundation, conducted a case study of the existing performance management systems in place at the National Institute of Management - Central India campus (NIM CI campus), one of India's most prestigious business schools. Their goal was to critically examine the performance management strategies engineered and implemented by the director of the NIM CI campus, ascertaining their various advantages and liabilities, while also comparing the current plan to an alternative proposed by the school board of director's management committee. The resulting case study, entitled Performance Management at the National Institute of Management (Central India Campus) (A), explored the complex issue of performance...
At the heart of the strategic management debate which consumed the NIM CI campus in debate during 2008 was the practice of properly incentivizing work activities and motivating the workforce to achieve high standards. The director of the NIM CI campus had devised and deployed a "transparent, unit-based work measurement and reward system" which "specified a range in terms of a minimum number of units beyond which the faculty members were monetarily compensated and a maximum number of units above which faculty members were not compensated" (Nambudiri & Jayasimha, 2008), and he advocated for the retention of the current system.
Among the other advantages to the NIM CI campus' unit-based philosophy of strategic management were the autonomous conditions afforded to teachers planning their curricula, the…
Among the other advantages to the NIM CI campus' unit-based philosophy of strategic management were the autonomous conditions afforded to teachers planning their curricula, the allotment of additional units to teachers who receive positive feedback from the student community, and the unambiguous nature of the remuneration system. The authors were particularly impressed with this remuneration system, in which "faculty members were remunerated for each additional unit earned above the minimum stipulation" because "this system obviated the uncertainty and anxiety associated with variable pay systems without compromising the performance expectations of the management" (Nambudiri & Jayasimha, 2008). While these aspects of the plan were lauded by the authors, they were not hesitant in illuminating the disadvantages of employing a unit-based performance management structure, as raised by the NIM CI board of directors. Concerns that the minimum proscribed workload was insufficient were chief among these perceived drawbacks, while the authors also suggested that certain unit benchmarks may be accomplished with little or no difficulty.
Sollish, F. And Semanik, J. (2011) Strategic Global Sourcing Best Practices. Hoboken, NJ: John Wiley and Sons, Inc.
In their book Strategic Global Sourcing Best Practices, strategic management researchers Fred Sollish and John Semanik assert that complex project requiring the collaborative effort of an organization involves the use of materials, goods, and services that are integrated within the overall project design. The procurement process used to obtain these vital resources is central to the successful accomplishment of project objectives, because every aspect of the management process, from sourcing supplies to shipping products to customers is contingent on procuring the most productive third-party partnerships. The vendor selection process is used to aid project managers in the effective procurement of essential items and services, with a rigorous screening methodology used to identify the most competent and qualified shipping companies, manufacturers, distributors, and equipment suppliers. Another way project managers have refined the procurement process
Ann Bib Innovation Stream Annotated Bibliography Corporate Culture Smith, W., & Tushman, M. (2005). Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams. Organizational Science, 522-536. Author/Date/Journal This article was published in 2005 in a very reputable journal. The credentials of the authors and their school affiliations are excellent. One of the authors is affiliated with Harvard Business School which is one of the leading business schools in the world. Organization Science is
Management Annotated Bibliography Ahronovitz, Miha, Amrhein, Dustin, Anderson, Patrick, & de Andrade, Andrew. (2010). Cloud computing use cases white paper. Cloud Computing Use Case Discussion Group. Web. Retrieved February 3, 2014 from http://opencloudmanifesto.org/Cloud_Computing_Use_Cases_Whitepaper-4_0.pdf This source is the ultimate guide to cloud computing. It breaks down the technology very thoroughly, with how it can be used in a wide number of scenarios, from giant enterprise systems to private use. It introduces elements of hybrid
Information Technology -- Annotated Bibliography Information Technology Baker, N. (2011). The Borderless Enterprise. Internal Auditor, August, 28 -- 33. This article endeavors to explain the various trends in digital media. The author contends the use of digital technology is evidence of a deeper trend and shift in global culture. The article is as philosophical as it is technical. This article could be considered a technical article or a philosophy of technology article. Durkee, D.
Servant Leadership Annotated Bibliography Within the context of organized behavior, leadership is one of the critical and core aspects. True leadership is decision making, but it is more complex. Leaders are not managers -- but they may manage. Leadership is less formal, more psychological, and effective leadership looks at more of the gray than the black and white and enables others, or other teams, to work well to achieve goals while
That is management. Leadership also involves addressing unknown problems. It involves understanding what the rest of the organization does not, and then shoring up these organizational blind spots without alienating the organization's core values. The ability to identify problems and address them in such a manner is known as organizational intelligence. The leader of the firm can demonstrate this trait and lead the firm to success, but in a large
"The Revolution Will Be Shared: Social Media and Innovation." Research Technology Management, Vol. 54, No. 1; (2011): 64- 66. Research Technology Management is a professional journal intended for consumption by managers of research, development, and technology implementation. This article details the manner in which social media portals such as Twitter, FaceBook, and LinkedIn have emerged as much more than purely "social" media. Today, those communications media have become widely used by professionals in