Annotated Bibliography - Coursework Example

Annotated Bibliography Aggarwal, R. . India in the world economy. Role of business restructuring. Review of market integration, 2(2-3), 181-228. The author of the article, Aggarwal is a professor of international business and finance at the College of Business Administration, University of Akron. In the article, he seeks to illustrate the importance of restructuring in businesses operating in India and how the structural adjustments position them in the global arena. The author looked at the status of deregulation process in India and its impact both on the domestic and the international market. The article also looks into the current practices adopted by Indian business organizations regarding the impacts on their operations compared to earlier timelines. The article is very relevant to the understanding of modalities of business operations today. The change from traditional diversification of operations within the borders of a country substituted with the vertical growth that extends to other parts of the world. According to the article, the improved performance of the business entities emanates from the shift in regulations and economic reforms that date back to early 1990s. The author is right in his assertion that the changes in the regulation and structures of the Indian business improve the integration of the Indian economy globally. The integration is in the form of the business making an investment in other countries across the world making them multinationals. The primary weakness of the article lies in its indication that vertical growth is effective and efficient compared to internal diversification. Compared to vertical growth through maintenance of a single line of business engagement, diversification is essential for an organization that seeks security so that a failure in one sector does not cripple the operations of a business organization. Borgogni, L., Dello Russo, S., & Letham, G. P. (2011). The relationship of employee perceptions of the immediate supervisor and top management with collective efficacy. Journal of leadership and organizational studies, 8(1), 5-13 The study aimed at elucidating impacts of the individual employee and group efficacy in the execution of assigned responsibilities. The investigators also seek to understand the impact of perceptions of the employees on the management of contribution of the employees to the overall output in an organization. An extension of the study looked into the perceptions of the management in an organization concerning departmental coordination and communication and employment satisfactions as well as commitment in an organization. The authors of the study were Laura Borgogni and Silvia Dello Russo from the University of Rome in Italy and Gary Latham, who work at the University of Ontario in Canada. The authors are professionals in the field of business administration. The administration of questionnaires to middle managers enhanced the credentials of the study because of the improved validity of the information gathered. According to the results obtained by the authors of the study, there is a close link between the perceptions of the two levels of managements in an organization to the individual employee’s efficacy in aligning performance to the goals of an organization. It, therefore, alludes to the fact that unhealthy relationships between employees and supervisors occasioned by the latter’s perceptions can adversely impact the efficacy of the whole team in an organization. In this aspect, the study concurs with earlier research that advocates for strategies that influence perceptional change with the view of improving relationships. A healthy relationship between management and employee cannot exist in the absence of positive perceptions. A positive perception, in turn, leads to job satisfaction and improved performance, according to the study. Chadwick-Coule, T. (2011). Social dynamics and the strategy process: Bridging or creating a divide between trustees and staff. Nonprofit and Voluntary Sector Quarterly, 40(1), 36-56 The article by Tracey Chadwick-Coule from Sheffield Hallam University seeks to explain the impact of social dynamics and strategies adopted by organizations affect the relationship between its employees and trustees. The article deviates from the usual rationalist prescriptive approach to the management of organizations. According to the article, the study of management of voluntary organizations is a multifaceted discipline that entails philosophy, politics, and strong ethical principles. It is essential that during the formulation of strategies for the management of the organizations to consider the impacts on the performance. Formulation of strategies need to consider the nature of the job to be undertaken, how it should be achieved and the impact it has on the people involved. From the study, the author looks into the governance dynamics and strategy formulations as vital aspects of human resource management. It extends into the impacts of utilizing unitary and pluralist perspective in the management of voluntary organizations. It provides explanations for the need to bridge the gap between employees and other stakeholders with regards to strategic decision making. The article illustrates that the existence of a coordinated relationship between the groups of stakeholders confers positive impacts in the making of strategic decisions and overall service delivery in voluntary organizations. On the impact of social dynamics on the relationship between other stakeholders and employees in an organization, the article is on point. Social dynamics determines how the staffs of any organizations view the decisions that emanate from the trustees. The strategic decisions are important to the staff because they directly impact on their morale that has links to job satisfaction. Harms, P. D., & Crede, M (2010). Emotional intelligence and transformational and transactional leadership. A meta-analysis: Journal of Leadership and Organizational Studies, 17(1), 5-7 The authors of the article are Harms from the University of Nebraska-Lincoln and Marcus Crede from the State University of New York. The objective of the study conducted was to investigate the validity of claims that there is a link between emotional intelligence and transformational leadership. The study also extends to other leadership styles and how they relate to emotional intelligence. Because of the vital role played by emotional intelligence in conferring quality leadership traits is a claim that needs factual support, according to the authors. The methodology of the study demonstrates that interviewing is a valid method of gathering the data for the study especially when administered to individuals at leadership positions. The study reveals that in situations when the ratings of emotional intelligence and leadership quality came from a single source, the score was relatively high when compared to when different sources provided the ratings. The sources of the ratings were mainly peers, subordinates, and superiors to the authors. The results of the study when one source provided both ratings coincide with the information available on the relationship between leadership and emotional intelligence. Again, as reiterated in the results of the study, validities of emotional intelligence based on traits are usually higher compared to ratings of the same based on ability measures. The study confirms the claim that there is a close relationship between the emotional intelligence exhibited by an individual and the quality of leadership. Read More