Udaya Raj Adhikari's Blog

1.       Scandinavian Studies  -         Development-oriented leader:  A leader who is willing to take risks, experiments, and develops new ideas to accomplish goals. 2.        Contingency Theories of Leadership  -         Fiedler contingency model:  States that effective groups require a match between a leader’s style and his or her subordinates’ personalities .  3.      Cognitive resource theory :  States that by first making plans, decisions, and strategy, a leader’s effectiveness is enhanced.  4.      Hersey and Blanchard’s Situational Theory :  States that leadership effectiveness is greatly influenced by subordinates’ readiness.      Leader-Member Exchange Theory :  States that leaders form “in” and “out” groups and that individuals in the “in” groups will perform better than those who are not.  5.         Path-goal theory:   States that subordinates accept a leader’s behavior, as they view it, as a source of satisfaction.   6.      Attribution theory of manageme

organization culture is an important determinant of how well the organization will perform. Every organization seeks to be more effective and achieve better results; a careful business strategy is developed to achieve this. However, successful execution of the strategy occurs when structure, roles, capability, leadership, people management systems and organizational culture change are all aligned to the strategy. So , Organizational culture is a system of shared values and beliefs about what’s important and appropriate in an organization; it also includes feelings and relationships internally and externally. Every organization’s values are supposed to be unique and are widely shared and reflected in daily practice, relevant to the company purpose and strategy. It’s important for organizations of different size and level to create the kind of environment or culture where the positive managerial patterns of listening, coaching, guiding, involving and problem-solving are actively encou

1.      Delegation :  The transfer of authority from a manager to a subordinate.  2.      Span of management :  The number of employees reporting to a manager.  Also known as span of control.  3.      Centralization :  Decision authority is concentrated at the top of the organizational  hierarchy.  4.      Decentralization:   Upper management pushes decision-making authority to lower organizational levels.  5.       Tall structure :  Characterized by a large number of hierarchical levels and a relatively narrow span of management.  6.      Flat structure :  Characterized by few hierarchical levels and a broad span of management. 7.      Organizational change:   The adoption and implementation of innovations and new behaviors by an organization. 8.       Reactive change :  Changes that occur after external forces have affected organizational performance. 9.       Proactive change :  Changes initiated in anticipation of future events and opportunities. 10.   Sequence o