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Research Article on Organizational Culture as a driving Tool for developing and Improving Managerial effectiveness

Author Affiliations

  • 1 Senior Manager, Danik Bhaskar Corp. Ltd., Bhopal, INDIA

Res. J. Management Sci., Volume 4, Issue (7), Pages 11-17, July,6 (2015)


This editorial piece extends reporting of Organizational Culture (OC) in the context of managers and their managerial quality. The study presents the model of eight antecedents of Organizational Culture it relation with eight dimensions of organizational culture that has a positive influence on three dimensions of managerial effectiveness. The viewpoint of the study confined that in today’s environment corporate to meet with multiple stakeholder’s needs and demands towards organizational, economic, social and environmental value. It is mandatory to have enormous effective and self ambitious staff. Thus, organizations are more dependent on employees who are eager to contribute to effective organizational functioning, in-spite of their official role requirements. Thus, employee extra-role behaviours, and managerial effectiveness, have become more and more important for the survival of any organization. This article tends to consider the role of OC and its model in creating managerial effectiveness in the organization. The model explains key determinants of OCs which help a manager to develop its aspiration of affiliation, achievement and power which directly leads toward managerial effectiveness development. In this research the antecedents and dimensions of OC and managerial effectiveness are analyzed and explore the association between these two factors. The outcome of this paper authenticates that the developed “Aspiration model of managerial effectiveness” creates a climate in which through Organizational Culture, managerial effectiveness can be created or enhanced.


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