@Research Paper
<#LINE#>Motivational Factors of Edupreneurs for venturing in higher Education in Rajasthan, India<#LINE#>Vivek@Tharaney,Deepika@Upadhyaya<#LINE#>1-7<#LINE#>1.ISCA-RJMS-2015-024.pdf<#LINE#>Footwear Design and Development Institute, (Ministry of Commerce and Industry, GOI, Delhi) Near National Law University, Mandoor, Jodhpur, Rajasthan, INDIA @ FMS, MDS University, Ajmer, Rajasthan, INDIA<#LINE#>3/4/2015<#LINE#>18/5/2015<#LINE#> This article explores and tries to get insight into decisions that entrepreneurs take about the type of organisation they want to establish, which sector they intend to enter in, their motivations which drive them to venture in the life cycle of edupreneurship. Further effort has been made to delve deeper into assessing choices they make in terms of sector as well as form of enterprise and the surrounding ecosystems which influence them. A combination of secondary and primary research have been used as a approach of methodology for research. Interview recordings available either online or in printed form have been used as secondary means of research to explore the ecosystem’s role and various other aspects concerning the theme of topic. The inferences and conclusions that are arrived at, as a fallout of this study, are suggestive in nature. A kind of broad framework is being constructed which can be instrumental in helping entrepreneurs who are planning to enter higher education sector in India at different-different stages of the Life Cycle of Entrepreneurship. Lakhs and lakhs of individuals have benefitted economically and achieved success in their chosen area as a result of Entrepreneurial initiatives of persons who have created new firms during the last 20 years. Entrepreneurship has accelerated the pace of economic growth in this world and has emerged as the most prominent driving force of economy. Entrepreneurial orientation refers to the processes, practices, and decision making activities that lead to the development of enterprises. It is the combination of abilities, traits and extra personal influences that would enable a person to mobilize his/her psychological resources to enter into a challenging venture. In the present study variables, namely, risk taking, achievement motivation, organizational abilities, self concept, persuasion, governmental officials’ attitude towards entrepreneur and entrepreneur’s problem solving ability are taken as indices of entrepreneurial orientation. It is contended that parenting of first generation entrepreneurs is playing crucial role in shaping children’s (second generation’s) entrepreneurial orientation. Parenting styles viz. authoritarian parenting, authoritative parenting and permissive parenting have effect on entrepreneurial orientation. Parenting seems to be another important influence in the development of entrepreneurial orientation. Various aspects of personality viz. Neuroticism, Extraversion, Openness to experience, Agreeableness and Conscientiousness play a role of stimulating environment in shaping entrepreneurship in education. <#LINE#> @ @ Gartner W., A conceptual framework describing, the phenomenon of new venture: Academy of Management Review, 696-706 (1985) @No $ @ @ Cohoon J.M., Wadhwa V. and Lesa, M., Research: Ewing Marion Kauffman foundation website. Retrieved November 9, 2014, from Ewing Marion Kauffman Foundation website: http://www.kauffman.org/~/ media/ Kauffman_org/ research, (2010) @No $ @ @ Goswami A., Dalmia N. and Pradhan M, Entrepreneurship in India. New Delhi. 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<#LINE#>Job satisfaction and Life satisfaction among Male and Female employees in a Major Thermal Power station<#LINE#>M@Renuka Devi,T.@Rajasekhar<#LINE#>8-10<#LINE#>2.ISCA-RJMS-2015-039.pdf<#LINE#> Dept. of MBA, Laki Reddy Bali Reddy College of Engineering Mylavaram-521230, Krishna Dt, Andhra Pradesh, INDIA<#LINE#>20/6/2015<#LINE#>1/7/2015<#LINE#> The present exploration of the study is to examine the gender difference with regard to job satisfaction and life satisfaction in a major thermal power station. The sample consists of 57 both male and female employees. The scores of the means, SDs and mean differences were employed for the investigation of study. The result state that there is no gender difference with regard to job satisfaction and life satisfaction. <#LINE#> @ @ Locke E.A., the nature and cause of job satisfaction, Handbook of industrial and organizational Psychology, In MD Dunnette Edition, Chicago, Rad Mc Wally, 1297-1349, (1976) @No $ @ @ Robbins SP, Coulter MK, Management, second edition, Prentice Hall, New Delhi, India, (1996) @No $ @ @ Faragher EB, Cass M. and Cooper CL, The relationship between Job Satisfaction and health: a meta analysis, Occup Environment,62(2),105-112, (2005) @No $ @ @ Diener E, Emmons RA. Larsen and RJand Griffin S., the satisfaction with the life scale, Journal of personality Assessment, 14(2), 27-36, (1985) @No $ @ @ Oshio T., Umeda M. and Fujji M., The association of Life Satisfaction and self-rated health with income dynamics among male employees on Japan, Japan and world economy, 28(2), 143-150, (2013) @No $ @ @ Sadia Shaheen Job satisfaction among male and female employees in public sector organization, European Journal of business and management 6(4), 115-120, (2014) @No $ @ @ Reddy K. Sivasankara Effect of age, sex, work experience and locus of control on job satisfaction, job involvement and work involvement. Forth coming issue of the proceedings of the XXIV International conference of psychology, Sydney, to be published by Elsevier science publisher under the title factors affecting work, (1989) @No $ @ @ Bharathi.T. Relationship between job satisfaction and life satisfaction among public and private sector non-officers. Un published M.Phil. Dissertation, dept of psychology, SV university, Tirupathi India, (1989) @No $ @ @ Rajasekhar T. Bharathi T and Siva Sankara Reddy K.,  Job satisfaction of men and women, Indian Journal of Applied Psychology, 29(2), 92-96, (1991) @No $ @ @ Kanungo Rabindra N work alienation; And Integrative approach, Prager special studies, Newyork (1982) @No $ @ @ Misra S., Kanungo RN, Von Rosensteil L and Stuhler EA, The motivational formulation of job and work environment, Cross National study August, (1983) @No $ @ @ Dubey BL, Dwivedi P and Varma SK, Construction and Standardization of a quality of life scale for use with Industrial workers in India, Creative psychologist,1(1), 75-83, (1988) @No $ @ @ Mafini ach and Dlodlo N., The relationship between extrinsic motivation, job satisfaction and life satisfaction amongst employees in a public organization, Journal of Industrial Psychology, 40(1), 1-13, (2014) @No
@Research Article
<#LINE#>Research Article on Organizational Culture as a driving Tool for developing and Improving Managerial effectiveness<#LINE#>Sweety@Pohankar<#LINE#>11-17<#LINE#>3.ISCA-RJMS-2015-030.pdf<#LINE#> Senior Manager, Danik Bhaskar Corp. Ltd., Bhopal, INDIA<#LINE#>6/5/2015<#LINE#>29/6/2015<#LINE#> 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. <#LINE#> @ @ Teece David J., Dynamic capabilities and strategic management, Strategic Management Journal, 8(7), 509–533, (1998) @No $ @ @ Druker Peter F. , Effectiveness can be Learned, The Effective Executive,,1-3, Book print (1967) @No $ @ @ Guion Robert M., Validity Of Personality Measures In Personnel Selection; Personnel Psychology, 18(2), 135–164, (1965) @No $ @ @ Schein Edgar H., Organizational culture., American Psychologist,45(2), 109-119, (1990) @No $ @ @ Georgopoulos, Basil S. and Tannenbaum, Arnold S., A Study of Organizational Effectiveness, American Sociological Review 22(5), 534-540, (1957) @No $ @ @ Steers, Richard M., Antecedents and Outcomes of Organizational Commitment, Administrative Science Quarterly, 22(1), 46-56, (1975) @No $ @ @ Mott P.E., The characteristics of effective organization. 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<#LINE#>Project Management Challenges in Software Development<#LINE#>S.S.@Uma Sankar,R.@Jubi<#LINE#>18-23<#LINE#>4.ISCA-RJMS-2015-037.pdf<#LINE#>Research and Development Centre, Bharathiar University, Coimbatore, Tamilnadu, INDIA @ Mar Thoma Institute of Information Technology, Kollam, Kerala, INDIA<#LINE#>15/6/2015<#LINE#>30/6/2015<#LINE#> Challenges are inevitable. In a global market, opportunities are clubbed with challenges. Business sustainability is therefore depends on how effectively the businesses convert challenges into opportunities. Quality Management System standards like ISO, CMMi, PSP/TSP etc enables the software companies to adopt more matured approach to tackle and manage challenges. This article covers the most common challenges in software project management and how it has been addressed in a software development projects. This study revealed that software companies adopt a systematic way to identify and handle different challenges by clearly articulating the details in documents and have procedures to make those details aware to the respective stakeholders.<#LINE#> @ @ Definition of Challenge, Available:  http:// dictionary. cambridge.org /dictionary/business-english/ challenge_1(2015) @No $ @ @ Pressman S. Roger. Software Engineering: A Practitioner's Approach 6th International Edition McGraw Hill (2005) @No $ @ @ Definition of Micromanagement, Available:  http://en. wikipedia.org/wiki/Micromanagement(2015) @No $ @ @ Mc Quaid, A Patricia. Rapid Application Development: Project Management Issues to Consider, Available: http://asq.org/pub/sqp/past/vol3_issue3/mcquaid.html(2015) @No
@Short Communication
<#LINE#>Human Assets to total Assets Ratio of Top Profit Making Companies of India in the Financial Year 2013-14<#LINE#>Rajesh@Mehra<#LINE#>24-25<#LINE#>5.ISCA-RJMS-2015-034.pdf<#LINE#> Faculty of Commerce and Management, Jagannath University Haryana, INDIA<#LINE#>2/6/2015<#LINE#>30/6/2015<#LINE#> The present economy is knowledge based economy which capitalizes human efforts, efficiency, knowledge, skills, creativity, innovation and ideas. These tools are the major profit making mantra now days. Human efforts in turn are awarded with a number of incentives, awards, benefits, schemes, offers and bonuses in addition to the normal wages, salaries and payments. The monetary and non monetary incentives boost the motivation level of an employee. The total amount incurred on human assets (employees) and the total amount incurred on all other assets, current and non-current, can be compared and a new ratio, called, human assets to total assets ratio may be carried out to see at what extent the top profit making companies are incurring on human assets. <#LINE#> @ @ http://economictimes.indiatimes.com/markets/stocks/news/et-500-top-20-profit-making-companies/articleshow/ 42538358.cms 16 September (2014) @No $ @ @ Mehra Rajesh, Maheshwari Manoj, Meena Krishan Kant, Valuation of Human Assets and Its Proposed Position in the Balance Sheet, IJEDR | 2(3) (2014) ISSN: 2321-9939 @No $ @ @ Annual reports and official websites of the companies (2014) @No