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3588 items in total found

Working Papers | 1976

Higher Education in India: Trends and Bibliography

Rao M L and T. V. Rao

Here an attempt is made to examine critically the existing literature on higher education in India and to explore the missing gaps for further research. A classification of these researches is done into eighteen areas. An annotated bibliography of more than three hundred references is also given.

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Working Papers | 1976

Effectiveness of Varying Sales Style on Consumer Orientations

T. V. Rao and Misra Sasi B

Using the role-play technique, the effect of four different sales orientations on customers with four different need patterns was examined. In a factorial design, product centred, company-centred, customer-centred, and self-centred salespersons interacted with strong need, marginal need, no need, and negative need consumers. Each salesperson-customer pair interacted for a period of ten minutes during which the salesperson attempted to sell a radio set to the customer. Neither the salesperson nor the customer was aware of the other's orientation. The study was conducted separately on two different samples; three groups of salesmen and three groups of students with eight persons in each group. Data obtained from both samples were quite similar. Results indicated that product-centred salespersons made more positive impact on consumers followed by customer-centred and the company-centred. Self-centred salespersons had relatively low impact. Furthermore, product-centred salespersons made relatively more impact on low-need customers while company-centred salespersons were better off with high-need customers. Customer-centred salespersons showed more consistency in the impact they made than the other three types, indicating that they are likely to be consistently effective irrespective of the need patterns of customers.

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Working Papers | 1976

Share or Fight: Dynamics of Co-operative and Competitive Behaviour

Pareek Udai

The monograph discusses the implications of the results of studies done in cooperative and competitive behaviour with children from grades 4,6 and 8 and the college students. The nature of cooperative and competitive behaviour has been discussed. The results on personality differences, age differences and sex differences are also discussed. Cultural differences and their implications are discussed. Results of the experiments to see the offset of communication on cooperation and the partner's behaviour on cooperation are described. Finally, a theory of cooperative behaviour, based on these results is suggested.

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Working Papers | 1976

Elicitation of Subjective Probabilities in the Context of Decision-Making

Sarin R K

In this paper a framework is developed to seek information from the decision-maker about uncertain events, and to use this information for identifying a preferred alternative. Existing methods are examined critically to determine the best strategy for eliciting subjective probabilities int he context of decision-making. It is shown how a preferred alternative can be identified with less than perfect knowledge of the probabilities.

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Working Papers | 1976

Corporate Investment in 1976: A Forecast

C Rangarajan

Investment in the corporate sector showed a substantial decline during 1975. However, the prospects for 1976 appear to be better even though corporate investment in 1976 may not exceed the level attained in 1974. The study entailed an analysis of all the projects sanctioned by the all India Term Lending institutions. Capital expenditures incurred on all projects sanctioned by those institutions during 1974 amounted to Rs 681 crores. But during 1975 these expenditures came down to Rs 487 crores, thus indicting a steep fall in corporate investment in 1975. As of now the capital expenditure during 1976 would be of the order of Rs 444 crores. If we add to this the expenditure that are likely to be incurred on products to be approved during 1976 itself, one can hope for the corporate investment in 1976 to reach at best the level attained in 1974.

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Working Papers | 1976

Scope of Agricultural Economics and Role of Agricultural Economics

George P S

The paper presents the view that the scope of agricultural economics should cover the problems of the rural people and the institutions needed to solve their problems. This broader definition of the scope implies that emphasis should be placed on multi-disciplinary activities. It is also argued that training programmes in agricultural economics should be problem-oriented so that the relevance of various concepts can be appreciated by the students. The paper also reviews the role of agricultural economists as teachers, researchers and policy analysts and suggests some measures for performing these roles effectively.

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Working Papers | 1976

A Village in South Gujarat

Girja Sharan

The note contains impressions of visit to a rural area with a view to prepare a lecture on role of science and technology in rural development.

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Working Papers | 1976

Corporate Planning in the Context of National Planning

C Rangarajan

The concept of a mixed economy, as practised in India, by its very definition limits the area of operations of the private sector. But the national plan, viewing the economy as a whole both from the short run and the long run point of view indicates the appropriate fields of development for the firms in the private sector as well. Depending on the vigour with which the policy instruments are sued, these indications can become much more than mere expectations. However, the targets set in any plan for the various industries and sectors must be treated with some circumspection. This caution applies as much to industries in the public sector as they are to those in private sector. First of all the targets set for various industry groupings are highly aggregative and therefore must be broken into productwise demand. Second, the implications of the physical targets laid down in the plan need to be translated into economic and financial terms to determine the profitability or otherwise of entering a particular field. Finally, the targets set for the various industries are highly interdependent and shortfalls in the output of some of the crucial sectors can completely upset the targets set for most of the industries. Our past plan experience quite clearly warns us to be on the guard on this score. It is only legitimate that a corporate planner should treat the national plan as given and make his own schemes of expansion in that context. But at the same time, it is important for him to understand the strategy and assumptions underlying the national plan because that will enable him to quickly reassess the segment of the plan he is interested in, if some of the underlying assumptions go wrong. In this he might be even a few steps ahead of the national planners, if he is perceptive enough Without doubt, the plan provides the broad framework within which the corporate planner can draw his own plans. But in so doing he cannot escape from making his own judgment on the key assumptions of the plan.

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Working Papers | 1975

The Chemistry of Effective Management

Khandwalla P N

A number of dimensions of top management philosophy or style are identified. Management philosophy may be considered risk taking or conservative, technocratic or oriented and seat-of-the-pants methods, participatory or qua-participatory, organic or mechanistic, and coercive or non-coercive. Based on data from a study of Canadian firms, it is found that some of the combinations of these dimensions are far more effective (as judged by corporate performance) than others. The reasons underlying the effectiveness or ineffectiveness of these combinations are explored. Implications are drawn for the design of organisations, for the strategy of organizational planning, and for management education.

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Working Papers | 1975

A Strategy Model for Export Marketing

Dholakia Nikhilesh and Khurana Rakesh

Marketing planning for exports may be suboptimal if the product-market strategy itself is not maximally effective. In this paper, a method is developed for choosing an appropriate product-market strategy, given the relative endowments of the exporter and the possible client countries. It is argued that in selecting product-markets for exports, competitive advantage as well as export potential are important. Furthermore, competitive advantage should be computed on the basis of marketing and technological factors in addition to traditional factors. The method is illustrated by means of a simulation using hypothetical data.

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