Satish Kalra

Satish Kalra
Great Lakes Institute of Management,Gurgaon · OB & HRD

Ph.D (Social Sciences)

About

38
Publications
14,941
Reads
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108
Citations
Citations since 2017
1 Research Item
35 Citations
201720182019202020212022202302468101214
201720182019202020212022202302468101214
201720182019202020212022202302468101214
201720182019202020212022202302468101214
Additional affiliations
July 2015 - February 2016
Great Lakes Institute of Management,Gurgaon
Position
  • Professor (till date)
July 2015 - March 2016
Great Lakes Institute of Management,Gurgaon
Position
  • Professor (OB & HRD) Management
July 2009 - July 2015
International Management Institute, Delhi, India
Position
  • Professor OB & HRD and Dean (Placements & Alumni Relations)
Description
  • Besides teaching & research handled the administrative role of Dean Placements and Alumni Relations.
Education
December 1969 - May 1974
Tata Institute of Social Sciences, Mumbai, India
Field of study
  • Social Sciences

Publications

Publications (38)
Research
Full-text available
It is a case which has been included in the Book : Understanding Organisational Behaviour authored by Pareek Udai,( Oxford University Press, 2007) The case is included as a discussion case in the chapter on Motivation. Case pp 227-231
Article
Full-text available
The study of organisational culture in India has been dominated by positivistic framework of research enquiry by exploring the existence or absence of a pre-defined set of cultural attributes. There has not been significant effort on the part of research scholars to explore, understand and articulate the evolution of the organisational culture from...
Article
Full-text available
Changing workforce demographics, marked by competitive recruiting and faster turnover among younger employees, is creating unprecedented employee-retention problems in many industries and threatening to reduce the capacity for innovation, growth and operational efficiency. A growing number of firms are recognising that they must find ways to recrui...
Article
Full-text available
The study of organisational culture in India has been dominated by positivistic framework of research enquiry by exploring the existence or absence of a pre-defined set of cultural attributes. There has not been significant effort on the part of research scholars to explore, understand and articulate the evolution of the organisational culture from...
Article
Full-text available
Bargaining and maintaining ‘entry’ in sites (organisations) of academic research studies has always been a challenge for academic scholars. Each of the scholars adopts different approaches to get around these problems of gaining entry. However, they rarely document their experiences on the field, with some exceptions in the discipline of sociology...
Article
Full-text available
Bargaining and maintaining 'entry' in sites (organisations) of academic research studies has always been a challenge for academic scholars. Each of the scholars adopts different approaches to get around these problems of gaining entry. However, they rarely document their experiences on the field, with some exceptions in the discipline of sociology...
Article
Full-text available
The study traces out the adolescence experience of high and low achievers of an organization. The high achievers were those who had joined the organization as clerks and risen to senior managerial positions, whereas low achievers were those who joined with “highs” as clerks and remained clerks even after 15 years of service. A life history question...
Article
Full-text available
Gurgaon Branch was a branch of a leading public sector bank in India. Though the bank was financially sound, there seemed to be a leadership crisis in this branch. The aggregate deposit had been consistently falling over the past three years. The branch had not been able to disburse fresh advances or recover outstanding advances. Moreover, the empl...
Article
Full-text available
This is a case written in autobiographical style of an Indian manager. He was 31 years old with nine years' working experiences and currently working for a Software MNC. He was the only son of his parents. After graduating from the Indian Institute of Management, Ahmedabad, he joined an Indian consultancy firm based in Chennai and moved to the comp...
Article
Full-text available
Presents the concept of human potential management (HPM) and argues that the old concept of human resource management (HRM) should be replaced by HPM. Argues that treating human beings as a resource to be used, utilized or manipulated like any other resource is demeaning. Further, with the increasing number of highly skilled knowledge workers, rese...

Questions

Question (1)
Question
In the larger context, within the family, some cultures are less participative . In the hierarchical Indian context see my paper - " Are we ripe for Participative Management" or you could also see my paper - "Effective Managerial Leadership styles in Indian Context : ---------" , which is available on Research Gate & where " Are we ripe for ---- " paper is also quoted, where, based on my research, I have argued that employees come to organizations from the larger social system and if there they have not been socialized in participative decision making, they are less likely to have participative attitude even in the organizations.

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