EMPEROR INTERNATIONAL JOURNAL OF
FINANCE AND MANAGEMENT RESEARCH
[EIJFMR]
ISSN : 2395-5929
Founder | Publisher | Editor Dr. R. MAYAKKANNAN, Assistant Professor of Commerce, Sri Sankara Arts & Science College,
Enathur, Kanchipuram, Tamilnadu, India.
Chief Editor
Dr. C. THIRUCHELVAM,
Head & Associate Professor of Commerce H.H.The Rajah’s College (Autonomous),
Pudukkottai, Tamilnadu.
Volume-II Issue-01 January- 2016
Mayas Publication™
45/5, Unathur & Post, Attur Tk., Salem Dt. Tamilnadu, India – 636112
Emperor International Journal of Finance and Management Research [EIJFMR]
Published by
Mayas Publication™
# 45/5 Unathur. Post Attur. Tk, Salem. Dt Tamilnadu, India
Board of Editor’s
SCHOOL OF COMMERCE, MANAGEMENT, ECONOMICS
Dr.Balakrishnan
Department of International Business, Administration,
Nizwa College of Applied Science, Sultanate of Oman
Dr.Pratapsingh Chauhan
Dean and Syndicate Member, Saurashtra University, Rajkot, Gujarat. India
Dr.Kuppusamy Singaravelloo
Department of Administrative Studies and Politics,
Faculty of Economics and Administration, University of Malaya, Malaysia.
Dr. Bharati Pathak
Professor, School of Commerce, Gujarat University, Ahmadabad, India
Dr. Mohan
Professor of Commerce,
Management and Information Sciences, Sri Venkateswara University, Thirupati, Andhra Pradesh, India
Dr.Meenu Meheshwari
Assistant Professor,
Department of Commerce and Management, University of Kota, Kota
Dr. G. Raju
Professor of Commerce,
School of Management Studies, University of Kerala
Thiruvanathapuram- 695 581 Kerala, India
Dr.Vijaya
Professor of Commerce, Gulbarga University, Gulbarga, Karnataka state
Dr. R. Periyasamy
Head & Assistant Professor, Department of Commerce,
Barathiyar University Constitutional College, Coimbatore, Tamilnadu, India
Dr.T.J.Arun
Associate Professor of Commerce, Annamalai University, Chidambaram, Tamilnadu,India.
www.eijfmr.com
maya1984kannan@gmail.comChief Editor
Dr. C. THIRUCHELVAM,
Head & Associate Professor of Commerce
H.H.The Rajah’s College (Autonomous), Pudukkottai, Tamilnadu
Editor & Founder
Dr. R. MAYAKKANNAN, Assistant Professor of Commerce, Sri Sankara Arts & Science College,
Dr.A.Ravikumar
Associate Professor of Commerce, Bishop Heber College (Autonomous), Puttur, Trichy-17
Dr.N.Bharathidhasan
Assistant Professor in Commerce, Dr.Ambedkar Goverment Arts College (Autonomous),Vyasarpadi, Chennai. Tamilnadu
Dr.Leela
Professor of Commerce, T.S.Narayanaswami College, Chennai, Tamilnadu
Dr .K.Krishnamurthy
Assistant Professor of Commerce, Periyar Government Arts College,
Cuddalore
Dr. C. Saraswathy
Assistant Professor of Commerce, VELS University, Chennai, Tamilnadu
Dr. R. Mathavan
Assistant Professor of Commerce, Kandaswami Kandar’s College, P.Velur, Namakkal (DT) Tamilnadu
Dr. S.Prabhu
Head & Assistant Professor of Commerce Bharthi College of Arts and Science, Thanjavur -613 007 Tamilnadu
Dr.F.Elayaraja
HOD of Commerce TKU Arts College Karanthai, Thanjavur, Tamilnadu.
Dr. R. Hariharan
Associate Professor of Commerce, National College,
Trichy, Tamilnadu
Dr. L.Gomathy
Assistant Professor of Commerce, Agurchand Manmull Jain College, Meenambakkam, Chennai – 600114
Dr.S.Raju
Assistant Professor of Commerce A.V.V.M Sri Pushpam College (Autonomous)
Poondi-613503, Thanjavur.
Dr.V.Dheenadhayalan
Assistant Professor in Commerce, Annamalai University, Chidambaram.
Dr.Bama Sampath
Assistant Professor of Commerce Dr.Ambedkar Govt. Arts College Chennai-39.
Dr. R. Vasudevan
Assistant Professor in Corporate Secretary Ship, D. G. Vaishnav College, Chennai
Dr.A.L.Mallika
Associate Professor and Head, Department of Management Studies, Mother Teresa Women’s University, Kodaikanal.
Dr. P. Uma Meheshwari
Assistant Professor of Economics Barathiyar University College, Coimbatore, Tamilnadu, India
Dr.Dhanalakshmi Acharya
Bangalore Business School, Andhrhalli Main Road, Bangalore
Dr.A.Vijaykanth
Assistant Professor of Economics, Dr.Ambedkar Government Arts College (Autonomous),
Dr. V. Rengarajan
Assistant Professor, Management Studies SASTRA University, Thanjavur.
Dr.Ramanathan,
Principal and Head,
Nethaji Subbash Chandra Bose College, Tiruvaurur
Dr.P.Arunachalam
HOD , Department of applied Economics, Cochin University, Kerala.
Dr.S.R.Keshava
Professor of Economics
Bangalore University, Bangalore.
Dr.S.Chinnammai
Associate Professor of Economics, University of Madras, Chennai,
Dr.A.Ranga Reddy
Professor Emeritus,
Sri Venkateshwara University Andhra Pradesh.
Dr. V.Vijay Durga Prasad
Professor and Head Department of Management Studies
PSCMR College of Engineering and Technology
Kothapet, Vijayawada -520 001 A.P
Dr.A.Alagumalai
Associate Professor of Political Science, P.T.M.T.M.College Kamudhi, 623 604
Ch. Anjaneyulu
Assistant Professor
Department of Business Management Telangana University
Dichpally—Nizamabad, Telangana—India
Dr .Ishwara P
Professor in Commerce Department of Commerce, Mangalore University Karnataka
Dr.G.Parimalarani
Associate Professor
Department of Bank Management Alagappa University
Karaikudi, Tamilnadu Dr.Rambabu Gopisetti
Chairman, Board of Studies in Commerce Department of Commerce
Telangana University Dichpally, Nizamabad Telangana State -503322
Ms.Bhagyshreehiremath
Assistant Professor of Economics
Indian Institute of Information Technology Dharwad
Prof.M.Yadagiri
Head & Dean
Faculty of Commerce Telangana University
Dichpally--Nizamabad--503322 Telangana State – India
Dr. C. Theerthalingam
Head & Assistant Professor of Economics, Government Arts College (Men),
Krishnagiri – 635001
Dr.G. Uppili Srinivasan,
SCHOOL OF COMPUTER SCIENCE, ENGINEERING & TECHNOLOGY
Prof. Naveen Kumar
Associate Professor
Department of Computer Science, University of Delhi, India-110007
Dr. Rakesh Kumar
Mandal Secretary, CSI, Siliguri Chapter Assistant Professor
School of Computer Science & Application North Bengal University P.O.
Darjeeling West Bengal – 734013
Dr. D. Roy Chowdhury
Assistant Professor
School of Computer Science & Application University of North Bengal
Dr. Ardhendu Mandal
Assistant Professor
School of Computer Science and Application
University of North Bengal (N.B.U)
Dr. Ms. Bhagyashree D. Hiremath
Assistant Professor
Department of Computer Science and Engineering
SCHOOL OF AGRICULTURAL & RURAL DEVELOPMENT AND EDUCATIONAL TECHNOLOGY, ENVIRONMENTAL SCIENCE
Dr.V.M.Indumathi
Assistant Professor
Dept. of Agricultural and Rural Management
Tamil Nadu Agricultural University, Coimbatore - 641 003
Dr. M.Mirunalini
Assistant Professor
Department of Educational Technology Bharathidasan University,
Khajamalai Campus Thruchirappalli – 620 023
Dr.S.Angles
Assistant Professor
Department of Agricultural Economics, Tamil Nadu Agricultural University, Coimbatore, Tamil Nadu, India Pin Code – 641003
Dr. K. Boomiraj
Assistant Professor
Department of Environmental Sciences, Tamil Nadu Agricultural University, Coimbatore- 3.
R.Ganesan
Professor and Head, Department of English, Kongu Engineering College,
Perundurai--638 052
Prof. V.Murugaiyan
Assistant Professor
Post Graduate & Research Department of History
H.H.Rajah’s College, Pudukottai.
Dr.P.Bamalin
Assistant Professor of English
Sri Bharathi Arts & Science College for Women
SCHOOL OF MATHEMATICS, PHYSIC, EARTH SCIENCE, BOTANY, CHEMISTRY, MOLECULAR BIOLOGY, ZOOLOGY
Dr. P.K. Omana
Scientist
Ministry of Earth System Science, Government of India
National Centre for Earth Science Studies, Trivandrum, Kerala
Dr. S. Loghambal
Assistant professor
Department of Mathematics V V College of Engineering Tisaiyanvilai – 627 657 Tamil Nadu, South India
Dr. M.Kumaresan
Professor and Head Department of Chemistry,
Erode Sengunthar Engineering College, Perundurai, Erode, Tamilnadu
Dr. Pradip Sarawade
Assistant Professor, School of Physics University of Mumbai. Mumbai-400098 India
Prof.B.Vidya vardhini
Professor in Botany
Principal, University College of Science Head, Department of Botany
Telangana University
Dichpally, 503322 Nizamabad Andhra Pradesh, India
Dr. Dhiraj Saha,
Assistant Professor (Senior Scale),
Insect Biochemistry and Molecular Biology Laboratory,
Department of Zoology, University of North Bengal,
Dr.Biju V
Assistant Professor of Mathematics, College of Natural & Computational Sciences,
Debre Markos University,
Federal Democratic Republic of Ethiopia
Dr.S.Priyan
Assistant Professor,
Department of Mathematics,
MepcoSchlenk Engineering College, Virudhunagar- 626 005
Dr. M. Aruna
Associate Professor & Head Department of Botany Telangana University
Emperor International Journal of Finance And Management Research [EIJFMR] Issn: 2395-5929
Emperor International Journal of Finance And Management Research [EIJFMR] Issn: 2395-5929 Page No:01
CONUNDRUMS ON LINKAGE BETWEEN LEARNING
ORGANISATION AND CREATIVITY-REVISITING STRESS
MANAGEMENT IN DIFFERENT DIMENSION
Mrs.E.DHILSHATH BEE
Ph.D (Part-time) Research Scholar, Department of Commerce, Arignar Anna Government Arts College, Cheyyar, Tiruvannamalai.
Dr.P.MARIA DOSS
Assistant Professor,PG and Research Department of Commerce, Presidency College,Chennai.
ABSTRACT
“A Learning Organisation is one in which people at all levels, individuals and collectively, are continually increasing their capacity to produce results they really care about and innovative.”
- Anonymous
Creativity is not possible unless or otherwise organisation strengthen its knowledge base. This again is difficult to materialize if the organisation is not emerging as a Learning Organisation. The Learning Organisation is a concept that is becoming an increasingly widespread philosophy in modern companies, from the largest multinationals to the smallest ventures. What is achieved by this philosophy depends considerably on one’s interpretation of it and commitment to it. As highlighted in literature and in practices, a Learning Organization is seen as a response to an increasingly
Emperor International Journal of Finance And Management Research [EIJFMR] Issn: 2395-5929
Emperor International Journal of Finance And Management Research [EIJFMR] Issn: 2395-5929 Page No:02 LEARNING ORGANISATION AND
DISTRESS ORGANISATIONAL
ENVIRONMENT
I. The Building Blocks
Before a Learning Organisations can be
implemented and attempt to distress
organizational environment, a solid
foundation can be made by taking into
account the following :
· Awareness
· Environment
· Leadership
· Empowerment
· Learning
Awareness
Organisations must be aware that
learning is necessary before they can
develop into a Learning Organisation.
This may seem to be a strange statement
but this learning must take place at all
levels; not just the Management level.
Once the company has excepted the
need for change, it is then responsible
for creating the appropriate environment
for this change to occur in.
Environment
Centralised, mechanistic structures do
not create a good environment.
Individuals do not have a
comprehensive picture of the whole
organisation and its goals. This causes
political and parochial systems to be set
up which stifle the learning process.
Therefore a more flexible, organic
structure must be formed. By organic, we
mean a flatter structure which encourages
innovations. The flatter structure also
promotes passing of information between
workers and so creating a more informed
work force. It is necessary for
management to take on a new philosophy;
to encourage openness, reflectivity and
accept error and uncertainty. Members
need to be able to question decisions
without the fear of reprimand. This
questioning can often highlight problems
at an early stage and reduce time
consuming errors. One way of
over-coming this fear is to introduce anonymity
so that questions can be asked or
suggestions made but the source is not
necessarily known.
Leadership
Leaders should foster the Systems
Thinking concept and encourage learning
to help both the individual and
organisation in learning. It is the leader’s
responsibility to help restructure the
individual views of team members. For
example, they need to help the teams
understand that competition is a form of
learning; not a hostile act. Management
must provide commitment for long-term
Emperor International Journal of Finance And Management Research [EIJFMR] Issn: 2395-5929
Emperor International Journal of Finance And Management Research [EIJFMR] Issn: 2395-5929 Page No:03 amount of resources available (money,
personnel and time) determines the
quantity and quality of learning. This
means that the organisation must be
prepared to support this.
Empowerment
The locus of control shifts from managers
to workers. This is where the term
Empowerment is introduced. The workers
become responsible for their actions; but
the managers do not lose their
involvement. They still need to encourage,
enthuse and co-ordinate the workers.
Equal participation must be allowed at all
levels so that members can learn from each
other simultaneously. This is unlike
traditionally learning that involves a top-down structure (classroom-type example)
which is time consuming.
Learning
Companies can learn to achieve these aims
in Learning Labs. These are small-scale
models of real-life settings where
management teams learn how to learn
together through simulation games. They
need to find out what failure is like so that
they can learn from their mistakes in the
future. These managers are then
responsible for setting up an open, flexible
atmosphere in their organisations to
encourage their workers to follow their
learning example. Anonymity has already
been mentioned and can be achieved
through electronic conferencing. This
type of conferencing can also encourage
different sites to communicate and share
knowledge, thus making a company
truly a Learning Organisation.
Implementation Strategies
Any organisation that wants to
implement a learning organisation
philosophy requires an overall strategy
with clear, well defined goals. Once
these have been established, the tools
needed to facilitate the strategy must be
identified. It is clear that everyone has
their own interpretation of the
“Learning Organisation” idea, so to
produce an action plan that will
transform groups into Learning
Organisations might seem impossible.
However, it is possible to identify three
generic strategies that highlight
possible routes to developing Learning
Organisations. The specific tools
required to implement any of these
depends on the strategy adopted, but the
initiatives that they represent are generic
throughout. These initiatives are ably
described using Peter Senge’s Five
Disciplines of Learning
Organisations (Senge, 1990). The
Emperor International Journal of Finance And Management Research [EIJFMR] Issn: 2395-5929
Emperor International Journal of Finance And Management Research [EIJFMR] Issn: 2395-5929 Page No:04 Accidental
For many companies, adopting a learning
organisation philosophy is the second step
to achieving this Holy Grail. They may
already be taking steps to achieve their
business goals that, in hindsight, fit the
framework for implementing a Learning
Organisation. This is the accidental
approach in that it was not initiated
through awareness of the Learning
Organisation concept.
Subversive
Once an organisation has discovered the
Learning Organisation philosophy, they
must make a decision as to how they want
to proceed. This is a choice between a
subversive and a declared strategy. The
subversive strategy differs from an
accidental one in the level of awareness;
but it is not secretive! Thus, while not
openly endorsing the Learning
Organisation ideal, they are able to exploit
the ideas and techniques.
Declared
The other option is the declared approach.
This is self explanatory. The principles of
Learning Organisations are adopted as part
of the company ethos, become company
“speak” and are manifest openly in all
company initiatives.
The Future:
Investment in Learning
There will be more emphasis on learning
and hence more investment in improving
individuals, teams and the organisation.
There will be more emphasis on the
ability to learn and take on board new
ideas and methods. Training will be
provided by people within the company
who actually do the work. Training will
no longer be a separate activity but an
integral part of the teams in the company.
Technology
The price per performance ratio of
technology will increase greatly. The
value of technology compared to labour
will improve by an even greater amount.
Technology will become more cross
functional and transparent.
Knowledge is the Key
In the future, organisation will be based
on knowledge and not just physical
assets such as land or products. The most
important employee will be a
‘knowledge worker’ and employees
will be judged on their ability to learn.
REFERENCE
1. Abowd, J. M. 1990. Does
performance-based compensation affect
corporate performance? Industrial and
Emperor International Journal of Finance And Management Research [EIJFMR] Issn: 2395-5929
Emperor International Journal of Finance And Management Research [EIJFMR] Issn: 2395-5929 Page No:05
2. Arthur, J. B. 1994. Effects of
human resource systems on
manufacturing performance and
turnover. Academy of Management
Journal, 37: 670-687.
3. Barney, J. 1991. Firm resources and
sustained competitive advantage.
Journal of Management, 17: 99-120
4. Barney, J.B. & Wright, P.M. 1988.
On becoming a strategic partner: The
role of human resources in gaining
competitive advantage. Human
Resource Management, 37(1): 31-46.
5. Baird, L & Meshoulam, I. 1988.
Managing the two fits of strategic
human resource management. Academy
