The book is about author's research on CEO's strategies in industrial relations covering six CEO's over a period of more than 3 decades. The book is about integration of research and practice in the field of management of industrial relations and human resource development.
The book is about author's research on CEO's strategies in industrial relations covering six CEO's over a period of more than 3 decades. The book is about integration of research and practice in the field of management of industrial relations and human resource development.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Dr Anil K. Khandelwal has been appointed by the Government of India as a member of Banks Board Bureau. He is also a senior advisor at KPMG and is a non-executive chairman of a bank in Mauritius. Khandelwal is a leading transformational leader, author, educationist and an HRD expert. He is the former chairman and managing director of Bank of Baroda and Dena Bank.
Inhaltsangabe
Contents List of Tables 4 Acknowledgements 5 List of Abbreviations 7 Preface 8 Introduction 11 Section I: Researching Industrial Relations 20 Chapter 1: Setting of the Research Agenda 21 Chapter 2: Pragmatic Paternalism (1956-68) 41 Chapter 3: A Testing Time (1969-70) 54 Chapter 4: Fight to the Finish (1971-74) 64 Chapter 5: Divide and Rule (1975-81) 87 Chapter 6: Soft Pedalling (1982-84) 119 Chapter 7: Management Apathy to Reforms (1985-90): A feel from the field 135 Chapter 8: Trade Unions Rule the Roost (1990-2000) 195 Section II: From Research to Experiments in the Field 221 Chapter 9: New Explorations and Initiatives (1995-97) 222 Chapter 10: Dislodging the Status Quo (1997-2000) 238 Section III: Towards a New Paradigm 264 Chapter 11: Reforming IR 266 Chapter 12: From IR to HRD: 310 Chapter 13: Inferences and Insights 356 Chapter 14: CEO - Chess master or Gardener? 389 Appendix 398 Bibliography 402
Contents List of Tables 4 Acknowledgements 5 List of Abbreviations 7 Preface 8 Introduction 11 Section I: Researching Industrial Relations 20 Chapter 1: Setting of the Research Agenda 21 Chapter 2: Pragmatic Paternalism (1956-68) 41 Chapter 3: A Testing Time (1969-70) 54 Chapter 4: Fight to the Finish (1971-74) 64 Chapter 5: Divide and Rule (1975-81) 87 Chapter 6: Soft Pedalling (1982-84) 119 Chapter 7: Management Apathy to Reforms (1985-90): A feel from the field 135 Chapter 8: Trade Unions Rule the Roost (1990-2000) 195 Section II: From Research to Experiments in the Field 221 Chapter 9: New Explorations and Initiatives (1995-97) 222 Chapter 10: Dislodging the Status Quo (1997-2000) 238 Section III: Towards a New Paradigm 264 Chapter 11: Reforming IR 266 Chapter 12: From IR to HRD: 310 Chapter 13: Inferences and Insights 356 Chapter 14: CEO - Chess master or Gardener? 389 Appendix 398 Bibliography 402
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