Symposia & Conferences
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Item Indigenous Management & Buddhism: The role Buddhism to Indigenous Management Practices in Sri Lanka(University of Kelaniya, 2005) Galahitiyawe, N.W.K.The concept ‘change’ has been subject to much discussion among scholars and practitioners in the discipline of contemporary management. Though change is a wellaccepted phenomenon, Taylorism still prevails dominant both in the west and East for hundreds of years. Once reflecting upon Sri Lankan history and legacy, it provides evidence with regard to the existence of a strong resource management system. Yet, the country is labeled as underdeveloped well over one century, and the reason behind this is not the lack of funds or resources, but the mismanagement of both. Thus, it is commonly argued that a localized management system, which resembles the socio – cultural requirements of the country is an urgent need. “Use foreign theories as base; test before apply and adjust them; if necessary re-conceptualize them and localize”. The objective of this paper is to critically evaluate the divergence of the existing management practices and to identify the appropriate indigenous management practices based on Buddhist ideology, which would suit the Sri Lankan context. The empirical data for the survey was collected from 10 Managers (Sinhala- Buddhist) and 20 Employees in two Sri Lankan organizations. Questionnaire and informal interviews have been used as the methods of data collection. The paper presents a model, which focuses on managing Sri Lankan employees and decision-making with a set of recommendations. The research concludes that the employee moral conducts are deep-rooted in the religion, beliefs and values, while 70% of managers are seeking for social power through power distance. Buddhism largely complies with postmodernism and therefore, requires to state past in new forms, because people rarely go against their traditions.Item New Insights on the Relationship among Organizational Change, Organizational Culture, Employee Motivation and Organizational Development(University of Kelaniya, 2005) Handapangoda, W.S.; Galahitiyawe, N.W.K.; Sajeewani, T.L.Today organizations largely attribute their success to a strong and firmly ingrained organizational culture and the analysis of organizational culture is one of the most important specialties in the area of organizational behavior. Since, any organization is a social system of interrelated parts, it is emphasized that a change in any one element has impacts throughout the organization, implying that change is inevitable and change itself is changing. Further, it has been argued that a change cannot be regarded as organizational development unless it modifies the culture of the organization. Accordingly, along with change, which is said to initiate development, employee motivation is another critical factor, which marks the successful performance of individuals followed by the achievement of organizational goals. For these reasons, this paper attempts to capture the interdependence or relationship among organizational change, culture, development and employee motivation, for any organization to see the future with a clear vision, it is highly essential to highlight the strategic fit amongst the above components, which are representing integral parts of the same social system. Managers in the present day are being taken over by the illusion of ‘change management’, despite the fact that change should be incorporated accordingly. Hence, management of any organization must be educated that the de-emphasis of this interconnectivity will cause the outgrowth of numerous negative consequences that affected success of the organization. Consequently, the objective of this study is to propose a sound and solid base for directing management towards the correct path in managing and coping with complexity and dynamism of today’s environment. Once reflecting upon methodology of the paper, it is totally descriptive and limited to secondary sources, analyzing findings of many scholars, who have concentrated more or less on the same direction. The conclusion of the study is that organizational change, culture, development and employee motivation are inseparable and interconnected components of the same system backed by conducive organizational leadership, of which, any desirable or undesirable movement of one component will result in significant consequences on others towards the same direction.