E-Book, Englisch, 230 Seiten
Khanna / Chamoli / Dharamveer Effective Engineering Management: Fostering Sustainability and Responsible Leadership
1. Auflage 2025
ISBN: 978-981-5305-66-1
Verlag: De Gruyter
Format: EPUB
Kopierschutz: 0 - No protection
E-Book, Englisch, 230 Seiten
ISBN: 978-981-5305-66-1
Verlag: De Gruyter
Format: EPUB
Kopierschutz: 0 - No protection
This book addresses the pressing need for responsible decision-making in modern engineering contexts, the book explores interdisciplinary approaches that integrate sustainability, corporate responsibility, and innovation within management systems. Divided into three thematic sections, the volume begins with foundational discussions on cultural challenges, ESG reporting frameworks, and CSR integration. It then moves to sector-specific analyses-including construction, IT, and manufacturing-highlighting sustainable business practices and organizational effectiveness. The final section presents forward-looking perspectives, such as the role of AI, gamification, HR innovation, and continuous process improvement in shaping the future of engineering management. Key Features: Investigates emerging paradigms in sustainability reporting and ethical leadership Explores real-world case studies across diverse industries Examines the intersection of technology, HR trends, and engineering practices Offers multidisciplinary perspectives from expert contributors Supports practical understanding through contextual analysis.
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Embedding Sustainability by Reconnoitering the Cultural Adversities Encountered by Managers
Pooja Singh Negi1, *, R.C. Dangwal2, Deepshikha Kalra1
Abstract
Organizations that prioritize sustainability practices are very considerate of culture and leadership. Both organizational culture and managerial effectiveness revitalize novelty in sustainability practices by implementing innovative ways to reduce their impact on the environment, enhance social responsibility, and improve their economic performance. Therefore, the aim of the existing study is to empirically scrutinize the organizational culture and managerial effectiveness in the Indian banking industry. The study took place in 15 banks in highly colonized cities (Delhi and the NCR region) of India. For data collection, a total of 467 managers functioning in public, private, and foreign banks were approached. The results reveal that embedding sustainability dimensions of organizational culture, i.e., standard, conflict, identity, leadership, delegation, grievance handling, and decision-making, plays a noteworthy role in enhancing managerial effectiveness. Creating an organizational culture that fosters sustainable practices and service quality is a prerequisite when trying to enhance managerial effectiveness. This paper is distinctive as it dissimilitudes the organizational culture and managerial effectiveness of banks in an Indian milieu. Besides this, the walk-on part of organizational culture in managerial effectiveness is not sufficiently delved into. The existing study is also an effort in this conduct to analyze the association between culture and managerial effectuality to embed sustainability in the Indian context.
* Corresponding author Pooja Singh Negi: Department of Management Studies, Management Education and Research Institute, Janakpuri, New Delhi, India; E-mail: mrtpoojasingh@gmail.com
INTRODUCTION
In the realm of banking at a global level, engaging with diverse cultures presents both challenges and opportunities. Mastering cultural awareness, fostering effec-
tive communication, building relationships, and navigating cross-cultural interactions are essential skills for thriving in this sector. By adopting these practices, professionals in international banking can cultivate trust, cooperation, and sustainable connections across borders. Additionally, being aware of cultural shifts and regulatory transformations, while continually improving cultural intelligence and adaptability, will provide a competitive advantage in the global financial landscape. Ultimately, when approached with sensitivity and expertise, cultural diversity can serve as a powerful asset and a source of innovation, enabling international banking professionals to succeed in an interconnected world. The entire country's economy is impacted by bank fraud and deception [1]. Businesses are able to maintain exceptional financial results because of IBM, Hewlett-Packard, Procter & Gamble, and McDonald's strong accessibility to their culture [2]. The manager is in charge of providing customers with excellent financial services because the bank is a service-based enterprise. These organizations are true examples of sustainability as they mark themselves at a global level in terms of culture and leadership.
The banking industry's working strategy has undergone a change since the introduction of information technology. When it comes to organizational transition toward sustainability, corporate culture often plays an inventive role by overcoming challenges and legal obligations. According to a study [3], a few conflicting cultural values come together to build their corporate sustainability approach, specifically people-oriented exchanges (e.g., empowerment, guidance, origination, teamwork, leadership). These days, companies must reexamine the principles and procedures that make up their culture in order to retain and attract talent [4] and start improvements that affect workers' performance. It is well acknowledged that banks with successful human resources [5, 6] are more likely to have highly effective managers and sustainable organizations [7, 8].
Global financial growth is supported by a robust banking sector [9]. Indian banks have faced difficulties such as the market's erratic expansion, banks' erratic treasury gains, and falling interest rates, which have made foreign banks more competitive. According to Burns et al. [10], sustainability aids in changing the paradigm of leadership and cultivates leaders who are capable of working together to tackle pressing issues. A culture within a company promotes sustainability. In light of these strategic realignments, managerial effectiveness is also seen as a leading composite set of performances in time management, result orientation, and making effective decisions [11], in addition to being a necessary set of expertise to get the right things [12].
For instance, Xerox, founded in 1906 in the United States, specializes in document management, corporate processes, and outsourcing services. The business experienced scandals, a huge debt load, and an emergency in 2001. As a strong leader, Anne Mulcahy was able to boost trust by providing employees with motivation to be optimistic and dedicated to the business. The share price rose fivefold in just two years.
The factors that are linked to management effectiveness have been the subject of several studies. Organizational culture is one of the elements that appear to affect management success [13, 14]. Many researchers have shown that managerial behavior is strongly related to workplace culture and climate because of the critical role effectiveness plays in a variety of cultural contexts [15-17].
On the other hand, organizational culture has been intensively examined, explored, characterized, and reviewed to intensify theoretical accessibility [e.g., 18, 19]. Even if organizational culture showed a strong link with job satisfaction, leadership behavior [20], and management performance, conjoint evaluation is still scarce in the research.
The majority of research was conducted in the fields of manufacturing, education, and pharmaceuticals, despite the crucial role that organizational culture plays in promoting management effectiveness. Related to this, in 1971, Southwest Airlines was founded in the United States. Airlines experienced significant losses as a result of the 9/11 terrorist attack in 2011. In contrast, James F. Parker, a great transformer, avoided layoffs completely and upheld his commitment to employee care. During the recession, Southwest was the only airline to continue turning a profit. Additionally, some facets of managerial efficacy and organizational culture towards sustainability have yet to be thoroughly investigated [15]. Additionally [13], some authors proposed that alternative approaches should be taken when analyzing construct restrictions. According to a study [10], a variety of strategies help leaders grow in terms of their ability to think, absorb, and explore inside an organization.
Similarly, when ICICI employees welcomed Bank of Madura members into their organization, they displayed a great sense of culture. When ICICI and the Bank of Madura merged in 2003, it was a marriage of unequals. With 2400 workers and 2.6 million customers, the Bank of Madura seemed larger. There were barely 1600 people working for ICICI. After the merger, the average age of ICICI's workforce increased from 28 to 43. The fact that ICICI has effectively handled cultural fusion is to its credit. The ICICI HR team deserves praise for managing the merger as well. Therefore, the ability of managers and decision-makers to balance the conflicting objectives of social, environmental, and financial sustainability makes a sustainable corporate culture crucial for managerial performance. In order to foster a culture where employees can share values and views regarding the significance of these aims, organizations need to be sustainable. Dealing with the trade-offs that come with attempting to manage various objectives at the same time is made easier for managers by this sustainability-oriented organizational culture.
This study addresses a gap in the existing literature by examining the cultural role of executives and their professional success in the Indian context. Subsequently, this study used empirical data gathered in the Indian banking context to examine the relationship...
