Mayas Publications logo
Buy Books Buy journals

Journal Issues

Back To Archive
A Study on Inter-Community Cooperation in The Microregion on Rural Development
Dr. M.R.Prakash ,
Pages: 1-6 | First Published: 05 Aug 2024
Full text | Abstract | Purchase | References | Request permissions

Abstract
Agreements are at risk to raised shakiness remembering procedure based explanations are pulling in extending thought (e.g., Ring and Van De Ven, 1994), process put together assessing keeps with respect to suffering on the ascent field of study. In this paper I clarify a method based perspective of association together instability that is set up in the inspirational presentation of the association together limit spanners (Das and Kumar, 2011). The technique based perspective speaks to the scaled down scale conduct point of view which features the essentialness of person's perceptions and exercises in trim association results. The paper clarifies the linkages between the association together limit spanners persuasive presentation, the association divergence model, and realness fix frameworks. I recommend that collaboration limit spanners may have either a headway focused or a neutralizing activity focused self-authoritative system. Association together limit spanners with a headway focus are prepared towards expanding positive outcomes however association together limit spanners with an expectation focused self-regulatory structure are adjusted towards limiting negative outcomes. Association together unites with a progression focused self-authoritative system will recognize result abberations sooner while arrangement accessories with a repugnance focused self-regulatory structure will recognize process differences sooner. Horrible outcome irregularities are associated with a crisis of sensible realness while ominous technique irregularities are associated with a crisis of good genuineness. I talk about the alternative courses in which association accessories can attempt to fix legitimacy. Recommendations for assessment and practice are analyzed.

References

[1] Beamish, P. W., & Lupton, N. C. (2009). Managing Joint Ventures. Academy of Management Perspectives, 23,75-94. http://dx.doi.org/10.5465/AMP.2009.39985542
[2] Das, T. K., & Kumar, R. (2011). Regulatory Focus and Opportunism in the Alliance Development Process. journal of Management, 37, 682-708. http://dx.doi.org/10.1177/0149206309356325
[3] Das, T. K., & Teng, B. (1998). Between Trust and Control: Developing Confidence in Partner Cooperation in Strategic Alliances. Academy of Management Review, 23, 491-512. http://dx.doi.org/10.2307/259291
[4] Dyer, J. H., & Singh, H. (1998). The Relational View: Cooperative Strategy and Sources Interorganizational Competitive Advantage. Academy of Management Review, 23, 660-679. http://dx.doi.org/10.2307/259056
[5] Forbes, D. (2007). Reconsidering the Implications of Decision Comprehensiveness. Academy of Management Review, 32, 361-376. http://dx.doi.org/10.5465/AMR.2007.24349585
[6] Higgins, E. T. (1998). Promotion and Prevention: Regulatory Focus as a Motivational Principle. Advances in Experimental Social Psychology, 30, 1-46. http://dx.doi.org/10.1016/S0065-2601(08)60381-0
[7] Kale, P., & Singh, H. (2009). Managing Strategic Alliances: What do we Know and Where do we Go from Here?Academy of Management Perspectives, 23, 45-62. http://dx.doi.org/10.5465/AMP.2009.43479263
[8] Kumar, R. (2014). Managing Ambiguity in Strategic Alliances. California Management Review, 56, 82-102.http://dx.doi.org/10.1525/cmr.2014.56.4.82
[9] Suchman, M. C. (1995). Managing legitimacy: Strategic and Institutional Approaches. Academy of Management Review, 20, 571-610. http://dx.doi.org/10.5465/AMR.1995.9508080331
[10]Wathne, K. H., & Heide, J. (2000). Opportunism in Interfirm Relationships: Forms, Outcomes, and Solutions.

A Study on the Socio-Economic Circumstances of the Women Beneficiaries in Madurai, Tamil Nadu
Mrs. Sangeetha M
Pages: 7-10 | First Published: 05 Aug 2024
Full text | Abstract | Purchase | References | Request permissions

Abstract
Dynamic Finance is the oil, which oils the wheels of progress. All financial aspects rely on the go between highlight to move assets from savers to merchants. In commercial center economies, this component is accomplished by business banks, financial foundations and capital markets. The negative could get incomprehensibly little totals, and the getting ready and supervision of crediting to them may eat up administrative costs unequal to the measure of advancing. Today, cash related self-rule is believed to be the prime foundation for improving the differentiation of youngsters in India. It is ordinarily agreed that openness of budgetary evaluation to ladies would realize cutting down their dependence, updating their social and money related activities, and also empowering them to authenticate more in the nuclear family decisions. In India, women can't be viewed as a homogeneous get-together, as the overall population is stratified on the reason of class, rank and religion. It has been settled that the course of action of youngsters and their enthusiasm for cash related establishment FICO rating remain fixing to class, station and non regular affiliations. In order to get a handle on the method for these easygoing associations, it's miles essential to get the budgetary state of youngsters beneficiaries inside the audit locale. This work attempts to examinations the otherworldly socio-cash related components and family profiles of the ladies beneficiaries.

References
[1] Kulshrestha LR (2000) “Micro-finance: The New Development Paradigm for Poor Rural Women”, Kurushetra, November.
[2] Karmakar KG (1999) Rural Credit and Self-Help Groups: Micro-Finance Need and Concepts in India.
[3] Samirendra N (2005) Micro-Finance for Women. Northern Book Centre, New Delhi.
[4] Sriram MS (2005) Micro Finance and the state Exploring Areas and structures of collaboration.
[5] Mishra RK (2002) Self Help Groups and Micro Credit Movements in Orissa: Issues and Options Indian Co-operative Review.
[6] Morduch J, Haley B (2001) Analysis of the Effects of Micro Finance on Poverty Reduction.
[7] Muniyandi B (2006) Credit linkage of Self Help Groups through Micro Finance in Villupuram District, 27th Annual Conference of the Association of Economists of Tamil Nadu.
[8] Robinson, Otero M, Rhyne E (1994) Savings Mobilization and Microenterprise Finance: The Indonesian Experience.
[9] Samirendra N (2005) Micro-Finance for Women. Northern Book Centre, New Delhi.
[10] Sriram MS (2005) Micro Finance and the state Exploring Areas and structures of collaboration. [11]Sudha SM (2004) Micro credit A Succor to Rural Development Tamil Nadu Journal of Co-operation. Singh S (2004) Empowerment of Women Representatives in Panchayati Raj

Online Marketing for Marketing of Management Institutes in Maharashtra
Dr. Gajanan P. Mudholkar
Pages: 11-19 | First Published: 05 Aug 2024
Full text | Abstract | PDF | References | Request permissions

Abstract
The service sector requires marketing so as to compete with the competitors and to strive and grow in their relevant sector. In this research paper, the researcher attempted to study the management institutes as the educational service providers and the marketing practices employed by them. The recent trends in the marketing of management institutes may include the internet marketing, mobile marketing and other recent trends. Here the researcher made an attempt to study the online marketing practices adopted by management institutes as marketing practices nowadays. The findings are interpreted from the table that Online marketing or internet marketing had also played an important role in Marketing of Management Institutes in Maharashtra State as explained by 64.33% Management Institutes in Maharashtra State with agree and strongly agree case.
Keywords: Online marketing, educational marketing, internet marketing and management institutes

References

  1. Aaker, David A (1991). Managing Brand Equity: Capitalizing on the Value of a Brand Name. New York: Free Press.

  2.  American marketing association (1960), “Marketing definition” A glossary of marketing terms, Chicago 1960.

  3. Bansal S.P (2004) “Marketing Management”, Kalyani Publishers, Ludhiana 2004.

  4. Berry, L., and A. Parasuraman. Marketing Services. New York: Free Press, 1991.

  5. Chaudhuri, A., and M. Holbrook. “The Chain of Effects from Brand Trust and Brand Affect to Brand Performance: The Role of Brand Loyalty.” Journal of Marketing 65 (2001): 81-93.

  6. Cundiff, E.W and Still R.R,”Basic Marketing Concepts, decision and strategies” Prentice Hall of India. New Delhi.

  7.  Cundiff, Edward W and Hilgar, “Marketing in the international environment”, Prentice Hall International Inc, New Jerssy, pp 376-378.

  8. Cundiff. E.W, “Basic marketing concepts, Decision and strategies”, 2nd edn. Prentice hall of India.

  9. Iacobucci, D., and J. Hibbard. “Toward an Encompassing Theory of Business Marketing.

  10. Jacoby, J., and R. Chestnut. Brand Loyalty: Measurement and Management. New York: John Wiley, 1978.

  11. Kall J., Marketing with practice, No 7, 2002, p. 7.

  12. Kamyk T., Marketing Services, September 2002, p. 56.

  13. Kotler Phillip, “Marketing Management”, Prentice Hall of India Private ltd, NewDelhi. 2002.

  14. Kotler,P “Principles of marketing”. Prentice Hall of India, New Delhi. 2008.

  15. Leighton, David, S.R, “International Marketing: text and cases”, Mc Graw Hill inc. USA pp189-190.

  16. Cannon, Tom, Basic Marketing - Principles and Practice, Holt, Rinehart and Winston, London, 1980. 

  17.  Mayakkannan (2019) Customer perception on service quality towards retail banking in Chennai; retailing: trends in the new millennium, 2019; MJP Publisher.

  18. Sumathy, KP Vipin (2017) Digital payment systems: Perception and concerns among urban consumers; International Journal of Applied Research: volume 3 issue 6 Pp 1118-1122. 

  19. Mayakkannan (2017) A Study on Employee Perception on Public Sector Banks in Chennai City; International Journal of Applied Business and Economic Research; Volume 15 Number 21 (Part 2) PP 29-40 Serials Publications Pvt. Ltd.

  20.  Carmines, E.C. and Mclver, J.P. (1981). ‘Analyzing models with unobserved variable’, In Bohrnstedt G, W. and Borgatta, E.F (ed). Social Measurement: Sage, Beverly Hills.

  21. Wheaton. B., Muthen, B; Alwin, D.F and summers, G.F. (1977). ‘Assessing reliability and stability in panel models’, In Heise, D.R. (ed.), pp 84-136, Sociological Methodology, Joessey-Bas, San Francisco. 

  22. Wright, Sewall S. (1921)."Correlation and causation". Journal of Agricultural Research 20: 557–85. 

  23. Dr M. Sumathy (2010) Banking Industry Vision-2010, the Indian banker; Volume2pp33-37. 

  24.  Mayakkannan (2020) A study on performance evaluation of selected public and private sector banks through camel model in India; Purakala; Volume 31 Issue: 25 pp 202-206.

  25. American Marketing Association Committee on Definitions, A Glossary of Marketing Terms, Chicago, 1960.

  26. Assael,H., Consurner Behaviour and Marketing Action, Kent Publishing Company,
    Boston, 1987.

  27. Balachandran, S., Customer - Driven Services Management, Response Books, A Division of Sage Publications, New Delhi, 1999.

  28. Berry, L. L and Parasu ram an, A., Marketing Services: Competing Through Quafik Free Press, New York, 1991.

  29.  Booms, B.H. and Bitner, M. J., Marketing Strategies and Organisation Structures for Services Firms, in Donnelly, J.H. and George, W.R. (Eds.), Marketing of Services, American Marketing Association, 1982.

  30. Burnett, John, J., Promotion Management, A.1.T.B.S Publishers and Distributors, Delhi, 1998

Placements and its impact on Marketing of Management Institutes in Maharashtra
Dr. Gajanan P. Mudholkar,
Pages: 20-28 | First Published: 05 Aug 2024
Full text | Abstract | PDF | References | Request permissions

Abstract
The management institutes should always be concerned with the placement of the students in the corporate world. The placement plays an important role in shaping the brand image of the management institutes. Therefore, the management institute should take utmost care about the placement activity of the institute. Here, in this research paper, researcher made an attempt to study the placement and its impact of marketing of management institutes in Maharashtra. At the end, it is found that the placements makes an impact on the marketing of management institutes in Maharashtra.
Keywords: Placements, Marketing of Institutes, management institutes

References

1. Shri Vastava,P.K.”Marketing Management in a developing economy”,Sterling Publishers(p) Ltd,New Delhi 1991.
2. Smagalla, D. "Does Promotion Pricing Grow Future Business?" MIT Sloan Management Review 45, no. 4 (2004): 9.3. Stanton W.J, “Fundamentals of marketing”, Tata Mc Graw Hill , New York. 1967.
4. Aaker, David, A., Building Strong Brands, Free Press, Charlotte, New York, 1996.
5. Albaum , Gerald and Ven katesan , M., Scientific Marketing Research, Free Press, New York, 1971.
6. American Marketing Association Committee on Definitions, A Glossary of Marketing Terms, Chicago, 1960.
7. Assael,H., Consurner Behaviour and Marketing Action, Kent Publishing Company, Boston, 1987.
8. Balachandran, S., Customer - Driven Services Management, Response Books, A Division of Sage Publications, New Delhi, 1999.
9. Berry, L. L and Parasu ram an, A., Marketing Services: Competing Through Quafik Free Press, New York, 1991.
10. Booms, B.H. and Bitner, M. J., Marketing Strategies and Organisation Structures for Services Firms, in Donnelly, J.H. and George, W.R. (Eds.), Marketing of Services, American Marketing Association, 1982.
11. Burnett, John, J., Promotion Management, A.1.T.B.S Publishers and Distributors, Delhi, 1998.
12. Cannon, Tom, Basic Marketing - Principles and Practice, Holt, Rinehart and Winston, London, 1980. 13. Mayakkannan (2019) Customer perception on service quality towards retail banking in Chennai; retailing: trends in the new millennium, 2019; MJP Publisher. 14. Sumathy, KP Vipin (2017) Digital payment systems: Perception and concerns among urban consumers; International Journal of Applied Research: volume 3 issue 6 Pp 1118-1122. 15. Mayakkannan (2017) A Study on Employee Perception on Public Sector Banks in Chennai City; International Journal of Applied Business and Economic Research; Volume 15 Number 21 (Part 2) PP 29-40 Serials Publications Pvt. Ltd.
16. Carmines, E.C. and Mclver, J.P. (1981). ‘Analyzing models with unobserved variable’, In Bohrnstedt G, W. and Borgatta, E.F (ed). Social Measurement: Sage, Beverly Hills.
17. Wheaton. B., Muthen, B; Alwin, D.F and summers, G.F. (1977). ‘Assessing reliability and stability in panel models’, In Heise, D.R. (ed.), pp 84-136, Sociological Methodology, Joessey-Bas, San Francisco.18. Wright, Sewall S. (1921)."Correlation and causation". Journal of Agricultural Research 20: 557–85. 19. Dr M. Sumathy (2010) Banking Industry Vision-2010, the Indian banker; Volume2pp33-37. 20. Mayakkannan (2020) A study on performance evaluation of selected public and private sector banks through camel model in India; Purakala; Volume 31 Issue: 25 pp 202-206.
21. American Marketing Association Committee on Definitions, A Glossary of Marketing Terms, Chicago, 1960.
22. Assael,H., Consurner Behaviour and Marketing Action, Kent Publishing Company, Boston, 1987.
23. Balachandran, S., Customer - Driven Services Management, Response Books, A Division of Sage Publications, New Delhi, 1999.
24. Berry, L. L and Parasu ram an, A., Marketing Services: Competing Through Quafik Free Press, New York, 1991.
25. Booms, B.H. and Bitner, M. J., Marketing Strategies and Organisation Structures for Services Firms, in Donnelly, J.H. and George, W.R. (Eds.), Marketing of Services, American Marketing Association, 1982.
26. Burnett, John, J., Promotion Management, A.1.T.B.S Publishers and Distributors, Delhi, 1998.