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Covid-19: pandemic management in different parts of India

Wilinski Antoni, Sharma Ravindra, Arti M.K.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

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2023

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z. 169

707--723

EN

Purpose: Managing a pandemic in individual countries is a concern not only of governments but also of WHO and the entire international community. The pandemic knows no bounds. In this context, India is a special country - with a huge population and a very large diversity of cultural, geographic, economic, poverty levels, and pandemic management methods. In this work, we try to assess the sum of the impact of these factors on the state of the epidemic by creating a ranking of Indian states from the least to the most endangered. Design/methodology/approach: As a method of creating such a ranking, we take into account two very, in our opinion, objective variables - the number of deaths and the number of vaccinations per million inhabitants of the region. In order not to make the usually controversial ascribing of weights to these factors, we relate them to the selected reference region - here to the capital city - Delhi. We apply a logical principle - the more vaccinations, the better and the more deaths - the worse. Findings: The results are rather surprising. Many small regions are safe regions, such as Andaman, Tripura or Sikkim, many large or wealthy states are at the end of this ranking, such as Delhi, Maharashtra, Uttar Pradesh, Bihar, and Tamil Nadu. What was found in the course of the work? This will refer to analysis, discussion, or results. Originality/value: The method enables an indirect assessment of the quality of pandemic management in a given region of the country. It can be used for any country or even a group of countries or a continent. According to this criterion, the best state/region is intuitively the safest for residents. A small number of deaths and a large number of vaccinations may positively indicate the state of public health and good management of the fight against the pandemic by local and/or central authorities.

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Impact of Conflicts on Productivity at Workplace

Parashar Bhakti, Sharma Ravindra

Annals of Computer Science and Information Systems

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2020

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Vol. 24

143--146

EN

Employee's productivity is the most important and pressurising issue in the organization which is now a days a very normal and natural part in this global competition with the differences in culture, values and ethics. As the world trade is operating under one umbrella people comes from different backgrounds and work style are taken together for shared business purposes, so conflict may take place in any type of association. Organizations generally tries to make their employees to work together and conflicts start when people with variety of workstyle, goals, motivations and process work together with different priorities. There can be many repercussions of such conflicts such as insults, non-cooperation, bullying, aggression and many a times fighting and harming other physically due to ego classes. People with such surroundings may be affected with stress even if they are not a part of that conflict because such conflicts create unhealthy working environment. Majority of people come with the solution that not to put those people in the same team who are creating conflicts, but this is the biggest misstate generally an organization does, because such decision may result in communication gap, lack of understanding, wrong perception. Neither we can separate people involved in conflict and let them stop communicating with each other nor can we leave them on their own because unresolved conflicts may lead to feeling of insult, hopelessness, dissatisfaction, unhappiness and so on. The extreme outcome of unresolved conflicts is work disruption, decrease productivity, project failure, absenteeism, turnover and termination. However if resolved properly it may result in better understand, ideas, working conditions and relationship and finally increase in productivity and profitability. Thus, this paper attempts to find out the possible outcomes of conflicts on the productivity of an employee and what can be effective solution for such conflict for retention of employees and their productivity.

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Correlates of Talent Management: An Empirical Analysis

Sharma Ravindra, Rana Geeta, Agarwal Shivani

Annals of Computer Science and Information Systems

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2020

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Vol. 24

109--113

EN

This paper attempts to measure talent management in India industry, using a standard questionnaire (Jayaraman et al. 2018). The data was obtained from a randomly drawn group of 378 managers from India's IT, telecommunication, power and Banking industries. The current study reports important co-relations among managers and talent management of age and hierarchy. ANOVA reported a significant difference in talent management between businesses and companies (technology and ownership) although the organisational life cycle position wasn't significant. This study concludes with implications for practioners and explores areas for further research.

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Building Healthcare 4.0 with Smart Workforce

Rakshit Pushpendu, Sharma Ravindra

Annals of Computer Science and Information Systems

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2020

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Vol. 24

91--94

EN

Role of Indian pharmaceutical industry has been significant over the years. It's a leading nation for catering pharma and healthcare services across globe. The development, production, distribution and appropriate utilization of medicines, as well as the supportive functions of regulation, operational research, and training, all require the involvement of competent pharmaceutical professionals. Smart workforce can always contribute for better functioning of healthcare system in a country like India. Adoption of smart technologies by human resource could represent a new competitive advantage for pharma companies exhibiting smart pharma. The dynamic-consolidation, globalization, methodical developments, public policy, and competition-have pushed human resource leaders into new territory to address dynamic needs of pharma business. There exists a digital revamp in life sciences industries even following self-reliant India mission. This is a conceptual explorative research demonstrates future of smart Indian pharma, which is in a verge to become self-reliant. This study helps to focus on pharma workforce challenges such as performance management, compensation management, motivation, promotion, talent management, training and development with the help of AMO model comprising three main components such as ability, motivation, and opportunity. This would also alert both the clinical manufacturers and users resulting in designing personalized based better future of Indian pharma industry. This is an explorative study driven by secondary sources and tends to design prototype. Future Pharma would see the business link paraphernalia across development and dispersal by using better, more reliable larger volumes of data to revolutionize manufacturing.