| dc.contributor.author | Bhatnagar, Deepti | |
| dc.date.accessioned | 2010-09-30T11:21:48Z | |
| dc.date.available | 2010-09-30T11:21:48Z | |
| dc.date.copyright | 1992 | |
| dc.date.issued | 1992-09-30T11:21:48Z | |
| dc.identifier.uri | http://hdl.handle.net/11718/9215 | |
| dc.description | Journal of Managerial Psychology, Vol.8, No.1,
(1993), pp. 3-9 | en |
| dc.description.abstract | The process of managing entails the exercise
of influence upward, downward and laterally
in an organization. The upward exercise of
influence[l], particularly leadership, has
received a lot of research effort [2-7]; lateral
and upward influence processes in
organizations have been relatively ignored [8].
As if to reduce this imbalance, the emerging
research on influence is increasingly
addressed to upward influence[9-14]. | |
| dc.language.iso | en | en |
| dc.subject | Appraisals | en |
| dc.subject | Banks | en |
| dc.subject | India | en |
| dc.subject | Influence | en |
| dc.subject | Tactics | en |
| dc.title | Evaluation of managerial influence tactics: a study of Indian bank managers | en |
| dc.type | Article | en |
