Meaning of work as explored in this study refers to the function that organizational paid employment serves for people. Is work a means of fulfilling social and economic expectations? Is it a means through which an individual can learn and grow personally? Is it a means of earning a living? Or is it an opportunity for people to express and apply their talents and expertise? In the real world, work could mean all of these together. However, when participants were asked about the meaning of work, their responses indicated the predominance of one meaning at any given time. The intent of this research was to explore how the predominant meaning of work got constructed before people started working and how that affected their work choices. The research was based on the assumption that meaning of work is a dynamic concept, i.e. the same individual can hold different meanings of work at two different points in time. This assumption in effect also suggests that meaning is not determined by fixed personality characteristics of an individual, but gets constructed through the interaction of the social structures and the personal preferences of people. In order to understand how the meaning of work evolves even before one starts working, a process theory of the construction of meaning of work was developed inductively using the work narratives of 44 public sector bank employees in India. It was found that work means different things to different people, but for ease of comprehension and for the purpose of analysis, the meaning of work has been categorized under two broad headings — social meaning of work and personal meaning of work. When the main function of work is to fulfill social and economic expectations, the person can be said to hold a social meaning of work. If work is predominantly a means to satisfy personal aspirations and interests, then it holds a personal meaning. The narratives suggest that when individuals have multiple career or job alternatives to choose from and also possess a clear knowledge of their interests, then their work choices are driven by personal inclinations and work takes on a personal meaning. On the other hand, when the number of job alternatives is limited and an individual does not have insight into one's own interests then social expectations and metaphors related to work influence the meaning of work and work choices. The theoretical and managerial implications of the findings and limitations are also discussed.

The present study tests an alternative and indigenous theory of personality and explores its links with various aspects of organizational behavior. According to the Indian philosophy, trigunas (three trait-like components), namely, sattva, rajas, and tamas, are present in everyone, but it is the relative predominance of one of the three gunas that determines the personality of an individual. Sattva guna is reflected in equanimity, serenity, and poise. Rajas is expressed in high action orientation, ambition, lust, and so on. Tamas is the trait that is manifested in sloth and laziness. The predictive relationship of these three gunas with organizational citizenship behavior, job satisfaction, and job performance (task performance and overall performance) was measured using the method of multiple regression analysis. Data were collected in dyads using 82 mid-level managers and their subordinates working in various Indian banking organizations. Results confirmed that high sattva guna strongly predicted organizational citizenship behavior and high performance but not job satisfaction. Rajas was the second best predictor of these outcome behaviors (except job satisfaction) but was negatively related to them, suggesting that only when rajas was low would these desirable behaviors be exhibited. Tamas did not predict any of the outcome behaviors measured. This Indian perspective on personality has significant implications for cross-cultural management. These implications and limitations of the study are discussed.

In 360-degree virtual reality, news stories put the user (who consumes news through a head-mounted display) inside the story. The present study tries to find out whether select 360-degree video documentaries make the users empathize with the story, situation, and people involved in the story. On the other hand, in the news media, journalists and documentary filmmakers work hard to get the news out to the public. People who read the news have to understand how journalists present the news. In 360-degree documentaries, there is no such boundary. This is why the current study is significant in determining how the users feel about the documentaries they watch using virtual reality headsets (HMDs). The current study also tried to find out if there was a difference in the level of compassion between the control group and the experimental group after watching a 360-degree VR documentary. It also looked at how the empathy machine affected the level of compassion of both male and female journalism students. This study used a quantitative approach and a questionnaire that the participants filled out on their own. The respondents who belong to the experimental group and who filled out the pre-test questionnaire were asked to use VR headsets (Oculus Quest 2) to watch a 360-degree documentary. The control group respondents were asked to watch the content using mobile phones.

Theoretical basis Change in culture brought about by effective leadership is at the core of this case. Therefore, two broad topics can be discussed using this case: organizational culture change and Change Leadership OR Role of leaders in organzational change. Research methodology The case was prepared using primary data collected through a series of interviews conducted with participants of the change process. The participants included R. Sivanesan, Senior Vice President (Quality, Sourcing and Supply Chain) of Ashok Leyland, many members of the quality team, production department, HR executives and members of the marketing team. Secondary data in the form of an interview of Mr Vinod Dasari published in a popular magazine Autocar Professionals and organizational documents/presentations used during the change process were also used to build the case. Case overview/synopsis In 2011, when Vinod Dasari took over as the Managing Director and CEO of Ashok Leyland (AL), he hired R. Sivanesan. The quality standards of the vehicles produced in the AL plants in 2011 was far from satisfactory. He decided to change this. Part A of the case discusses the challenges faced by Sivanesan and Vinod Dasari in bringing about a change in the quality management practices at AL. Part B discusses the steps they actually took and the change that resulted from it. Learning objectives At the end of the case discussion, the participants will be able to develop an understanding of the various aspects of organizational culture and how it manifests itself; become aware of the underlying causes of resistance to change; critically evaluate and apply various theories of change management; create an action plan for changing the culture of any organization; and appreciate the role of leaders as change agents. Complexity academic level The central theme in this case is managing culture change within organizations through effective leadership. Instructors teaching courses in organizational theory, organization structure/culture and leadership will find this case relevant. It is primarily intended for use in MBA and Executive Education programs in Management.

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