Maintaining an effective organizational culture within the corporate group is indeed a must to enhance organizational performance and shareholder return. A concept is proposed for a qualitative study aimed to explore prominent strategies that one corporate group deploys to establish an effective organizational culture to enhance performance. Denison organizational culture model is served as the theoretical underpinning for the study. "What strategies do senior managers deploy to establish an effective organizational culture to enhance performance" is identified as the research problem of the study in order to bridge the prevailing research gap. The research problem is answered through four research questions. An exploratory single-case study design is used for the study. A purposive sample of 20 senior managers from a leading corporate group in Sri Lanka participate in semi structured face-toface interviews. The study corporate group has 47 companies belongs to six main sectors, which is one of the largest corporate groups in Sri Lanka. The chosen participants conform the criteria of a minimum of 5 years of experience with strategies in establishing an effective organizational culture in the corporate group. The findings of this study would reveal a new model for business managers to enhance corporate performance by establishing an effective organizational culture.

Women's participation in the paid workforce is one of the most significant social changes of the last century. Therefore, significant progress has been achieved by women with their increase movements into the occupations and the proportion of women in management of different levels of the organizations has increased. However, towards the end of year 2012 the proportion of women in decision making is very low and still there are only around 20 per cent women are represent the managerial positions. Qualitative case study methodology was used to answer the question 'what are the perceived personal barriers that inhibit to career development of women managers in Sri Lanka'? By this study, it has been analyzed the experiences of 40 Sri Lankan women who are holding senior-level management positions in five public and five private sector organizations in the occupational categories of Education, Accountancy, Engineering, Insurance, Banking and Medical Service. The Grounded Theory analysis method was applied to analyze the data. The study found out that there are barriers in organizational support, number of task and working load, nearest colleagues and friendship and fellow managers and support.

Public Sector should be focused on improving the productivity by empowering employees and this will be part of an overall growth strategy of the countrie's economy. Therefore, the service quality of public sector of the country is significantly important.The purpose of this study is to determine the impact of behavioural elements of Job Design on the level of employee engagement of Sri Lanka Administrative Service Officers. This quantitative study, 141 SLAS officers among 2384 SLAS officers are examined to identify the impact of each of the behavioural element tested in Hackman and Oldham's Job characteristics model on the level of Employee engagement. In addition the level of employee engagement of SLAS officers and the level of each of the five behavioural element embedded in the job of SLAS officers are measured in the study. The results of the study indicates that 65% of the variance in Employee Engagement is explained by five behavioural elements of Job Design. It is also found that Autonomy, Task Significance and Skill Variety elemants of Job Design are positively correlated with the level of employee engagement of SLAS officers and Task Identity and Task Feedback elements of Job Design are not significantly correlated with employee engagement. The study also proved that SLAS officers are moderately engaged in their job, having moderaley positve mean values for vigour, dedication and absorption elements. The level of Autonomy and Skill Variety elements embedded in the job of SLAS officers is at a moderate level and the level of Task Significance and Task Identity elements embedded in the job of SLAS officers is at a high level. The feedback provided by the job to its holder is at a low when considering the job of the sample. A more accurate method should be developed to provide a feedback to the job holder regarding the performance.

Purpose: Comparison of NBFC's Non-Performing loan Ratio was given a research problem to the researcher to argue that which factors will be affected to the NPL of high risky non-banking financial company of Sri Lanka as the case study. This study examines the factors affecting non-performing loans of ABC Financed Limited. The objectives were to identify the Institutional relating Factors, Customer relating factors and Remedial Mechanisms of Dealing with Non-Performing Loans.Methodology: The scope of the research was limited to ten (10) Employees of ABC Finance Limited and ten (10) Customers of ABC Financed Limited. The study adopted the general qualitative research methodology using Interpretivism paradigm, Case study strategy and Grounded Theory Approach and in-depth interviews were conducted in order to collect data, and all the interviews were recorded, transcribed and coded. Open coding, selective coding and Axial coding were done in order to get the final framework.Findings: The findings revealed, Customer relating factors also reflect in case of nonperforming loans and there are some new factors were also found as Institutional related factors. Some moderate mechanisms also found to implement for all the financial companies and Banks.Originality / Value: The study contributes to expanding existing literature by investigating the issues of value relevance of financial statements within the Sri Lankan context, incorporating both red flags and accrual components.

The structure of the workplace is undergoing dramatic changes in the 2000s. The current trend towards change-an increasing number of women in the workplace, especially those visible in managerial position. The traditional hierarchical structure associated with maledominated management ranks is inadequate to accommodate properly this trend. The growing impact of women in the workforce has kept the leadership style and managerial effectiveness of women on the research agenda. Reviews some of the current thinking on women and leadership, drawing on general management literature. Looks at alternative management structure theories which support the view of a genderless management structure. Conclude with a synopsis of some of the factors that may account for differences in leadership styles and managerial effectiveness. Recommends that managers should begin to adopt an nontraditional management style which will not only foster a blend of so-called masculine and feminine behaviors, but also lead to better leaders.