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Given the importance of interpersonal skills for both managerial and organizational effectiveness in domestic as well as international contexts, examines the relationship between communicative capability of Indian managers and selected demographies and draws generalizations and implications about the communicative capabilities of Indian managers.

This study found that 10 of 16 measures of interpersonal communication showed statistical significance between male and female administrators in a university environment. Using the FIRO‐B questionnaire, females preferred to initiate more inclusion and affection in interpersonal activities; also, they wanted other people to include them and to be friendly to them in inter‐personal relationships. Beyond the comparison of males and females, however, it is evident that all scores (both male and female) exist within the mid‐range categories. Thus, it is concluded that interpersonal communication capacity is lacking throughout the sample, and definite actions are needed to increase interpersonal communication effectiveness in organisations.

Communicating with subordinates in a helpful and empathic manner is a skill often needed by supervisors in organisations. A model is outlined here which discusses subordinate‐oriented communication at five levels of effectiveness. A supervisory training programme is also discussed emphasising the use of role playing in teaching effective and empathic communication responses. And finally, various training techniques are suggested which will help the trainee supervisor in implementing the concepts learned into actual practice Pre‐ and post‐test scores from a recent training programme are presented and discussed.

Significant wage and material price increases, coupled with only slight increases in organisational productivity, are forcing some companies to question their present approach to operational management. A project approach to productivity and creativity is based on the premise that management cannot afford wage increases without a corresponding increase in productivity. Employees can contribute to the organisation through new ideas, better work methods and cost reduction programmes. They want and need recognition and a sense of belonging to the company. A project approach will provide a “teamwork” atmosphere among labour and management, both realising that the longevity of all members of the organisation is at stake. Appointment of a productivity manager with corresponding project managers throughout the company will place the emphasis on increasing organisational efficiency and productivity of the firm.

Every organisation has an existing set of values, an “organisational culture”. Could a richer set of values improve the organisation? If so, how is the organisation better. What are some ways of enriching the existing values, and who can do it? These issues are examined and their application is explored through examples.

The conflicting research on the elderly has led many to question the wisdom of using age alone to segment the market. Psychographics, or lifestyle groupings, has emerged as a more robust technique of identifying distinct categories of the 65 and older market. An activities, interests, and opinions (AIO) questionnaire from 386 respondents provided data to identify five distinct groups of elderly shoppers. Significant differences were found among the five clusters with regard to the perceived importance of various retail attributes which sell over‐the‐counter drugs: quality of store and personnel, store characteristics, and use of coupons and discounts.