Page 131 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Management Practices and Organisational Behaviour

Notes (c) Lack of information resources: Assuming greater responsibilities may be risky in the
absence of necessary information and resources. The fears of subordinates in this
connection are real. The resources at their disposal may be grossly insufficient to do
a good job. Starved of necessary facilities, their enthusiasm gets dampened forcing
them to reject further assignments.
(d) Too heavy: In the absence of adequate rewards for satisfactory performance,
subordinates are typically reluctant to assume added responsibilities and subject
themselves to emotional pressures.
(e) Lack of self-confidence: Sometimes, a subordinate may simply refuse to take the risk of
the outcome due to lack of self-confidence. He may not be able to do the task as well
as the boss. The fear of criticism arising out of failure may be a strong deterrent
preventing him from becoming a candidate for delegatee roles.

Case Study Deemed University Concept needs Right
Direction

he ongoing issue with regard to certain deemed universities must not hijack a
sound concept envisaged by Dr S. Radhakrishnan. Based on the Dr Radhakrishnan
TCommittee’s report, provisions were made in the University Grants Commission
Act, 1956 for declaring higher institutions of learning with quality as Deemed to be
University.
Since 2005, the Government of India has notified 108 institutions as Deemed Universities,
and in Tamil Nadu alone the number of private deemed universities has increased from
18 in 2005 to 35 in 2008 and many are in the queue. Despite the Supreme Court issuing a
notice in 2006 on a PIL opposing the manner in which the Central Government granted
Deemed University status, between May 2006 and March 2009 over 50 institutions have
been granted Deemed University status. The increase in the number of Deemed Universities
should not, however, be at the cost of quality.

UGC vs. AICTE
The strength and weakness of a system does not totally lie in the guidelines or rules and
regulations but in their meticulous implementation. The UGC Act was enacted to maintain
the norms and standards in universities and Section 3 of the Act empowers the University
Grants Commission (UGC) to recommend to the Government institutions to be declared
as Deemed Universities.

At the same time, statutory councils have come into existence by way of Central legislation.
These councils have to be respected at least to the extent the Act demands.
As per present guidelines, an applicant institution will be inspected by a committee
constituted by the UGC with a representative from the respective statutory council.
However, Section 10(t) of the All India Council for Technical Education Act (AICTE) confers
power on the AICTE to “advise the Commission for declaring any institutions imparting
technical education as Deemed Universities”.
The AICTE also prescribed detailed guidelines in regard to conferment of Deemed
University status as early as 1996 and subsequently revised them during 1999-2000. The
AICTE Act does not provide for any delegation of authority and going by it, in respect of
technical institutions, it is only the AICTE that should recommend to the UGC for
consideration of Deemed University status.
Contd...

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