AbstractsSocial Sciences

newline This study examines the association between organization stmcture newlineand learning style in a sample of 126 managers from southern and westem newlinelndia Leaming Styles have been examined earlier for their implications on newlinetypical preferences in education occupations and Jungian personality newlinetypologies III previous research entrepreneurial postures were validated newlineon outcome variables such as financial effectiveness and finn perfonnance newlineEntrepreneurial postures themselves were operationalised on the strategic newlineposture of finns Mechanistic Structures have been known to possess newlinebureaucratic features of tight control and restricted communications newlinewhereas Organic Structures have been known to offer looser and infonnal newlineemployee associations allowing for expertise and personal growth newlineopportunities Organic Structures have been known to accompany newlineEntrepreneurial Strategic Postures The processes lmderlying these features newlinehave not been empirically tested on Organization Structures Experiential newlineLearning as process as opposed to outcome or content definitions of newlinelearning or strategy management is suspected to foster Organization newlineStructure and Entrepreneurial Orientation EO of organizations The newlinelearning and development perspective of Kolb s experiential learning newlinetheory using Kolb s Learning Styles Instrument was used to study the newlinelearning mode adaptation of respondents in their structural situations newlineAn Entrepreneurial Orientation Scale that includes a structural newlinedimension to measure Autonomy was developed and operationalised on the newlineStrategic Posture and Organization Structure Scales used in this study The newlineEO construct has been modeled on the realization of EO as process as%%%References p. 57-62 Appendix p. 63 -72