Several Innovative and strategic action oriented statistical studies can be undertaken on Training and Development which is eating huge time and resources of HRD in Corporate Organizations, Well trainined and competent persons do not stay for too long Why? How to hold them ? How to make T& D innovative , creative and sustainable?, As a management& Corporate Consultant I have done work in this area at Corporate Organizations and willing to share for those deply interested and serious.
Dr. H.K.LakshmanRao, Management , Corporate & HR consultant, Chennai
A. Educational
v Ph.D. (Management)
v M.Phil(Statistics)
v M.Sc(Psychology)*
v Master’ Degree in Statistics ( MysoreUniversity)
v Master’s Degree in Public Administration( MadrasUniversity
v Master’s Degree (Distance Education-IGNOU)
v Master’s Degree ( Rural Development)
v DDE(IGNOU)
v PGD in Operation Research & SQC (ISI)
B Participated in M.D.P. of:
v Indian Institute of Management, Ahmedabad
v Indian Institute of Management, Bangalore
v Indian Institute of Management, Calcutta
v Administrative StaffCollege, Hyderabad
v XLRI, Jamshedur/Indian Institute for Public Administration, New Delhi
v School of BusinessManagementUniversity of Hawaii, Honolulu (USA)
C Professional Training / Research
v Marketing Management
v Management Information Systems (MIS)
v Distribution Management / Logistics Systems
v Rural Marketing / Agricultural Marketing
v Quantitative Techniques / Operations Research
v Human Resources Development / Management
v Business Policy / Corporate Management / Strategic Management/Soft- Skills
D Major Assignments
v Research Fellow (Sr. Professor of International Study at WestCenter, Honolulu, Hawaii (USA) on four the and half year study on “Fertilizer Marketing Systems” in South East Asian Countries.
v Associated with the “Study on Urban Employment Generation” Sponsored by World Bank.
v FAO / Bay of Bengal project “Development of Micro Enterprises” *Australia India International Education Foundation. Australia- India Higher Education programs
E Visiting Faculty / Member Board of Studies / Examiner / Project Guide
v University of Hawaii (School of Business Management), USA/ University of Hyderabad
v University De Paris- Department of Management/ Switzerland school of Hotel Management/ LondonBusinessSchool
v London School of Business Administration, University de Paris, Swiss School of ManagementSwitzerland
v IIM.Birla Institute of Technology & Science (BITS), Pilani (Rajasthan)
v Ashok Leyland, Management Development Centre
v Ambedkar Institute of Management Studies (AIMS), Vishakapatnam
v Indian Bank Staff Training College, Chennai/Doddaappa Appa Institute for M.B.A , Gulbarga
v Spic – ManagementDevelopmentCenter, Chennai / Kodaikanal
v All India Management Association (AIMA), Delhi & Madras Management Association(MMA)
v Anna Institute of Management (Tamilnadu Govt.), Chennai
v Institute for Financial Research and Management (IFMR), Chennai
v National Institute of Agricultural Extension Management( MANAGE), Hyderabad
v MadrasSchool of Management Science (University of Lincon of Lincon Shire, London)
v Vizag Steel Plant, Visakhapatnam
Modular programs offered: Statistical methods in Management, OR/SQC, Marketing Research, Project Management, SOFT- SKILLS, Rural Marketing, Corporate Social Responsibility(CSR),Time Management ,SCM,CRM,FTMP, TQM
F Corporate Clients include: ITC, HCL-T, VIZAG STEEL LTD, TATA –Chem. NTPC, MANAGE, TNPL IFFCO, APSRTC, EID, , BHEL.,
G Guide / Examiner : Ph.D. of MadrasUniversity, Pondicherry , BITS & other Several Universities
H Alumnus of:
v Indian Institute of ManagementAhmedabadEastWestCenter, Honolulu, Hawaii (USA)
v Fulbright Scholar (USA)
I Publications:
One hundred and seventy Seven papers(seminar/Workshop, conferences/Journals/magazines) and four books, Development of sides and Modules for M.B.A on Management Statistics for Managers. Presented papers on Management Education & Operations Research at several National, International seminars. Speaker/ interviewer-CVC Radio Australia, ALL India Radio
J Countries Visited:
v USA, UK, Malaysia, Singapore, Japan, Thailand, Nepal, Pakistan , Srilanka., Rome, Paris, Switzerland,,Netherlands
v Modular Programs offered: QM for Management, Research Methodology, Marketing Research, Rural Marketing, Soft- Skills, SQC Techniques, CSR, SCM, CRM, Time Management, Placements for MBA,
K Contact : “Anugraha”, 33, Krishapuri, R.A.Puram, Chennai – 600 028
Ph: 044-4306065
From United States
2Dr. H.K.LakshmanRao, Management , Corporate & HR consultant, Chennai
Dr.H.K.Lakshman Rao Ph.D. (Mgmt.),M.Phil (Statistics)
M.Sc(Stat), M.A(D.Edn.),M.A(Pub.Admn),M.A(R.D) M.Sc(Psy), OR & SQC (ISI.),AMP (IIM-A), DDE.
(Former Gen. Manager MFL & Professor & Head Dept. of Management CEC)
Management, Corporate & Statistical Consultant - World Bank Aided Projects
“ANUGRAHA”, 33, Krishnapuri, R.A.Puram, Chennai – 600 028
Ph: 044-43060656, M: 09381036989, e-mail: hklrao@gmail.com
A. Educational
v Ph.D. (Management)
v M.Phil(Statistics)
v M.Sc(Psychology)*
v Master’ Degree in Statistics ( MysoreUniversity)
v Master’s Degree in Public Administration( MadrasUniversity
v Master’s Degree (Distance Education-IGNOU)
v Master’s Degree ( Rural Development)
v DDE(IGNOU)
v PGD in Operation Research & SQC (ISI)
B Participated in M.D.P. of:
v Indian Institute of Management, Ahmedabad
v Indian Institute of Management, Bangalore
v Indian Institute of Management, Calcutta
v Administrative StaffCollege, Hyderabad
v XLRI, Jamshedur/Indian Institute for Public Administration, New Delhi
v School of BusinessManagementUniversity of Hawaii, Honolulu (USA)
C Professional Training / Research
v Marketing Management
v Management Information Systems (MIS)
v Distribution Management / Logistics Systems
v Rural Marketing / Agricultural Marketing
v Quantitative Techniques / Operations Research
v Human Resources Development / Management
v Business Policy / Corporate Management / Strategic Management/Soft- Skills
D Major Assignments
v Research Fellow (Sr. Professor of International Study at WestCenter, Honolulu, Hawaii (USA) on four the and half year study on “Fertilizer Marketing Systems” in South East Asian Countries.
v Associated with the “Study on Urban Employment Generation” Sponsored by World Bank.
v FAO / Bay of Bengal project “Development of Micro Enterprises” *Australia India International Education Foundation. Australia- India Higher Education programs
E Visiting Faculty / Member Board of Studies / Examiner / Project Guide
v University of Hawaii (School of Business Management), USA/ University of Hyderabad
v University De Paris- Department of Management/ Switzerland school of Hotel Management/ LondonBusinessSchool
v London School of Business Administration, University de Paris, Swiss School of ManagementSwitzerland
v IIM.Birla Institute of Technology & Science (BITS), Pilani (Rajasthan)
v Ashok Leyland, Management Development Centre
v Ambedkar Institute of Management Studies (AIMS), Vishakapatnam
v Indian Bank Staff Training College, Chennai/Doddaappa Appa Institute for M.B.A , Gulbarga
v Spic – ManagementDevelopmentCenter, Chennai / Kodaikanal
v All India Management Association (AIMA), Delhi & Madras Management Association(MMA)
v Anna Institute of Management (Tamilnadu Govt.), Chennai
v Institute for Financial Research and Management (IFMR), Chennai
v National Institute of Agricultural Extension Management( MANAGE), Hyderabad
v MadrasSchool of Management Science (University of Lincon of Lincon Shire, London)
v Vizag Steel Plant, Visakhapatnam
Modular programs offered: Statistical methods in Management, OR/SQC, Marketing Research, Project Management, SOFT- SKILLS, Rural Marketing, Corporate Social Responsibility(CSR),Time Management ,SCM,CRM,FTMP, TQM
F Corporate Clients include: ITC, HCL-T, VIZAG STEEL LTD, TATA –Chem. NTPC, MANAGE, TNPL IFFCO, APSRTC, EID, , BHEL.,
G Guide / Examiner : Ph.D. of MadrasUniversity, Pondicherry , BITS & other Several Universities
H Alumnus of:
v Indian Institute of ManagementAhmedabadEastWestCenter, Honolulu, Hawaii (USA)
v Fulbright Scholar (USA)
I Publications:
One hundred and seventy Seven papers(seminar/Workshop, conferences/Journals/magazines) and four books, Development of sides and Modules for M.B.A on Management Statistics for Managers. Presented papers on Management Education & Operations Research at several National, International seminars. Speaker/ interviewer-CVC Radio Australia, ALL India Radio
J Countries Visited:
v USA, UK, Malaysia, Singapore, Japan, Thailand, Nepal, Pakistan , Srilanka., Rome, Paris, Switzerland,,Netherlands
v Modular Programs offered: QM for Management, Research Methodology, Marketing Research, Rural Marketing, Soft- Skills, SQC Techniques, CSR, SCM, CRM, Time Management, Placements for MBA,
K Contact : “Anugraha”, 33, Krishapuri, R.A.Puram, Chennai – 600 028
Ph: 044-4306065
From United States
The program trainging and development details mentioned by Dr.H.K.Lakshman Rao Ph.D. is impressive. Had spoken over phone to him he has unique pattern to give training with regard to HR. Those who are interested may contact him.
N.Syed Tameem
From India, Madras
Ph: 044-43060656, M: 09381036989, e-mail: hklrao@gmail.com
N.Syed Tameem
From India, Madras
KEY FORCE AFFECTIN ORGANIZATION BEHAVIOR
ORGANIZATION
BEHAVIOUR
PEOPLE
. INDIVIDUAL
. GROUP
STRUCTURE
. JOB
. RELATIONSHIP
TECHNOLOGY
. MACHINARY
. COMPUTER HARD WARE
ENVIRONMENT
. GOVT.
. COMPETITION
. SOCIAL PRESSURE
. POLITICAL
1) People :-
People make up the internal social system of the organization. That system consists of individuals and groups, and large groups as well as small ones. There are unofficial, informal groups and more official, formal ones. Groups are dynamic. They form, courage, and disband. People are the living, thinking, feeling are the who work in the organization to achieve their objectives. We must remember that originations exist to serve people, rather than people existing to serve organizations.
The human organization of today is not the same as it was yesterday, or the day before. In particular, the workforce has become richly diverse, which means that employers bring a wide array of educational backgrounds, talents, and perspectives to their jobs.
2) Structure: -
Structure defines the formal relationship and use of people in organizations. Different jobs are required to accomplish all of an organizations activities. There are managers and employees, accountants and assemblers. These people have to be related in some structural way so that their work can be effectively co-ordinate. These relationships aerate complex problems of cooperation, negotiation, and decision-making.
Many organizational structures have became flatter containing fewer levels, a goal often attained by eating middle. Management position. This downsizing and restructurings has accrued as a result of the pressure to complex as a result of mergers, acquisitions, and new ventures.
Several organizations have experimental with hiring “Just in time employees,” or contingent work forces.
3) Technology: -
Technology provides the resources with which people work and affects the tasks that they perform. They cannot accomplish much with their bare hands, so they build buildings, design machines, create work processes, and assemble resources. The technology used has a significant influence on working relationships. An assembly line is not the same as a research laboratory, and a steel mill does not have the same working conditions as a hopistal . The great benefit of technology is that it allows people to so more and better work, but it also restricts people in various ways. It has costs as well as benefits. Examples of the impact of technology include the increasing use of robots and automated control systems in assembly lines, the dramatic shift from a manufacturing to a service economy, the impressive advances in computer hardware and software capabilities, the rapid move toward widespread use of the information highway(Internet) and the need to respond to societal demands for improved quality of goods and services at acceptable prices. Each of these technological advancements, in its own way, places increased, pressure on OB to maintain the delicate balance between technical and social systems.
ENVIRONMENT:
All organizations operate within on internal and on external environment. A single organization does not exist alone. It is pact of a larger system
That contains many other elements, such as government, the family, and other organizations. Numerous changes in the environment create demands on organization. Citizens expect origination to be socially responsible; new products come from around the glove, the direct by the proportion of the labor force that is unionized diminishes, the dramatic pace of change in society quickens. All these factors but especially the rapid globalization of the marketplace, whose impact on OB.
Individual organization, such as a factory or a school, cannot escape being influenced by this external environment. It influences the attitudes of people, affects working conditions, and provides competition for resource and power. It must be considered in the study at human behavior in organizations.
Fundamental concepts of organization behavior:
Relate to the nature of people (individual differences, perception, a whole person, motivated, and behavior, desire for involvement, and value of person) and to the nature of organizations ( social system, mutual interest and ethics) . Managerial actions should be oriented holistically to attain superordinate goals of interest to employees the organization, and society. Effective management can best be attained through the understanding and use it the human resources contingency, results oriented, and system approaches.
Understanding Behavior:
First, manager needs to understand why people behavior as they do. To get things done through other people you have to know why they engage in certain characteristic behaviors.
What motivates people and what produces the patterns of behavior that are characteristic of individuals or group? Motivation and its causes are the areas on which most of the literature in the behavior sciences focuses in both popular and scholarly books and periodicals, there are literally hundreds of different classification that are useful in communicating the paterns of behavior that decrible individuals and groups intenerating with other people we can say a person is energetic or distracted or is a task leader of a team leader and so on. All these are useful classification for communicating to others why an individual or group is behaving in certain ways.
BASIC APPROACHES OF THE ORGANISATION BEHAVIOUR:
Organizational behavior seeks to integrated the four elements of people, structural Technology and environment. It rests on an interdisciplinary foundation of fundamental concept about the nature of people and organizations. The four basic approaches, human resources, contingency, result oriented and systems are interwoven throughout subsequent.
1
Human resources (supportive)
Employee growth and development are supported
2
Contingency
Different behaviors are required by environments for effectiveness
3
Results oriented
Organizational behavior inters of their efficiency.
4
Systems
All parts an organization interact in a complex relationship
Fig basic approaches of Organizasation Behaviors
The human resources approach is developmental. It is concerned with the growth and development of people towards higher levels of competency, creativity, and fulfillment, because people are the central resource in any organization and any society.
The nature of the human resources approach can be under stood by comparing it with the traditional management approach of the early lgoos. In the traditional approach, manager, decided what should be done and the closely controlled employees to ensure task performance. Management was directive controlling.
The human resources approach, on the other hand, is supportive. it helps employees become better, more responsible persons and then it tries to create a climate in which they may contribute to the limits of their improved abilities
It assumes that expanded capacities and opportunities for people will lead directly to improvements in operating effectiveness work satisfaction also will be a direct result when employees make fuller use of their abilities. Essentially, the human resources approach means that better achieve better results.
A CONTIGENCY APPRAOCH:
Traditional managements relied on principle to provide in “one best way” of managing. There was a correct way to organize to delegate and to divide work .The correct way applied regardless of the type of organization or situation involved. Management principles were considered to be universal. As the field of organization behavior developed, many of its followers also supported the concept of universality. Behavioral ideas were supposed to apply in any type of situation.
The more accepted view now is that there are few across the board concepts that apply in all instances. Situations are much more complete than first perceived may require different behavioral approaches. The result is the contingency approach to organizational behavior, which means that different situations require different behavioral practice for effectiveness.
No longer is there one best way. Each situation must be analyzed encourages to determine the significant variables that exist in order to establish the kinds of practices that will be most effective. The strength of the contingency approach is that it encourages analysis of each situation prior to action while at the same time discouraging habitual practice based on universal assumption about people. The contingency approach also is mote interdisciplinary, more system oriented, and more research oriented than the traditional approach. Thus it helps use in the most appropriate manner all the current knowledge about people in organizations.
A Results oriented approach:
All organizations need to achieve some relevant out comes, or results.
A dominant goal for many is to be productive, so this results orientation is a common thread woven through organizational behavior. Productivity, at its simplest, is ratio that compares units of output with units of input, often against a predetermined standard. It more output can be produced from the same amount of input, productivity is improved or it fewer input can be used to produce the same amount of outputs.
A formula the role that organizational behavior plays in creating organizational results is illustrated by a set of factors and the relationships between the factors.
(1) Knowledge* skill = ability
(2) Attitude * Situation = Motivation
(3) Ability * Motivation = Potential human performance
(4) Potential performance* Resources * Opportunity = Organizational Results.
Equations the Role of organizational behavior in work systems.
Let as look first at a worker’s ability. It is generally accepted that product of knowledge and one’s skill in applying it constitute the human trait called ability. Abilities can be improved through hiring better workers for providing existing employees with job related Training. Motivation results from a person’s attitudes reacting in a specific situation (see eqn 1) and how they one affected by situational factors to determine motivation.
In equation 3 The interaction of motivation and ability determines a person’s potential performance in any activity of course, organizational behavior also plays a part in motivating workers to acquire the other factor, ability. The potential for human performance has to be mixed with resources, and a worker must given the opportunity to perform to get organizational results.
9,9 management(effective)
work accomplishment isfrom committed people inter denendence though a “commn stake”in organization purpose leads to relationship of trust and respect.
1,9 management(onlypeople concern)
Thoughtful attention to need of
People for satisfying relationship
leads to acomfortable,friendly or-
ganization atmosphere and work
From India, Delhi
ORGANIZATION
BEHAVIOUR
PEOPLE
. INDIVIDUAL
. GROUP
STRUCTURE
. JOB
. RELATIONSHIP
TECHNOLOGY
. MACHINARY
. COMPUTER HARD WARE
ENVIRONMENT
. GOVT.
. COMPETITION
. SOCIAL PRESSURE
. POLITICAL
1) People :-
People make up the internal social system of the organization. That system consists of individuals and groups, and large groups as well as small ones. There are unofficial, informal groups and more official, formal ones. Groups are dynamic. They form, courage, and disband. People are the living, thinking, feeling are the who work in the organization to achieve their objectives. We must remember that originations exist to serve people, rather than people existing to serve organizations.
The human organization of today is not the same as it was yesterday, or the day before. In particular, the workforce has become richly diverse, which means that employers bring a wide array of educational backgrounds, talents, and perspectives to their jobs.
2) Structure: -
Structure defines the formal relationship and use of people in organizations. Different jobs are required to accomplish all of an organizations activities. There are managers and employees, accountants and assemblers. These people have to be related in some structural way so that their work can be effectively co-ordinate. These relationships aerate complex problems of cooperation, negotiation, and decision-making.
Many organizational structures have became flatter containing fewer levels, a goal often attained by eating middle. Management position. This downsizing and restructurings has accrued as a result of the pressure to complex as a result of mergers, acquisitions, and new ventures.
Several organizations have experimental with hiring “Just in time employees,” or contingent work forces.
3) Technology: -
Technology provides the resources with which people work and affects the tasks that they perform. They cannot accomplish much with their bare hands, so they build buildings, design machines, create work processes, and assemble resources. The technology used has a significant influence on working relationships. An assembly line is not the same as a research laboratory, and a steel mill does not have the same working conditions as a hopistal . The great benefit of technology is that it allows people to so more and better work, but it also restricts people in various ways. It has costs as well as benefits. Examples of the impact of technology include the increasing use of robots and automated control systems in assembly lines, the dramatic shift from a manufacturing to a service economy, the impressive advances in computer hardware and software capabilities, the rapid move toward widespread use of the information highway(Internet) and the need to respond to societal demands for improved quality of goods and services at acceptable prices. Each of these technological advancements, in its own way, places increased, pressure on OB to maintain the delicate balance between technical and social systems.
ENVIRONMENT:
All organizations operate within on internal and on external environment. A single organization does not exist alone. It is pact of a larger system
That contains many other elements, such as government, the family, and other organizations. Numerous changes in the environment create demands on organization. Citizens expect origination to be socially responsible; new products come from around the glove, the direct by the proportion of the labor force that is unionized diminishes, the dramatic pace of change in society quickens. All these factors but especially the rapid globalization of the marketplace, whose impact on OB.
Individual organization, such as a factory or a school, cannot escape being influenced by this external environment. It influences the attitudes of people, affects working conditions, and provides competition for resource and power. It must be considered in the study at human behavior in organizations.
Fundamental concepts of organization behavior:
Relate to the nature of people (individual differences, perception, a whole person, motivated, and behavior, desire for involvement, and value of person) and to the nature of organizations ( social system, mutual interest and ethics) . Managerial actions should be oriented holistically to attain superordinate goals of interest to employees the organization, and society. Effective management can best be attained through the understanding and use it the human resources contingency, results oriented, and system approaches.
Understanding Behavior:
First, manager needs to understand why people behavior as they do. To get things done through other people you have to know why they engage in certain characteristic behaviors.
What motivates people and what produces the patterns of behavior that are characteristic of individuals or group? Motivation and its causes are the areas on which most of the literature in the behavior sciences focuses in both popular and scholarly books and periodicals, there are literally hundreds of different classification that are useful in communicating the paterns of behavior that decrible individuals and groups intenerating with other people we can say a person is energetic or distracted or is a task leader of a team leader and so on. All these are useful classification for communicating to others why an individual or group is behaving in certain ways.
BASIC APPROACHES OF THE ORGANISATION BEHAVIOUR:
Organizational behavior seeks to integrated the four elements of people, structural Technology and environment. It rests on an interdisciplinary foundation of fundamental concept about the nature of people and organizations. The four basic approaches, human resources, contingency, result oriented and systems are interwoven throughout subsequent.
1
Human resources (supportive)
Employee growth and development are supported
2
Contingency
Different behaviors are required by environments for effectiveness
3
Results oriented
Organizational behavior inters of their efficiency.
4
Systems
All parts an organization interact in a complex relationship
Fig basic approaches of Organizasation Behaviors
The human resources approach is developmental. It is concerned with the growth and development of people towards higher levels of competency, creativity, and fulfillment, because people are the central resource in any organization and any society.
The nature of the human resources approach can be under stood by comparing it with the traditional management approach of the early lgoos. In the traditional approach, manager, decided what should be done and the closely controlled employees to ensure task performance. Management was directive controlling.
The human resources approach, on the other hand, is supportive. it helps employees become better, more responsible persons and then it tries to create a climate in which they may contribute to the limits of their improved abilities
It assumes that expanded capacities and opportunities for people will lead directly to improvements in operating effectiveness work satisfaction also will be a direct result when employees make fuller use of their abilities. Essentially, the human resources approach means that better achieve better results.
A CONTIGENCY APPRAOCH:
Traditional managements relied on principle to provide in “one best way” of managing. There was a correct way to organize to delegate and to divide work .The correct way applied regardless of the type of organization or situation involved. Management principles were considered to be universal. As the field of organization behavior developed, many of its followers also supported the concept of universality. Behavioral ideas were supposed to apply in any type of situation.
The more accepted view now is that there are few across the board concepts that apply in all instances. Situations are much more complete than first perceived may require different behavioral approaches. The result is the contingency approach to organizational behavior, which means that different situations require different behavioral practice for effectiveness.
No longer is there one best way. Each situation must be analyzed encourages to determine the significant variables that exist in order to establish the kinds of practices that will be most effective. The strength of the contingency approach is that it encourages analysis of each situation prior to action while at the same time discouraging habitual practice based on universal assumption about people. The contingency approach also is mote interdisciplinary, more system oriented, and more research oriented than the traditional approach. Thus it helps use in the most appropriate manner all the current knowledge about people in organizations.
A Results oriented approach:
All organizations need to achieve some relevant out comes, or results.
A dominant goal for many is to be productive, so this results orientation is a common thread woven through organizational behavior. Productivity, at its simplest, is ratio that compares units of output with units of input, often against a predetermined standard. It more output can be produced from the same amount of input, productivity is improved or it fewer input can be used to produce the same amount of outputs.
A formula the role that organizational behavior plays in creating organizational results is illustrated by a set of factors and the relationships between the factors.
(1) Knowledge* skill = ability
(2) Attitude * Situation = Motivation
(3) Ability * Motivation = Potential human performance
(4) Potential performance* Resources * Opportunity = Organizational Results.
Equations the Role of organizational behavior in work systems.
Let as look first at a worker’s ability. It is generally accepted that product of knowledge and one’s skill in applying it constitute the human trait called ability. Abilities can be improved through hiring better workers for providing existing employees with job related Training. Motivation results from a person’s attitudes reacting in a specific situation (see eqn 1) and how they one affected by situational factors to determine motivation.
In equation 3 The interaction of motivation and ability determines a person’s potential performance in any activity of course, organizational behavior also plays a part in motivating workers to acquire the other factor, ability. The potential for human performance has to be mixed with resources, and a worker must given the opportunity to perform to get organizational results.
9,9 management(effective)
work accomplishment isfrom committed people inter denendence though a “commn stake”in organization purpose leads to relationship of trust and respect.
1,9 management(onlypeople concern)
Thoughtful attention to need of
People for satisfying relationship
leads to acomfortable,friendly or-
ganization atmosphere and work
From India, Delhi
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Special Issues in Training and Development - PPT 10.ppt
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