The collegial model in organizational behaviour (OB) is a framework built on partnership and teamwork, where managers and employees collaborate as colleagues, fostering mutual respect and shared responsibility. Collegial is an adjective describing a work environment where responsibility and authority is shared equally by colleagues. This model encourages a sense of partnership, with managers acting as joint contributors and employees feeling a sense of fulfilment and responsibility, leading to self-discipline and moderate enthusiasm for high-quality work. Managers are called joint contributors because their role involves a blend of individual contributions (their own specific tasks, plans, and expertise) and the collective contribution of the teams they lead. They facilitate the work of others while also making individual, specialized contributions to the organization is an extension of the supportive model and works effectively in dynamic environments like a creative team. 

Samsung has an organizational culture that emphasizes innovation through empowering employees and fostering teamwork. This collegial model utilizes flat hierarchies, shared decision-making, and cross-functional teams to promote collaboration and innovation. The collegial model in organizational behaviour focuses on promoting teamwork and a sense of shared responsibility among colleagues. Samsung incorporates several elements of this model into its operations. Samsung utilizes flatter organizational structures to encourage open communication and reduce status-based conflicts. Managers are encouraged to act as coaches or team members, promoting team performance and ensuring a positive, motivating work environment rather than a strictly hierarchical one.

Collegial models work the best in educational Institutions. Schools and colleges, particularly at the primary level or within specific departments like university faculties like faculty of science, faculty of commerce, management, law etc. They often adopt a collegial approach for policy and curriculum decisions.

Similarly in the non-profit organizations (NGOs) like Goonj, Nanhi Kali, CRY, and the Akshaya Patra Foundation, which rely on volunteerism and shared humanitarian goals, inherently leverage the self-actualization and teamwork principles of the collegial model to drive their initiatives. The most famous examples of universities that primarily use the collegial model of governance are the UK’s ancient institutions, the University of Oxford and the University of Cambridge.

Some of key principles of the collegial model are as follows:

Partnership:

The foundation is a partnership between employees and management, where everyone is a “colleague” working towards common goals. In the collegial model, partnership is the foundation where managers and employees work together as colleagues with a shared purpose. This approach emphasizes teamwork and mutual contribution, fostering a collaborative environment where responsibility and decision-making are shared, leading to greater employee motivation and commitment.

Teamwork:

A team-based approach is emphasized, with a focus on collaboration and shared responsibility. This model emphasizes collaboration, shared decision-making, and self-discipline over traditional hierarchical structures, motivating employees by meeting their psychological needs for self-actualization and contribution.

Mutual respect:

The model promotes a culture of mutual respect between managers and employees, breaking down traditional hierarchical barriers. Mutual respect is not merely an optional courtesy but a core, driving force for motivation and a strong, positive organizational culture. Without it, the model struggles to function effectively, as trust and open communication are essential for its success.

Managerial role:

Managers are seen as joint contributors and facilitators, focusing on guiding employees and promoting a sense of participation and cooperation.

Employee orientation:

Employees are oriented toward responsible behaviour and self-discipline, driven by an internal obligation to produce high-quality work.

Psychological result:

Employees experience a sense of fulfilment and self-actualization, which leads to moderate enthusiasm and commitment to the organization’s success. Psychology in organizational behaviour is the application of psychological principles to understand and improve the workplace. It studies how individual, group, and structural factors influence behaviour within organizations, focusing on areas like employee motivation, job satisfaction, productivity, and well-being.

Examples of organization using collegial model:

The Murugappa Group is a Chennai-based Indian conglomerate with diverse businesses in engineering, agriculture, financial services, and manufacturing. Founded in 1900, the group is one of India’s oldest business legacies and is managed by the Murugappa family, with prominent companies including Carborundum Universal, Cholamandalam Investment and Finance, Coromandel International, and Tube Investments of India. Its business interests span a wide range, from abrasives and auto components to bicycles, fertilizers, sugar, and tea.  It is a family-promoted conglomerate with over 125 years of history; the Murugappa Group has grown from a banking and money lending business to a diversified industrial powerhouse. Murugappa group uses the collegial OB model.

Dabur India Ltd operates with a work environment and talent management practices that are described as fostering a culture of collegiality. This approach emphasizes teamwork, mutual trust, and a cohesive work environment rather than strictly following a formal, top-down “collegial model” as a rigid organizational structure. Dabur India Ltd. is a leading Indian multinational consumer goods company, founded in 1884, that specializes in Ayurvedic and natural healthcare products. Headquartered in Ghaziabad, it is one of the world’s largest Ayurvedic and natural healthcare companies and has a vast portfolio of over 250 products across hair care, oral care, health care, and foods. Dabur has a global presence in over 120 countries and is known for its flagship brands like Dabur, Vatika, Hajmola, and Real.  

In the corporate world bandwidth refers to the capacity of an employee to complete a task in give time frame with accuracy. An organization expects their employees to complete a task with available resources, handle tasks alertly, handle projects with finesse, maintain transparency and proper flow of information within a business context. It can refer to the physical capacity of a network to communicate the flow of data related to workload and the ability to address a complex situation. To me, a high-bandwidth person is one who can rapidly intake information, synthesize it, and communicate efficiently. To explain bandwidth in HR I have given example of Mr. Punit Chatwal a renowned Hospitality Industry champion.

Puneet Chatwal of Indian Hotels Company Ltd MD & CEO has large bandwidth of multitasking and ambition to grow IHCL since 2017, the company got on board a very aggressive target of 50 percent growth in the number of hotels. Since then, they have added 70 new hotels to their portfolio. Primarily, this has been driven through strategy, focus, a change in business model, and a culture of rewarding performance. As the company has grown, they have been strengthening the culture of the company. Chatwal is  disciplined and a visionary.

Networking is vital for professional and personal development because it raises connections, facilitates knowledge sharing, and creates opportunities for growth. It expands a person’s   reach for opportunities, provides valuable advice and support, and enhances his  professional reputation. Human bandwidth refers to the amount of mental and emotional capacity a person has available to process information, make decisions, and handle various tasks and challenges at any given time. It’s a limited resource, like time or physical energy, and when it’s depleted, individuals may have trouble focusing, making decisions, or managing stress. Puneet Chhatwal is a people’s man; he is frequently described as a leader who values people and is focused on building strong relationships within his organization and in the hospitality industry.  

Bandwidth is often used as a metaphor for the available time, energy, and resources to take on new responsibilities. When someone says, “I don’t have the bandwidth,” they often mean they don’t have the capacity and energy to handle additional work. This can relate to the number of ongoing projects, workload, or the complexity of tasks.

As leaders, manager, it is very important to know that everyone has a different capacity. For example, if it takes one person to complete a certain task in one hour, it can take the other 3-4 hours. Managers must assign the work to each team member according to what they can handle.

Bandwidth in HRM signifies an employee’s ability to manage a workload, process information, and make decisions within a specific timeframe. It includes mental energy, emotional stability, and time that an employee can allocate to work. Bandwidth affects an employee’s ability to prioritize tasks, meet deadlines, and handle the complexities of their role. When an employee’s bandwidth is stretched thin (e.g., due to excessive workload, high stress, or lack of support), it can lead to burnout, decreased productivity, and reduced decision-making quality. 

Puneet Chatwal says that his people are fundamental to the desirable brand equity enjoyed by IHCL. He involved 40 of our senior leaders in creating the ambitious 5-year business strategy. This was supported by ‘culture meets’ that helped in fostering an environment of collaboration and teamwork. It has helped people to take accountability and become highly engaged and invested in the company’s success. Chatwal is known for understanding people he is future proofing the talent to ensure they are ready for the growth that is coming from within the industry and IHCL’s aggressive pipeline. He believes in Leadership Pipeline Model of HR. The model does not need to hire stars from outside for the key positions. Outsiders clog the pipeline because of the culture they bring does not go well the organizational culture. 

Conclusion: Bandwidth is not will power, a person can’t just think harder to get more.  Bandwidth is not intelligence or knowledge you can’t educate yourself into more. Bandwidth is not time; we can’t control it so easily. Bandwidth is more like the physiological limit of how much “thinking” we can do in one moment.  When bandwidth demands are high, but bandwidth availability is low, what happens then?  Usually it means we are weaker, we are experiencing a burnout, we are fagged out and we will fall short of the expected quality of work.

Bell curve performance appraisal is a method used in Human Resources to evaluate employee performance. This system groups employees into different performance levels based on a distribution that resembles a bell-shaped curve. The bell curve performance appraisal method was made famous and widely adopted by Jack Welch, the former CEO of General Electric (GE), in the 1980s. Although the concept of the bell curve as a statistical distribution predates Welch’s use of it, his implementation at GE popularized its application in performance management. 

Many large organizations, particularly in the IT and banking sectors, have conventionally used bell curve-based performance appraisal systems. Examples include Infosys, Wipro, and ICICI Bank. Some public sector undertakings in India such as ONGC and SAIL, also use this method. In the Bell Curve system, a small percentage of employees are classified as top performers, the majority fall into the average category, and a small percentage are identified as nonachievers. The bell curve appraisal in HR helps organizations to systematically assess and rank their employees, ensuring that the distribution of performance ratings aligns with the expected parameters of mission and vision of the organization.

The bell curve is used to categorize employee performance and differentiate between top, average, and underperforming individuals. This system aims to ensure that a certain percentage of employees are in each category, which helps with reward systems, and performance improvement. HR departments use the bell curve performance appraisal to identify and compensate top performers, provide additional training and development for average performers, address ssues with underperformers through feedback and improvement plans. Therefore, this method is preferred by HR departments, promoting a culture of high performance and continuous improvement within the organization.

The bell curve was widely adopted, but now a days, several companies have moved away from it, including Google, Microsoft, and Adobe. These organizations have adopted more flexible performance management systems, focusing on individual strengths and development rather than strict groupings.  The bell curve adapts to strict parameters by maintaining a consistent shape and statistical properties when applied to various data sets. This means that regardless of the specific data being analysed, the bell curve will always be centred around the statistical mean, with most data points bundled around the central value and fewer points at the extremes. 

Employee performance distributions often resemble a bell-shaped curve due to several factors, including the inherent nature of human capabilities and the way performance is assessed. The bell curve, also known as a normal distribution, suggests that most individuals will fall within a certain range of performance, with fewer people at the extreme ends

Why does the Bell Curve Work in Performance Management?

Bell curve performance appraisal is a structured method used in performance management to categorize employees based on their performance. Managers assess the performance of their team members over a specific period. This evaluation is based on predefined criteria, such as meeting targets, demonstrating key competencies, and contributing to team objectives. Employees are then ranked from highest to lowest performance. This ranking is typically done by comparing individual performances relative to each other rather than against an absolute standard.

Distribution

The ranked employees are divided into different performance categories following the bell curve distribution: Top Performers (Top 10-20%): These employees exceed expectations and deliver exceptional results. Average Performers (Middle 60-80%): These employees meet the expected performance standards. Low Performers (Bottom 10-20%): These employees fall below expectations and need improvement.

Feedback and Development

Based on their ranking, employees receive feedback. Top performers may receive rewards and recognition, average performers get constructive feedback to maintain their performance, and low performers are given specific training and reskilling plans as additional support.

Objective Evaluation

The bell curve provides a structured and objective approach to evaluating employee performance by categorizing employees into predefined performance levels, it reduces biases and ensures fairness in assessments. This method helps in clearly distinguishing between top performers, average performers, and low performers. This differentiation is crucial for making notified decisions about promotions, rewards, and development needs. 

Motivation and Competition

By recognizing top performers, the bell curve fosters a competitive environment that motivates employees to excel. Knowing that outstanding performance will be rewarded encourages employees to strive for higher achievement. 

Resource Allocation

The bell curve helps organizations allocate resources effectively. Top performers can be given challenging projects and leadership roles, while underperformers can be provided with targeted training and support to improve. 

Consistency in Appraisals

Using a standardized method like the bell curve ensures consistency across departments and teams. This uniformity helps maintain a cohesive performance management in organization. For example, General Electric (GE) famously used the bell curve performance appraisal system to rank employees and drive performance improvements. By identifying the top 20% of performers, rewarding them, and addressing the bottom 10% through improvement plans or other measures, GE was able to maintain high standards of performance across the company. 

GE’s growth and success are often linked to the implementation of a performance management system that utilizes the bell curve, also known as a forced ranking or vitality curve. This system was championed by former CEO Jack Welch who assumed that employee performance must follow a normal distribution. A small percentage being high performers, the majority being average, and a smaller percentage being underperformers. By identifying and often removing underperformers, GE aimed to create a more efficient and high-performing workforce. These advantages make the bell curve performance appraisal a valuable tool for organizations seeking to enhance their performance management processes, ensuring that they recognize and nurture talent effectively. 

Abstract

Every day, experts across industries are provoked with importance of artificial intelligence and its growing impact. People are concerned about their jobs  and salaries about whether they will be continued in the job or not. They feel concerned that their work will be taken over or rendered archaic by the ever-growing and ever-evolving plethora of AI tools and systems. Organizations constantly require labor with a variety of skills. The demand for specific skills changes over time due to technological advancements, industry shifts, and evolving business needs. This demands a dynamic workforce capable of adapting to these changing requirements. 

The proverb “adapt or perish” is a strong simile for organizational survival in a constantly changing business environment. It emphasizes the importance of adaptability and flexibility for organizations to thrive and avoid becoming obsolete. In essence, businesses must be able to adjust to new technologies, customer demands, and market trends to remain competitive. 

Organizations sometimes remove employees due to a mismatch between their skillsets and the evolving needs of the business, or because of a change in company strategy or structure. This can involve layoffs, restructuring, or offering employees alternative opportunities within or outside the company. Companies like Airbnb, Amazon, Google, LinkedIn, and Meta have all announced layoffs or reductions in their HR and recruitment strategies. This indicates a shift in focus of companies prioritizing people with newer skills and  cost-cutting and streamline operations during challenging economic times. 

Companies like JioStar, formed through the merger of Viacom18 and Disney Star India, are laying off employees as part of a restructuring effort to eliminate overlapping roles and streamline operations. 

While it’s essential for organizations and their team members to come to grips with how AI will impact them, it’s also essential to remember that there is certain invaluable abilities and traits AI can’t replicate, such as intellect, soft skills, leadership though technology is opening a host of new opportunities. Some human skills are in more demand than ever in the age of AI, as well as essential traits and expertise which are always in demand.

Artificial intelligence is indeed artificial. It refers to technologies and systems designed to mimic human intelligence, but these systems are not fundamentally human or natural. They are created by humans and operate based on algorithms and data, rather than natural biological processes. In a future increasingly shaped by AI and automation, human skills like communication, critical thinking, creativity, and emotional intelligence will remain highly valuable. Adaptability and leadership will also be in demand as businesses need individuals who can navigate change and guide teams. 

Communication

Communication skills are crucial for success in all areas of life, enabling individuals to express themselves effectively, build relationships, and achieve goals. They are essential for understanding others, resolving conflicts, and fostering teamwork. In a professional context, strong communication skills are vital for clear information transfer, building trust, and enhancing productivity. It is vital for employees because it facilitates the sharing of vision, direction, and information, ultimately driving team consistency and success. Strong communication enables leaders to inspire, motivate, build trust, and manage conflicts effectively, creating a positive and productive work environment. Strong communication skills are essential for conveying information, collaborating with others, and building relationships, even in a world with AI. Narayana Murthy has been praised for his ability to articulate complex ideas and build a strong sense of purpose within Infosys.

Critical Thinking

The ability to analyse information, solve problems, and make informed decisions is critical in a world where algorithms and data are becoming increasingly important. Critical thinking is the ability to analyse information objectively and rationally to form judgments or make decisions. It involves questioning assumptions, recognizing biases, and considering multiple perspectives. This process is crucial for evaluating information, solving problems, and making informed decisions. The chairman of Wipro, Azim Premji, has overseen the company’s transformation from a small oil business to a global IT services provider. Azim Premji emphasizes the importance of critical thinking and continuous learning for individual and societal progress. He believes in taking initiative, developing self-awareness, and seeking feedback to foster growth. Premji’s work also highlights the crucial role of education in empowering individuals and creating a more just and equitable society. His strategic vision and ability to traverse technological advancements have been instrumental in Wipro’s success. Premji’s leadership has been marked by a commitment to innovation, quality, and global expansion. 

Adaptability

It means the ability to adjust readily to different conditions or situations. It involves flexibility and a willingness to change, modify, or alter one’s approach to fit new circumstances. This is a valuable skill because it allows individuals to navigate change, thrive in uncertain environments, and effectively respond to evolving situations. It’s the ability to learn quickly, adjust to new situations, and embrace change is crucial for staying relevant in a rapidly evolving job market. Kiran Mazumdar-Shaw navigated a nascent biotech industry with Biocon, offering innovative healthcare solutions.  Her ability to reel Biocon from a small, early-stage company to a global biopharmaceutical leader, demonstrating resilience and agility. Her experiences, including being denied a job due to gender bias and initially struggling to secure funding, powered her adaptability and determination. She embraced challenges, recognized opportunities, and adapted to changing market conditions, ultimately leading to Biocon’s success. Her ability to turn Biocon towards biotechnology, identify opportunities, and embrace change allowed the company to thrive in a dynamic market. This adaptability, coupled with her focus on innovation and accessible healthcare, has enabled Biocon to expand its reach and influence globally.

Leadership

Leadership skills are crucial for individual and organizational success because they enable effective communication, decision-making, and problem-solving, ultimately leading to improved team morale, innovation, and productivity. Leaders with strong leadership skills can motivate, inspire, and guide their teams, creating a positive and productive work environment. Leaders who can communicate effectively and inspire their teams can boost morale and foster a sense of belonging of their team members. They can build trust and confidence among team members, leading to increased engagement of team members. Effective communication skills are essential for leaders to convey their vision, goals, and strategies to their teams and foster better collaboration. Shiv Nader is credited with being one of the pioneers of the computing and IT industry in India – founding HCL Technologies in a garage in 1976 as a company making calculators and microprocessors. Under his guidance as chairman for more than four decades, HCL has continued to grow in the ever-changing IT landscape – transforming from its original hardware roots, manufacturing the country’s first indigenous computers, into a more comprehensive software services organisation. In fact, HCL is one of the few global IT companies founded in the 1970s that is still alive and kicking today. Nearly 50 years later, and HCL is valued at US$11.8 billion and is among India’s largest software services provider employing more than 222,000 people in 60 countries worldwide. The 79-year-old Nadar stepped down as chairman in 2020 and handed the reins to his daughter Roshi Nadar Malhotra, though he continues as chairman emeritus and strategic advisor.

Leaders will continue to be needed to guide teams, motivate individuals, and make strategic decisions in a world where automation and AI are increasingly integrated into business processes. 

Creativity and Innovation

Humans will continue to be needed for their unique ability to think outside the box, generate new ideas, and find creative solutions to complex problems. From the innovative use of technology in healthcare to frugal solutions for everyday problems, Indian ingenuity has a significant global impact. For example,  Arunachalam Muruganantham’s low-cost sanitary towel machine to the development of mobile banking and financial services that have reached millions. Arunachalam Muruganantham is a social entrepreneur known for inventing a low-cost sanitary pad-making machine. He is credited with making affordable sanitary pads accessible to women in rural India and creating grassroots awareness about menstrual hygiene. His invention has been praised for empowering women and promoting health and dignity. He has been instrumental in raising understanding about traditional unhygienic practices around menstruation in rural India. A movie titled ‘Pad Man’ was made about him in 2018. 

Emotional Intelligence

Understanding and managing emotions, building trust, and fostering collaboration are key for navigating the social and emotional complexities of the workplace. In the fast-growing industrial world people are realising the need of emotional intelligence like never before. Emotional Intelligence (EI) is the ability to manage both your own emotions and understand the emotions of people around you. The father of EI Daniel Golman says managers with emotional intelligence (EI) achieve objectiveness through their self-awareness, which promotes productive, motivated, and equal workplaces There are five key elements to EI: self-awareness, self-regulation, motivation, empathy, and social skills. Late Ratan Tata, the former chairman of Tata Group, is a well-known example of an Indian industry leader with high emotional intelligence. His leadership is characterized by empathy and ethical and compassionate leadership. He prioritized the well-being and development of employees, creating a sense of belonging and purpose.

Technology skills

The fastest-growing skills by 2030 are.projected to be in the fields of technology, specifically AI and big data, cybersecurity, and technological literacy. Beyond these technical skills, employers are also seeking individuals with creative thinking, resilience, flexibility, and agility. Additionally, curiosity, lifelong learning, and environmental stewardship are also gaining importance. 

AI and Big Data

These skills are at the forefront of technological innovation and are expected to be in high demand as companies increasingly utilize AI and data analytics for various applications. It refers to the massive volumes of data generated across various sources, often too large and complex for traditional data processing systems. This data includes structured, semi-structured, and unstructured information. AI leverages vast amounts of data to identify patterns, make predictions, and automate tasks, while big data analytics utilizes AI for more efficient and insightful data analysis. This synergy enables businesses to gain a deeper understanding of their data, make better decisions, and improve overall performance. Established in 1968, TCS is a multinational IT services and consulting giant that has firmly positioned itself in the realm of data analytics. With a comprehensive suite of solutions ranging from predictive modelling to machine learning, TCS leverages its extensive domain expertise to provide organizations with invaluable data-driven insights, facilitating informed decision-making. Today, Infosys, Accenture, Wipro, MU Sigma, Genpact are some leading Indian companies in the globe known for their core competence in AI and Big Data. 

Cybersecurity

Cybersecurity in India is a growing concern due to increased digital penetration and cyberattacks, highlighting the need for robust defence measures. Key initiatives include the National Cybersecurity Strategy, the Digital Personal Data Protection Act, and the Indian Cyber Security Coordination Centre (I4C) The National Cyber Security Policy 2013 also aims to enhance resilience against cyber threats. With the increasing reliance on digital technologies, cybersecurity professionals will be essential for protecting data and systems from threats. During rising tensions between India and Pakistan, there is a broader pattern emerging about a cyberattack on Republic channel by Pakistan, as its official social media handles are being targeted and hacked. Several official Pakistani government handles on X (formerly Twitter) are posting news about escalating conflict, as well as military impact, only to delete the original posts and stating that their accounts have been hacked. On May 7^th 2025.  

Technological Literacy

The ability to understand and apply technology in various aspects of work will become increasingly important as automation and digital transformation continue to reshape industries. Being tech-literate allows individuals to utilize technology to improve their efficiency, communicate effectively, and collaborate more seamlessly, both in their personal and professional lives. Frequent mobile updates require a level of tech-savviness to understand and implement them effectively. This includes understanding the purpose of updates, how to install them, and potentially troubleshooting any issues that may arise. According to the CEO of Meta, mobile phones, as we know them, would be living their last years. By 2030, they would be replaced by a more cautious and advanced technology called smart glasses. Being tech-savvy is incredibly important today. It’s no longer just about having a general understanding of technology; it’s about possessing the skills and knowledge to effectively use and adapt to the ever-evolving digital landscape, which is essential for personal, professional, and educational success. 

Organizational behaviour is collective behaviour of people working in the organization. It allows an organization to understand how its employees behave and interact with each other and align the vision and mission of the organization itself. Using the results, organizations can implement changes that enhance performance and efficiency, as well as improve employee satisfaction. It investigates how people interact with one another, react to changes, and contribute to the overall success of an organization. OB is a multidisciplinary field that draws insights from psychology, sociology, anthropology, economics, finance, operations, R&D and political science. The role of leadership is very important in OB.

Many models of organisational behaviour have emerged during the last 100 years or so, and five of them are significant in contributing to our understanding of frameworks that organisations operate out of. These five models are the autocratic model, custodial model, supportive model, collegial model and system model.  

Autocratic Model

This model focuses on power. Power is a force, a way for us to get things done. Autocratic means a leader with absolute power, a person who usually does not take into consideration the opinions or wishes of other people. In autocratic model organization leaders make decisions, and employees are expected to carry out their directives without question. Employees often feel insecure in such organizations. The flow of authority is strictly top-down, and compliance is enforced through rigid rules and supervision. The autocratic model is characterized by a centralized power structure where management holds all authority and decision-making power. Employees are expected to comply with directives without input or resistance.

This model of organizational behaviour can lead to high levels of dependency on the manager, low morale, minimal employee initiative, and potentially high turnover if employees feel undervalued. The leaders will get limited input from stakeholders. The autocratic leader makes most if not all decisions, leaving little if any room for feedback. This might boost efficiency since decisions are made quicker, but it sure doesn’t boost team morale.

As Chairman of Microsoft, Bill Gates, the driving force behind Microsoft had an autocratic style of leadership. He is a master delegator of tasks but at the same time understands the value of the skills of his team members.  Because of Bill’s autocratic behaviour many good executives level employees had left Microsoft.  

Elon Musk’s leadership style is autocratic because he is transformational by nature. He sets ambitious goals for himself and his companies that require a lot of effort and resources, but he also listens to the ideas of his team members and allows them to have a say in decisions. He is passionate about what he does and has a thorough standard for quality, which he expects from all those who work with him.

The main advantage of an autocratic leader is streamlined work that improves efficiency and productivity. They create firm deadlines and have a very clear set of expectations. This is ideal in a time of crisis or when last-minute decisions are needed. This leadership style allows for fewer misunderstandings as directions are passed down. Usually, leaders with high IQ and ambitions are autocratic because for them time is the essence. 

Custodial Model

The custodial model of organisational behaviour takes into consideration the security needs of employees. A custodial environment gives a psychological reassurance of economic rewards and benefits. The basis of this model is economic resources with a managerial orientation toward money to pay wages and benefits. The custodial model focuses on providing economic security and benefits to employees by creating a sense of loyalty and dependence in the organization. It is based on the belief that if employees’ economic needs are met, they will be more satisfied and productive.

Coca-Cola provides security and benefits to employees. Employee feels reasonable contentment. And because of this, entire employee’s performance results in cooperation. As per Glassdoor.com a recruitment company report, the Coca-Cola company has an overall rating of 4.2 out of 5, based on over 10,130 reviews left anonymously by employees. 82% of employees would recommend working at the Coca-Cola company to a friend and 74% have a positive outlook for the business. This rating has been stabled over the past 12 months. About 38% of the employees at The Coca-Cola Company work eight hours or less, while 16% of them have a very long day – longer than twelve hours. Most of the Coca-Cola Company employees are satisfied with their work life balance and do not feel burnt out.

At Coca‑Cola, the employees across the globe are empowered to prioritize their development by building up capabilities and taking on new experiences. Coca—Cola provides clarity to the employees on career planning conversations that helps them take personal decisions and personal development. At Coca‑Cola, people can plan their journey in a way that works for them.

Often the employee’s direct supervisor is not the architect of the financial and bonus schemes, so the employee may feel obligated to communicate their level of performance throughout the organization, particularly upwards in the hierarchy – resulting in image becoming quite important. Employees in this structure are primarily driven by the financial security they receive for their efforts, which drives an overall on key performance goals for the firm.

Supportive Model

The supportive model of organisational behaviour seeks to create supportive work environment and motivate employees to perform well on their job. The basis of this model is leadership with a managerial orientation of support. The supportive model depends on leadership instead of power or money. The supportive model approach states that employees are self-motivated and have value and insight to contribute to the organization, beyond just their day-to-day role. It is built around the concept of leadership. I connect this model to theory Y management style that assumes employees are motivated and capable of working independently, and that they can be empowered to take on more responsibility. Theory Y managers encourage employees to participate in decision-making and collaborative projects, and they trust that employees can deliver on their objectives.

In this model, the concept of leadership is presented with a managerial point of view, where the manager leads his/her employees by setting good examples, being available and by being involved in the various work tasks. In other words, the manager strives to create a supportive working atmosphere for the workers.  The skill, expertise and knowledge that employees bring to the company are critical for organizational success. For example, in hospital the doctors depend on nurses; they must be willing to listen to each other and work together to find solutions to problems. In many cases senior nurses serve as mentors for junior doctors during their formative years sharing their years of experience in patient care.

Finally, people are considered a resource in organizations because of the economic value they bring. The salaries, benefits, and bonuses paid to employees represent a significant expense for organizations. However, this expense is justified by the contributions employees make to the organization’s revenue and profitability. As such, employees are often viewed as investments that can generate returns for the organization. Employees working for TCS have positive reviews about their organization and the benefits they receive. They are content with the good work culture and organizational policies.  Some of the popular and common employee benefits offered by the TCS management are paid sick leave for employees, paid  holidays, educational training or certifications reimbursements, group health insurance policies, Mediclaim facilities etc. TCS adopts supportive model of organizational behavior.

Accenture too provides its employees a proper work-life balance, which includes compensation benefits and assistance for professional growth. Moreover, there are various programs offered by the organization which help the employees to maintain a good professional career and healthy lifestyle.

Collegial Model

Collegial is an adjective describing a work environment where responsibility and authority is shared equally by colleagues. You know you work in a collegial environment when your co-workers smile at you, and you don’t have to hide from your supervisor. The collegial model is a further extension of the supportive model. The word collegial means bodies of different individuals working towards a common goal. The partnership is the root level of the collegial model the approach adopted is the teamwork approach.

The workers in the collegial model are satisfied in their job roles and are committed towards the overall growth of the organisation. It is the responsibility of the manager to create a healthy and positive workplace for his employees. The collegial model works more effectively in finding new approaches such as research and development, marketing teams, technologies and software, etc.

This model is a sensible extension of the concepts proposed by a supportive model of organisational behaviour. It promotes mutual co-existence that should exist for maintaining harmony among the co-workers.

Have you ever thought how there’s a Starbucks on every block and occupying every storefront? In fact, the dominance of Starbucks was never as sure a thing as it looks in retrospect or over its company timeline. Back in the early 1990s, Starbucks chairman and CEO Howard Schultz had opened a few hundred new stores across the United States, but the business was not successful.

The ambitious expansion was hitting problems concerning customer service and a lack of communication between various levels of the company. In 1995, Howard Behar became the president of Starbucks and with him came advancements in company culture. He cultivated a work environment that met the employees’ needs, which in turn inspired them to better serve their customers. It was his belief that Starbucks was selling coffee but customer experience. This gave Behar the mission statement to rally his teams to work together more effectively. The mission statement of Starbucks is “To inspire and nurture the human spirit – one person, one cup and one neighbourhood at a time”. Mission and vision statements help making organization’s presence stronger. 

System Model

The system model emphasizes the interconnectedness of various components within an organization, including human behaviour, communication, and structures. It focuses on how these elements interact to influence organizational outcomes. Collaboration among employees and management is crucial in the system model. The system model is relatively common in today’s work environment. Rather than viewing employees in isolation, the system model looks to integrate employees, and their skill set into the processes and functions of the organisation. As a result, this model is a shift away from the traditional approach where the employees were primarily motivated by financial and other benefits only.

I connect the Balanced scorecard to system model. It is a famous strategic tool which was first introduced by accounting academic Dr. Robert Kaplan and business executive and theorist Dr. David Norton. It was first published in 1992 in a Harvard Business Review article. Dr. Kaplan and Dr. Norton took previous metric performance measures and adapted them to include nonfinancial information.

The balanced scorecard (BSC) is used to strengthen good behaviours in an organization by unravelling four separate areas that need to be analysed. These four areas are also called legs; they are learning and growth of the employees, business processes, customers, and finance. The balanced scorecard is used to attain objectives, capabilities, creativities and goals that result from these four primary functions of a business. For implementing the Balanced Scorecard organizations must be able to easily identify factors hindering company performance and outline the strategic changes to be tracked in future. With the balanced scorecard, they look at the company while observing company objectives. An organization may use the balanced scorecard to implement strategy mapping to see where value is added within an organization. A company also utilizes the balanced scorecard to develop strategic initiatives and strategy objectives.

Conclusion

Business leaders should care about people management skills in their organisations because they can make or break a company. Bad people management can decrease productivity, disengage employees, and suppress innovation in an organisation. Organizational behavior models help organizations identify the factors that contribute to high performance. These models provide a framework for understanding how different components of an organization interact with each other and how they can be optimized to achieve better results.

Employee retention is one of the main challenges for any organization; you may call it employee turnover, you may call it attrition, or churn, it is a big challenge for organization to retain talent. When talented and experienced people quit organizations, it puts a big strain on the productivity by affecting organization’s bottom line. To solve the employee retention problem, you must first understand the challenges involved.

With young professionals getting increasingly restless the challenge is not only to retain them but also to identify the future leaders among this talent pool. For example,  L&T is facing the crisis of identifying  the next line of leaders. Recently, the company increased the retirement age for CMD from 65 years to 70 years and 62 to 67 years for the other directors. According to a former employee, earlier a person would reach the level of DGM and at the most AGM level at the time of retirement.

Recruitment is a business function that requires business objectives, perspective, expertise, and the ability to find the right match that fits the running position. The hiring manager makes the final decision on who gets hired, while the recruiter manages the process, laying the foundation for hiring the right people. Any organization’s HR role is to convince the prospect with diplomacy and marketing skills and align the recruitment procedure to benefit the organization for a longer period. During the recruitment process, it is hard to grab the ideal candidate’s attention because the good ones are getting multiple offers simultaneously, there is a shortage of wholly qualified candidates the ones who are ready to take on the job.

With social media doing the searching of candidates which is shared by many other organizations tracking the success rate of recruitment has become very difficult.  Organizations take time making a candidate go through multiple stages. Multiple stages of screening make it difficult for employers to close the position. Developing a data-driven mindset for hiring for various positions is a major challenge faced in talent acquisition.

Why 80,000 employees leave Infosys between January and March 2022? Top reason is salary. Infosys didn’t bother to provide enough salary hikes to its employees who started looking for opportunities elsewhere.  It led to the ‘Big Quit.’ The world today is experiencing the era of the ‘Big Quit’ or the ‘Great Resignation’. There are  organizations paying better salaries but are experiencing Big Quit.

Companies often struggle to retain talent due to various reasons. Common pitfalls include inadequate career development, lack of recognition, and not addressing work-life balance. Understanding and tackling these issues can help businesses keep their valuable employees.

Anand Mahindra advocated for liberal arts, stressed work quality over hours, by cheekily countering L&T chief’s 90-hour work week remark. Mahindra Group Chairman Anand Mahindra has once again captured attention with his thoughts on liberal arts education and work-life balance. Mahindra gives importance to a person’s work-life balance. Work-life balance is a key part of a healthy and productive work environment. An individual who achieves this balance successfully is ready to dedicate an equal amount of time to work-related tasks and personal matters without experiencing stress.

Speaking at an event, Mahindra passionately advocated for the importance of arts and culture in professional decision-making.  “Even if you’re an engineer or an MBA, you must study arts and culture,” he said, highlighting the role of a well-rounded education. “We support art and culture because I believe it helps make better decisions by engaging the whole brain.” Mahindra stressed that understanding arts and culture enhances decision-making. “If you’re not spending time at home, with friends, or reading, how will you bring the right inputs to your decisions?” he questioned.

Talent retention is the process of keeping your best employees from leaving. Companies need to have a strategy to retain their top talent, as losing talented employees can be costly and disruptive. One study identifies that career growth, workplace well-being, competition within the industry, globalisation and the new employment landscape are the challenges of talent retention. Employees often cite a lack of career growth opportunities as one of the main reasons for leaving their jobs. Besides, lack of work-life balance, feeling unappreciated, low pay, and lack of work culture fit are other reasons that contribute to attrition. The attrition rate is increasing even more due to unknown reasons in a post-pandemic world. 

The pandemic has made almost everyone travel back to their home / native places. And this has made the employees preferring the hybrid work culture. People like to stay home and work for a few hours. This helps them to balance their work-life time. Moreover, the hectic daily commute is saved on a large scale. So, the productivity level is retained, and many resources are saved. That’s why many employees are preferring the hybrid or remote work module, these days. 

Many people have found that flexible working hours are vital for ensuring work-life balance. Hence, instead of a fixed time, employees prefer to switch to flexible working hours. If the company is not allowing flexible hours, employees are preferring to switch the company rather. Another fact is, during the lockdown, many people found an alternative way to earn through their hobbies or skills. Social media platforms and online opportunities opened many doors of revenue for people around the world. And people are exploring many new entrepreneurship opportunities.

The COVID-19 pandemic brought on high levels of upheaval and introspection, causing people to re-examine their priorities. In a new Indeed survey of 1,005 people who voluntarily resigned from at least two jobs since March 2020, 92% said the pandemic made them feel life is too short to stay in a job they weren’t passionate about. 

People have become more aware of the social impacts and thus started working on social causes. Having migrated to their hometown, many people have found a way to earn through agriculture and have shifted their focus to agriculture. Hence, such people also prefer the work from the home module. 

Despite its financial success, Reliance Industries faces a persistent issue: high employee turnover. The biggest shortcoming employees face in Reliance is in areas such as work-life balance, career development, and work environment. While competitive salaries fail to retain talent, solutions lie in increasing employee engagement, empowering employees, and cultivating a positive culture. Reliance needs to address employee retention issues and secure a more loyal workforce. By focusing on employee well-being and career development, Reliance can maintain its position as a top employer while reaping the benefits of a stable and dedicated workforce.

Hindustan Unilever Ltd. (HUL) faced challenges in meeting changing employee expectations. As competition and demands increased, HUL fell from being the top dream employer. Younger employees expected quicker career growth and more flexible work arrangements than HUL’s traditional model provided. Another big reason for quitting multiple jobs among the younger generations is they want instant gratification, they expect a pat on back plus rise in salary, plus promotion all of this instantly.

Conclusion

Employers should ensure a happy work environment if they want to retain their employees.  This will help in creating client delight, sustaining the current projects, acquiring new clients, business growth and business expansion. Accept new norms, flexibility for all the employees, build a vision for all employees – visualise the growth path in the company, motivate employees to do better. Certainly, monetary benefits play a major role in retaining employees. But organisations surely can bring new cultures and vibrancy to the work environment to retain employees. 

Green HRM refers to any efforts by the human resources department within the organization to raise awareness towards environmental management and ensure that the employees contribute towards making their organization sustainable through green practices. The concept of Green HRM is coined by Amit Sahay – Founder & CEO – GreenHRM Solutions.

Green CSR can reduce business risk, improve reputation and provide opportunities for cost savings in organizations.  Even the simplest energy efficiency measures can generate savings and make a difference to a business. For example: switching off lights and equipment when not in use, using automated water taps in pantry and washrooms.

Corporate Social Responsibility (CSR) has recently raised awareness among researchers, policymakers and corporations about importance of green initiatives. Companies not only manage the interest of employees and shareholders but are also responsible for the social and environmental interests in their operations. The CSR concept includes effective and incorporated business model that meets the demands of stakeholders, shareholders, social needs, environmental production and economic benefits. CSR reflects the optional actions of firms toward social and environmental interests.

Marine protection, health and wellness, hygiene, disaster relief, and sanitation are other priorities. TCS’ corporate social responsibility initiatives which are aimed at achieving sustainable growth. They include efforts towards green buildings and a green supply chain. Green supply chain includes product design, materials sourcing, manufacturing, logistics, and end-of-life product management. TCS optimizes water consumption through conservation, sewage treatment and reuse of grey water (refers to domestic wastewater generated in households or office buildings from streams without faecal contamination), and rainwater harvesting. The company aspires to recycle 100% of their biodegradable waste by 2025 and eliminate single-use plastics from their campuses.

Environmental CSR strategies and ecologically friendly processes directly influence corporate performance and image. Environmental CSR not only creates new business models, and advance processes but also saves costs and adds value to services and products. Environmental CSR and green innovation use creative solutions to reduce negative environmental impacts and maximize sustainability. It involves the development of new technologies, processes, products, services or business models that are more environmentally friendly than those they replace.

Environmental CSR improves a company’s ratings which helps in stock performance, credit advantage and potential risk control.  Promoting green environment practices is a triple-bottom win for organizations, government and society. A Triple Bottom Pattern is a chart formation that occurs when a security’s price tests the support level three times without failing. ​​For instance, organizations improve their legitimacy, good performance and image in society and the government spends less on pollution of natural resources such as water and air, the society benefits from a healthy environment and green products. To further explain, green innovation increases organization’s branding and market value through customer satisfaction with green products and loyalty.

Wipro ‘Earthian’ is a nationwide initiative of Wipro Foundation to deepen the sustainability education within schools and colleges across the country. The objective is to provide exposure to multiple perspectives, develop an interconnected understanding of different disciplines in education and life. The Wipro earthian program for schools is made interesting for the young minds to grasp the importance of healthy planet, within the students’ peer group and the world around them. There are three thematic areas to explore: biodiversity, water and waste. Student groups can select any of the three themes and work on it. ‘Paryavaran Mitra’ is a nationwide initiative by Centre for Environment Education (CEE) to create a network of young leaders from schools across the country, with the awareness, knowledge, commitment and potential to meet the challenges of environmental sustainability in their own spheres of influence. It envisages schools providing learning spaces and opportunities to students that promote exploration, discovery, thinking and action around environmental sustainability.

Green Human Resources Management (GHRM) can be defined as a set of policies, practices, and systems that stimulate the green behavior of a company’s employees to create an environmentally sensitive, resource-efficient, and socially responsible organization.

The ITC Green Centre is a LEED Platinum (leadership in energy and environment design) rated project which has been awarded “Facade Project of the year 2017” by Zak Awards for Excellence in Façade & Fenestration (fenestration refers to the openings in a building’s facade, such as doors, skylights, and windows). The building has Excellent Visibility from Banaswadi Main Road in Bengaluru. The building comprises of two towers with a total built up area of 23 lakhs square feet. The East-West orientation of the 202-metre-long building, besides the use of high performance, low reflectivity glass and extensive solar shading, enables energy saving of over 34 percent.

The 30,000 sq. ft. area houses a staggering 60 offices and shared services such as concierge and lobby, Guest lounge, Cafe, washrooms, Co-Working area, Telephone booths, Meeting Spaces and an on-site fitness lounge. The beautiful centre boasts of running/ walking track for health freaks and Segway move for millennials. 

ITC’s Learning and Development initiatives are geared to ‘Build ITC’s talent and leadership pipeline to power our engines of growth and enhance organisational capability to compete, win in the marketplace and create enduring value for our stakeholders.

In HRM green initiatives include learning and development initiatives which are inclusive of customised programmes to address the needs expressed by businesses, aimed at building specific capabilities at various levels of the organisation. Business Heads and HR teams work closely in implementing the initiatives for Learning and Development. Employee training at the factory level is undertaken after assessment of skill gaps or after evaluation of emergent technology or skill needs. The process is proactive and well-structured.

Globally many organizations have integrated environmental objectives into performance appraisals, offering incentives for sustainable commuting, and promoting energy conservation and waste reduction in the workplace. It helps eliminate ecological waste and makes the best use of refurbished goods, equipment and techniques. It aims to increase workers’ engagement in a work environment that allows the company to function in an environmentally friendly manner.

The five pillars of the Green Development Pact, under India’s G20 Presidency, are envisaged to include: Lifestyle of Environment (LiFE), Circular Economy, Climate Finance, Accelerating Progress on SDGs (sustainable development goal) and Energy Transitions & Energy Security.

Many organizations have ensured communications are environmentally friendly and sustainable by going paperless. This involves utilising electronic communications such as employing the use of an intranet, instead of flyers for internal communication. Also creating an email newsletter to communicate with contractors or clients, instead of sending them direct mail. Or even utilising technology when conducting training sessions, instead of printing materials.

Organizations further their commitment by hiring like-minded, environmentally focussed people. Businesses are also beginning to incorporate green job descriptions with environmental aspects in their recruitment process and providing ‘Green information packs’ in their induction process. Furthermore, being perceived as a green employer is also attractive to candidates and can assist your business in securing top talent.

As Employee Relation focuses on developing a strong, positive employer-employee relationship, green practices are further reinforcing the practice. Some companies are asking green suggestions from employees, whereby any employee can advise the organisation on ways to be more environmentally friendly. Or even giving employees freedom to experiment with different green initiatives.

Many firms like Wipro Ltd, and ACG Associated Capsules Pvt. Ltd, Tata Consultancy Services (TCS), and NTT DATA Business Solutions, ITC recognise that employees wish to continue their sustainability efforts outside of their working lives and consider how they can be more ‘eco-conscious’ in their personal lives, especially in terms of consumption. These and many other organisations support their employees paid time off to volunteer or attend conservation conferences, or simply by providing them with resources to assist their ‘Green lifestyle’ outside of work.

Conclusion: Recognizing importance of green HRM and green CSR is need of the hour for regenerative and more sustainable planet. Organizations must not concentrate only on profits by ignoring people and the planet, if organizations ignore the green initiatives, they will not be able to  account for the full cost of doing business and thus will not succeed in long run.

Cultural intelligence is essential for leaders, especially those operating in international environments. It enables them to understand how to effectively manage diverse teams, navigate challenges, and lead organizations toward success. Cultural intelligence is becoming an increasingly important skill in business because of how it impacts team building. One of the best parts of managing a team is getting to work with team members with each bringing a unique perspective and skillset to the table. Learning to lead with cross-cultural empathy, factor in different cultural backgrounds, and come to the table with cultural knowledge are all ways to improve your leadership skills.

Multicultural teams benefit from a diversity of opinion. To unlock the impact of a diverse team and build team synergy, you need to manage and encourage teamwork. That’s where a higher CQ (Cultural Quotient) comes in.

In today’s interconnected and globalised business landscape, cultural sensitivity is not just a virtue but a strategically  imperative for leaders. The ability to lead with cultural sensitivity has become a defining trait of successful leadership. It’s not merely about understanding different cultures; it’s about embracing diversity, fostering inclusion, and leveraging.

Cultural misunderstanding in the workplace is a miscommunication between individuals of different cultural backgrounds, which can lead to misinterpretations and negative consequences. It can occur when people assume that their own culture’s customs and norms are universal. It also arises when there are differences in language, values, beliefs, and expectations. At times even hand gestures are misunderstood by diverse cultural employees.      

Cultural misunderstandings can be harmful to an organization, as they can lead to confusion, conflict, and even decreased productivity.

Cultural sensitivity involves awareness, respect, and consideration of the values, beliefs, norms, customs, and traditions of diverse cultures. In global organizations this extends beyond the organisation’s internal culture to encompass the multicultural aspects of the customer base, employees, and partners worldwide.

For example, some team members are probably more comfortable with direct communication and feedback, whereas you might have other team members who are more comfortable with indirect feedback. Identifying what each team member needs to feel heard and welcomed at work is the best way to make them feel comfortable in a team. Many businesses operate on a global scale, serving customers from different regions, languages, and cultures. Cultural sensitivity enables CXOs to create experiences that resonate with diverse customer segments.

P&G is driven to make life better, not just within the company, but across the globe. P&G strives to make life easy of their employees who come from diversified countries, their consumers, and for people everywhere. As a part of the P&G team, everyone is committed to share that commitment. The organizations oversee teams that often span multiple countries and cultures. Being culturally sensitive fosters a more inclusive and collaborative work environment, driving innovation and employee satisfaction.

​​​​​​​P&G aims to be a model global corporate citizen. As organisations expand into new markets, understanding and respecting local cultures is critical for market entry and growth.
The company believes in transparency  in its business dealings, and it works to support good causes. All over world wherever P&G has its presence it strives to protect the environment and provide an appealing place to work to its employees; they are treated well and are given the opportunity to be all that they can be.

P&G hires people with high IQ, and at the early stages of career, employees have good opportunities to learn and grow. Upward mobility is not so easy. The management structure grows mostly from within.

Three billion times a day, P&G brands touch the lives of people around the world. This happens because P&G provides branded products of superior quality and value to improve the lives of the world’s consumers. Mishandling cultural nuances can lead to reputational damage. CXOs must ensure that their organisations are seen as culturally aware and respectful. This results in leadership sales, profit and value creation, allowing employees, shareholders and the communities in which we operate to prosper. Cultural sensitivity is not a static quality but a continuous journey of learning and adaptation.

The Procter & Gamble Company (P&G) is a brand giant. The world’s first maker of household products courts market share and billion-dollar brands. Its business is divided into three global units: beauty, health and wellbeing, and household care. It also makes pet food and water filters and produces soap operas. Some 25 of P&G’s brands are billion-dollar sellers, including Gillette Fusion, Always/Whisper, Braun, Bounty, Charmin, Crest, Downy/Lenor, Folgers (which it reportedly plans to spin off), Gillette, Iams, Olay, Pampers, Pantene, Pringles, Tide, and Wella, among others.

P&G consists of over 138,000 employees working in over 80 countries. It began as a small, family-operated soap and candle company now provides products and services of superior quality and value to consumers in more than 180 countries. In P&G, every employee’s culture is respected. Their commitment begins with P&G’s Purpose, values and principles, in which sustainability is embedded, and manifests itself in a systemic and long-term way. They try to make their company better.  At P&G the workplace is made as inclusive as possible.

leaders need to be culturally sensitive because it helps them build strong teams, improve communication, and foster innovation. Leaders who are culturally sensitive can create an inclusive environment where everyone feels valued and respected. This can improve morale and collaboration, and lead to better performance. They can improve communication by being mindful of language barriers and recognize how people from different cultures communicate. Foster innovation. Good leaders have leveraged on cultural diversity as a strategic asset to foster innovation and learning. This helps them to build better client relationships. When leaders respect other’s culture, they can mitigate risks. Leaders can avoid cultural insensitivity and make informed decisions to mitigate reputation damage and financial losses.

At Google different cultures are celebrated in a few ways. Inter Belief Network (IBN) are created where a network of member chapters that aims to create a culture of inclusion and tolerance for a variety of beliefs. The IBN also ensures that the voices of belief-based communities are represented in Google’s products. Asian Pacific American Cultures hub is a platform created in partnership with Google Arts & Culture partners to celebrate the history of the Asian American and Pacific Islander community. Asian Pacific American Heritage Month is celebrated. In this month with initiatives to uplift AAPI small business owners and creators. Google Arts & Culture celebrates festivals from around the world, including Diwali, which is a festival of lights that is important for Hindus, Buddhists, and Sikhs. Google Arts & Culture also celebrates the sports history of Mexico. Google’s culture is built on mutual respect, collaboration, and support. The company values individual differences and recognizes the importance of cultural diversity in achieving organizational success. 

Organizations which recognize cultural differences and celebrate them can easily avoid potential biases. Respect individual needs and beliefs by adapting leadership approaches to accommodate unique needs. Be open to diverse backgrounds by bridging cultural gaps to build meaningful relationships.

McDonald’s, one of the world’s most recognizable brands, has successfully implemented a “Think Global, Act Local” approach to cultural sensitivity. This strategy recognizes that while McDonald’s is a global brand, the customer experience must be adapted to local cultures. Here are key aspects of McDonald’s approach are  as follows:

Menu Localization: McDonald’s offers region-specific menu items to cater to local tastes and preferences. For example, in India, where beef is not widely consumed, the menu includes a variety of vegetarian options.

Festivals and Traditions: McDonald’s often runs special promotions and menu items aligned with local festivals and cultural celebrations. This not only reflects cultural sensitivity but also strengthens the brand’s connection with local communities.

Inclusivity McDonald’s is committed to fostering diversity and inclusion. Its workforce comprises people from diverse backgrounds, and the company actively engages in community initiatives to support cultural diversity and education.

Cognitive reasoning is a 24X7 processing of our mind; we use reasoning to clarify why we took certain decisions, why we said things to someone, why we met someone, why we did not meet someone, why we ate something, why we saw a movie, why we argued with someone.   We anticipate others’ reactions and adjust our behaviour according to various social and personal contexts. Reasoning helps us make sense of complex social dynamics, resolve conflicts, and build meaningful relationships based on mutual understanding, respect, and empathy. The entire reasoning is an attempt to figure out something, to settle some inquiry, to solve some problem. Also, some reasoning is based on our assumptions. All reasoning is done from sensible point of view. Much of our reasoning is based on our experience, on data stored in our mind, information, and evidence.

It is essential for making sound judgments and developing effective solutions for complex problems. In essence, reasoning allows us to make sense of the world around us by applying logic and critical thinking to make informed decisions. Reasoning is a vital component of living a happy and fulfilling life. It is a soft skill. Through reasoning we think critically, analyze information, and evaluate arguments, which are all crucial skills in both personal and professional life. Reasoning is a process which goes on constantly at the back of mind.

In today’s fast-paced world, decision making is at the core of every aspect of our lives; whether it’s in our personal relationships, professional careers, or even in our daily routines. The ability to make effective decisions is a skill that can significantly impact our success and well-being. One key ingredient that often goes unnoticed but plays a pivotal role in shaping our decisions is reasoning skills.

Every decision carries some level of risk. Reasoning skills allow us to measure risks more accurately by considering various scenarios and their potential outcomes. This helps us make informed decisions that balance the potential benefits and drawbacks.

Following are different types of reasoning: 

Deductive reasoning

Deductive reasoning is a logical approach where you progress from general ideas to specific conclusions. It’s often contrasted with inductive reasoning, where you start with specific observations and form general conclusions. Deductive reasoning is also called deductive logic or top-down reasoning. For example, ethnocentric organizations firms where nationals from a specific parent country dominate the organization at home and abroad. In terms of decision-making, the subsidiaries have very little autonomy. Ethnocentric firms such as Sony, Samsung, Honda believe that Japanese executives are more capable than other national executives. Hence, they appoint their own people at decision-making posts.

Inductive reasoning

Inductive reasoning is a style of drawing conclusions by going from the specific to the general. It’s usually contrasted with deductive reasoning, where you proceed from general information to specific conclusions. Inductive reasoning is also called inductive logic or bottom-up reasoning, which is considering all from bottom to top.  McDonald’s as an example of Inductive reasoning. They change their offering to suit the taste of a particular country. In India, where majority people do not eat beef, McDonald’s offers the McAloo Tikki, a vegetable patty with characteristic Indian spices.

Analogical reasoning

It is the ability to recognize and use relational similarity between two situations or events. It is a fundamental aspect of human cognition. It is using a comparison between something new, and something known where we draw conclusions by comparing two things. Reasoning by analogy is a way to help others understand, to convince, and to reason. The founders of Airbnb were inspired by the resemblance of “Bed & Breakfast” model where people share their homes with tourist and friends in which accommodation is provided and breakfast if offered. Bed and breakfast are private family homes. By applying this analogy to the hospitality industry, Airbnb created a new business model in hotel industry.  Its primary activities involve facilitating unique stays and experiences for guests, provided by hosts across the world.

Abductive reasoning

Abductive reasoning involves formulating the most probable explanation for a specific set of observations or facts, without necessarily aiming to generate a generalizable theory. It is characterized by its focus on creating a probable premise that best explains the particulars of a situation. In past, people relied on traditional methods to find a partner to get married. In this technology world where almost everything is possible online, people use abductive reasoning that it is easier to find their perfect life partner here on a marriage app. Matrimonial apps have transformed this matchmaking concept into reality. The user-friendly app makes it easy to find a suitable partner in a short time.

Cause-and-effect reasoning

Cause and effect is a system of logical reasoning where evidence and proof are presented to show how an event took place or how something happened. The cause is the reason for the occurrence of an event, while effects include the outcomes of the event that occurred. In this type of logical reasoning, there is a sufficient or necessary condition for any event to occur. The recent 30^th July Wayanad landslide incident in Kerala, India is an example of cause-and-effect reasoning. From ecologist Madhav Gadgil to many researchers, who did extensive studies in the wake of the 2018 natural calamities that devastated the state. Despite the back-to-back landslides and warnings by ecologists, the Kerala government went ahead with major infrastructure projects like a twin-tunnel road project in Wayanad, that too at the ecologically sensitive Meppadi region which has been frequently hit by landslides. This landslide is the effect of twin-tunnel road project.

Critical thinking

Critical thinking begins with questioning, analyse, interpret, evaluate and make a judgement about what you read, hear, say, or write. The term critical comes from the Greek word kritikos meaning “able to judge or determine”. Critical thinking is the intellectually disciplined process of actively and skilfully conceptualizing, applying, analysing, synthesizing, and/or evaluating information gathered from, or generated by, observation, experience, reflection, reasoning, or communication, as a guide to belief and action. Google did critical thinking before promotion Sunder Pichai as CEO. Pichai himself is known for his critical thinking ability. At the heart of Google’s success is its culture of innovation, and Sundar Pichai has been instrumental in fostering this environment. Pichai encourages his teams to think outside the box, take risks, and embrace failure as a stepping stone to learning and improvement. One of the key factors that sets Google apart is its persistent focus on the user. Sundar Pichai deeply understands the importance of putting users’ needs first. He encourages his teams to listen to user feedback, anticipate their evolving requirements, and develop products and services that address their pain points effectively. 

Decompositional reasoning

Decompositional reasoning is the process of breaking things into essential parts for understanding the function of each factor and how it contributes to the major problem and operation of the item. By analysing each part independently, decompositional reasoning allows an observer to draw powerful conclusions about the whole. For example, before announcing the final diagnosis of patient, the doctor along with member of the clinical team, the laboratory, radiology reports, patient’s family history, patients’ kin everyone has a role to play in ensuring that diagnosis is accurate, timely and communicated to the patient. The Diagnostic Process Map is a complex and collaborative activity that unfolds over time. This is a god example of decompositional reasoning.

Trait theory in psychology rests on the idea that people differ from one another based on the strength and intensity of basic trait dimensions. They purchase goods and services based on their peculiarity. The theory also suggests that people have certain basic traits, and it is the strength and intensity of those traits that account for personality differences. The trait approach to personality is one of the major theoretical areas in the study of personality. Trait theory suggests that individual personalities are composed of broad characters. Personality refers to the permanent characteristics and behavior that comprise a person’s way of adjustment to life, his interests, desires, beliefs, what he/she thinks of self, hobbies, interests, values, abilities and emotions.

A trait is a distinguishing quality of a person. For example, someone is inquisitive that seems to be his notable trait. A trait is usually consistent.

There are four trait theories of personality: Allport’s trait theory, Cattell’s 16-factor personality model, Eysenck’s three-dimensional model, and the five-factor model of personality.

Allport

Gordon Allport was one of the first researchers who introduced a trait theory. His main idea was that personality came about like a sequences of building blocks; the building blocks of a personality refer to the fundamental components that contribute to shaping an individual’s distinct traits and behavior. He further believed that personality was biologically determined but could be shaped by someone’s environment. Although there is definite evidence for the fact that our personalities are, at least in part, determined by genetics, there’s more to it than that. In fact, our environment may shape or alter our personalities as well – not just the social environment but the natural environment around us. For example, people living in mountainous areas are emotionally stable and assertive, which may also likely be beneficial for their secluded lifestyles.

Allport said that there are three classes of trait as following:

Cardinal traits

these are the traits around which someone organises their whole life. They are thought to develop later in life and become synonymous with a person because that is how people primarily see them.  For example, Dr APJ Abdul Kalam was characterized by his vision and humility. He believed that leaders should lead by example and inspire their team members to achieve their full potential. Narendra Modi – our PM is decisive but autocratic. Steve Jobs was known for his attention to details. 

Central traits

These refer to major characteristics of someone’s personality and lead to its foundation, such as shy, intelligent, deceitful, unkind.

Secondary traits

These refer to traits which refer to patterns of behaviour that only occur under specific circumstances, for example a person who is usually confident becomes nervous when they must talk in public, another example is some people fear height.

Cattell’s 16-Factor Personality Model

Raymond Cattle reduced the number of main personality traits from Allport’s initial list of over 4,000 down to 171. He did so, mainly by removing uncommon traits and combining common characteristics. Next, Cattell rated a large sample of individuals for these 171 different traits. Using a statistical technique known as factor analysis, he then identified closely related terms and eventually reduced his list to 16 key personality traits. Among them are dominance, perfectionism, reasoning, and self-reliance. They are as follows:

1. Abstractedness: Imaginative versus practical
2. Apprehension: Worried versus confident
3. Dominance: Forceful versus submissive
4. Emotional stability: Calm versus high-strung
5. Liveliness: Spontaneous versus restrained
6. Openness to change: Flexible versus attached to the familiar
7. Perfectionism: Controlled versus undisciplined
8. Privateness: Discreet versus open
9. Reasoning: Abstract versus concrete
10. Rule-consciousness: Conforming versus non-conforming
11. Self-reliance: Self-sufficient versus dependent
12. Sensitivity: Tender-hearted versus tough-minded
13. Social boldness: Uninhibited versus shy
14. Tension: Inpatient versus relaxed
15. Vigilance: Suspicious versus trusting
16. Warmth: Outgoing versus reserved

Eysenck’s 3 Dimensions of Personality

British psychologist Hans Eysenck developed a model of personality based on just three universal traits.

Introverts/Extroverts: Introverts direct attention to their feelings and experiences, while extroverts’ direct attention outward, onto other people and the environment. A person high in introversion might be quiet and reserved, while an individual high in extraversion might be sociable and outgoing.

Neuroticism/Emotional Stability: This dimension of Eysenck’s trait theory is related to moodiness versus even-temperedness. Neuroticism refers to an individual’s tendency to become upset or emotional, while stability refers to the tendency to remain emotionally constant.

Psychoticism: Later, after studying individuals suffering from mental illness, Eysenck added a personality dimension he called psychoticism to his trait theory. Individuals who are high on this trait tend to have difficulty dealing with reality and they tend to be antisocial, hostile, non-empathetic, and manipulative People who have psychotic episodes are often unaware that their misbeliefs or hallucinations are not real, which may lead them to feel frightened or distressed.

Five-Factor Model of Personality

Both Cattell’s and Eysenck’s theories have been the subject of considerable research. This led to some theorists to believe that Cattell focused on too many traits, while Eysenck focused on too few. As a result, a new trait theory often referred to as the “Big Five” theory emerged. Many contemporary personality psychologists believe that there are five basic dimensions of personality, often referred to as the “Big 5” personality traits. The Big 5 personality traits are extroversion, agreeableness, openness, conscientiousness, and neuroticism.

This five-factor model of personality represents five core traits that interact to form human personality. While researchers often disagree about the exact labels for each dimension, which are described most.

1. Agreeableness:  level of cooperation and caring for others
2. Conscientiousness: level of thoughtfulness and structure
3. Extraversion: level of socialness which means seeking and enjoying companionship of others and emotional expressiveness.
4. Neuroticism: is a trait that reflects a person’s level of emotional stability. It is often defined as a negative personality trait involving negative emotions, poor self-regulation; an inability to manage urges, trouble dealing with stress, a strong reaction to perceived threats, and the tendency to complain.
5. Openness: means openness to experience, ready to experience new things in life, ready to accept and experience as things come in life, it is one of basic personality trait denoting receptivity to new ideas and new experiences, level of adventure and creativity.

Conclusion

The Big Five Personality Model explains how employees’ behavioral traits can be segmented into certain personalities. An easy way to remember the five traits is to think of the acronym OCEAN. This stands for openness to experience, conscientiousness, extraversion, agreeableness and neuroticism.