People seek validation to feel accepted, secure, and to measure their self-worth which is  often rooted in basic human needs and past experiences. It’s a natural inclination stemming from the desire for social connection and fear of seclusion, but excessive reliance on external validation hinders personal growth and well-being. Constantly seeking validation can lead to an “approval addiction” when individuals prioritize the opinions of others over their own feelings and needs. When we seek approval from others, and depend on it, to feel a sense of worthiness, we build our self-esteem on a shifting, temporary foundation. 

When individuals stop seeking external validation, it generally signifies an egoless person. Such people shift towards self-acceptance and self-reliance. It leads towards increased self-confidence, less anxiety, and a stronger sense of self-worth. Instead of relying on others’ opinions, they prioritize their own values and beliefs, making decisions based on internal scope rather than external pressures. People who depend on external validation are weak individuals.

Pandit Madan Mohan Malaviya who is best known for founding the Banaras Hindu University (BHU), one of Asia’s largest residential universities. He was also a prominent figure in the Indian independence movement and a strong advocate for modern education among Indians. Additionally, he was a key leader in the Indian National Congress and founded the Hindu Mahasabha. He is best known for popularizing the slogan “Satyameva Jayate” (सत्यमेव जयते), which translates to “Truth alone triumphs”. He actively promoted this slogan, particularly during his presidency of the Indian National Congress in 1918. 

 it’s true that Madan Mohan Malaviya famously used a “begging bowl” to collect funds for the establishment of Banaras Hindu University (BHU). He travelled intensively, seeking donations from various individuals and organizations to realize his vision of a world-class educational institution. When Malviya visited the Nizam of Hyderabad, Mir Osman Ali Khan, for fund raising for BHU, Nizam furiously flung his slippers at Malviya because Nizam did not approve the word “Hindu” for the university. Malviya then auctioned the slippers within the Nizam’s own estate. This unconventional method, while initially met with anger from the Nizam, ultimately led to the Nizam agreeing to build the staff quarters for BHU and later making a cash donation. 

By recognizing their own worth and abilities, individuals don’t care for getting criticized and they become more confident in their choices. The constant need for external validation can be a source of anxiety. When this need diminishes, such people do great societal work. They are more confident, resilient, and respectful of themselves and others. This inner sense of worth is not dependent on external validation, but rather a deep-seated understanding of their purpose of life. Such people are helpful to others around them.

Ishwar Chandra Vidyasagar is renowned for his pivotal role in social reform, particularly concerning women’s rights and education during the Bengal Renaissance. The Bengal Renaissance was a period of significant social, cultural, and intellectual reform in 19th and early 20th century Bengal, particularly in Calcutta. It was characterized by a revitalized interest in indigenous traditions alongside the adoption of Western ideas and practices, leading to a flourishing of arts, literature, science, and social reform movements. The renaissance involved a questioning of traditional social structures, including the caste system, Sati (widow immolation), and child marriage, and a push for women’s rights and education. his period saw the rise of influential thinkers, reformers, and writers who engaged with both Indian and Western philosophical and scientific ideas. 

Vidyasagar is celebrated for advocating for widow remarriage, challenging child marriage and polygamy, and promoting female education, thus leaving a lasting impact on Indian society. Vidyasagar’s life was evidence to his commitment to social justice and progress. He saw education as the key to societal betterment and worked tirelessly to make it accessible to all, regardless of caste or gender. Vidyasagar believed that education was the foundation for individual and societal development. He established schools, including the first for girls in Calcutta, and advocated for a blend of Eastern and Western educational philosophies. He also worked to simplify Sanskrit grammar for Bengali students.  His purpose was to bring about positive change in society through education and social reform, leaving behind a legacy of progress and enlightenment. He never sought validation, he wasn’t primarily driven by external validation in his work, particularly in his social reforms and educational initiatives. He was motivated by a strong sense of social justice and a desire to improve the lives of others, often going against popular opinion and facing significant opposition. 

Jyotiba and Savitribai Phule were pioneers in advocating for girls’ education in Maharashtra, India during the 19th century. They established the first school for girls in India in 1848 in Pune, challenging prevailing social norms that restricted education for women. Their efforts expanded to include establishing multiple schools and educational trusts, impacting marginalized communities and fostering a more inclusive approach to education. Svitribai Phule became India’s first female teacher, she taught in the girl’s school.  Without seeking validation from society. They challenged societal norms by establishing schools for girls, including those from lower castes, and fought against practices like child marriage and sati. Their work was driven by a belief in education and empowerment as tools for social change, rather than by a desire for societal approval. 

Conclusion: In the pre-independence era formal education was largely inaccessible to girls, with societal norms often dictating that they be married off at a young age, making education seemed unrelated. There were many social restrictions on girls. Many families considered education for girls to be unnecessary or even harmful, fearing it might make them ambitious or discontent with their prescribed roles. Thar era saw lack of educational institutions. There were fewer schools for girls, and those that existed often focused on practical skills like needlework rather than broader academic subjects. During such setting social reformers such as Madan Mohan Malviya, Ishwar Chandra Vidyasagar and  Mahatma Jyotiba Phule and his better half Savitribai Phule contributed to educate girls to make them independent. Individuals who don’t seek external validation tend to have a clearer understanding of their own values, beliefs, and goals. Without the pressure to conform to others’ expectations, individuals can be more genuine and truer to themselves.  Because are less concerned with the opinions of others they can face challenges of societal norms and advocate for change.

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. 

Understanding and influencing human behavior is crucial for a variety of reasons, people with whom we work every day, deal on regular basis, for our personal growth and strong relationships for effective teamwork and societal progress. Good behavior fosters positive environments, builds trust, and contributes to a safer and more inclusive society. It also impacts mental and emotional well-being and can influence productivity and success in various aspects of life. 

Personality is fixed and it’s difficult to change, so it makes sense to focus our efforts at the point where changes can be made. Since behaviour is within our condition of control, affirmative feedback on behaviour offers a positive lead for personal development, showing where and how we can adapt to meet the needs of a particular situation or job role. Counselling largely helps to change our behaviour.

Behaviorism is a branch of psychology which primarily studies observable actions and responses, rather than internal mental processes like thoughts or feelings. It suggests that behaviors are learned through two main types of conditioning: classical conditioning which is associating stimuli with responses and modified conditioning  which is learning through consequences of behavior. I list here below few famous theories of behaviourism.

John B. Watson’s classical behaviourism

Watson’s theory focused on observable behavior as the primary subject of psychological study, rejecting introspection and mental processes. He believed that behavior is learned through conditioning and can be manipulated by environmental stimuli, emphasizing the role of external factors over internal ones. His experiment famously known as ‘the little Albert experiment’, conducted by John Watson and Rosalie Rayner in 1920, aimed to demonstrate that fear could be conditioned in humans through classical conditioning. The experiment involved a nine-month-old baby, Albert, who was initially not afraid of a white rat. Researchers repeatedly paired the rat with a loud, startling noise, causing Albert to associate the rat with the noise and eventually fear the rat itself. The white rat was initially a neutral stimulus, meaning Albert didn’t have an innate fear of it. The loud noise was the unconditioned stimulus, which naturally caused fear in a way the unconditioned response in Albert. 

Watson argued that only behaviors that can be observed and measured objectively are valid in scientific psychology. He believed that behaviors are learned through conditioning, where provocations in the environment are paired with responses, leading to learned associations. Watson rejected the study of thoughts, feelings, and other internal mental processes, arguing that they are not directly observable and therefore not suitable for scientific study. Watson emphasized the role of environmental factors in shaping behavior, suggesting that individuals can be trained to exhibit specific behaviors through conditioning. 

B.F. Skinner’s Reinforcement Theory

Skinner’s behaviorism theory, also known as radical behaviorism, suggests that all behavior is learned through interactions with the environment, primarily through reinforcement and punishment. This theory emphasizes observable behaviors and argues that internal mental states like thoughts are not relevant for understanding behavior. Skinner’s work focused on challenging conditioning, where behaviors are modified by their consequences. It is built on the assumption that behaviour is influenced by its consequences. Reinforcement theory is the process of shaping behavior by controlling consequences of the behavior. Reinforcement theory proposes that you can change someone’s behaviour by using reinforcement, punishment, and elimination. I give here example of Abraham Lincoln who was the president of the United States in a pivotal moment during the Civil War. Although he was assassinated before completing his term as president, the relentless work ethic and unmatched communication skills that Abraham Lincoln showcased while healing the fractured country made him one of the greatest leaders in U.S. history.

Pavlov’s theory of Classical Conditioning

This is rooted in the idea that behavior is the result of conditioning. He believed that behavior is learned through the process of classical conditioning, where behavior is shaped through the association of stimuli in the environment. His discoveries provided a framework for understanding how behaviors are acquired. His experiments primarily involved dogs, but the principles he discovered have far-reaching implications for understanding human behaviour as well. Classical conditioning, the foundation of Pavlov’s theory, involves pairing a neutral stimulus with an unconditioned stimulus to elicit a conditioned response. In one of his famous experiments, Pavlov observed that dogs naturally salivated when presented with food, an unconditioned stimulus. However, through repeated pairings of a neutral stimulus, such as a bell, with the food, the dogs eventually began to associate the bell with the arrival of food. As a result, they started salivating at the sound of the bell alone, even in the absence of the food. This conditioned response demonstrated the formation of a new association between the neutral stimulus and the unconditioned stimulus. Mental conditioning is a process which depends on experience, it takes efforts of training your mind to modify your thoughts, attitudes, and beliefs to accept thinking patterns.

Erikson’s theory of psychosocial development

This theory proposes that behaviourism develops through eight stages, each marked by a unique milestone, crisis or challenge that individuals must manage through. These crises involve a struggle between opposing forces, such as trust vs. mistrust, autonomy vs. shame and doubt, initiative vs Guilt, Industry vs inferiority , identity vs Role Confusion, intimacy vs Isolation, Generativity vs Stagnation and Ego Integrity vs Despair. When individuals successfully resolve each crisis, it leads to the development of specific virtues and psychological strengths, while failure can result in difficulties in future stages Our early life experience is very important in terms of  how we grow as individuals.  Our identity evolves at various stages of life; how we perceive and present ourselves throughout our lives, as per our own sense of identity; we keep searching and understanding ‘who we are’. Understanding this process can lead people to question their ‘negative’ identity labelled by society. Half of life is spent in making big changes in the way we perceive ourselves.  Our personalities keep changing as we resolve crises in life; thus, each experience brings a change within us.

Thorndike’s theory of connectionism

This theory suggests that learning is the result of forming connections between stimuli and responses. This theory, developed by Edward Lee Thorndike, is a foundation of behaviorism, explaining learning as a “stamping in” or strengthening of S-R bonds. Thorndike’s work also established three key laws of learning: the Law of Readiness, the Law of Exercise, and the Law of Effect. Thorndike’s theory of connectionism, also known as stimulus-response (S-R) theory, suggests that learning involves forming connections or associations between stimuli and responses. These connections, or bonds, are strengthened by satisfying consequences and weakened by unsatisfying ones. Thorndike’s theory is based on his experiments with cats in puzzle boxes, where he observed that learning occurred through trial and error. The key aspects of Thorndike’s connectionism are i) learning occurs through the formation of connections between a stimulus – something that triggers a response and a response  which is a behavior or action. Ii) Learning is a process of trying different responses until the correct one is found and rewarded. Iii) Behaviors followed by satisfying moments are strengthened, while behaviors followed by annoying consequences are weakened. Iv) Frequent practice strengthens connections, while lack of practice weakens them.  V) When an individual is ready to act in a particular way, a response is likely to follow. 

Jerome Bruner’s theory of cognitive development

This theory states that children construct their own learning through organising, categorising and then coding information. He believed that the most effective way to do this is to discover information rather than being told it by a teacher. Jerome Bruner’s theory of cognitive development emphasizes that learning occurs through three modes of representation: enactive, iconic, and symbolic. These modes represent how individuals process and represent knowledge, changing with age with mental and physical development. Bruner believed that children could learn difficult concepts with appropriate instruction, and that learning is a continuous process, not a series of stages. They say children are mirror image of their parents and surrounding. Enactive mode, prevalent in early childhood around 0-3 years, involves learning through direct action and manipulation of objects. For example, a baby might learn about size by comparing different-sized colour crayons. The iconic mode starts around 3-7 years; children begin to use images and mental representations to represent experiences. They might use drawings or pictures to recall events or objects. From about 7 years onward, children develop the ability to use symbols, like language, to represent and organize information. They can understand and use abstract concepts without needing a real visual. Bruner believed that development is a continuous process, not a series of distinct stages. 

Conclusion

In simple terms, Sigmond Freud’s theory suggests that human behavior is influenced by unconscious memories, thoughts, and urges. This theory also proposes that the psyche comprises three aspects: the id, ego, and superego. The id is entirely unconscious, while the ego operates in the conscious mind. Behaviorism is primarily associated with the belief that all behaviors are learned through interactions with the environment. It focuses on observable actions, emphasizing the role of stimuli and responses, and rejects the study of internal mental processes. Key figures in behaviorism include John B. Watson and B.F. Skinner. 

I am happy to announce that my book titled “International Business” has been published in Last week of May 2025 by Himalaya Publishing House its ISBN Number is 978-93-6557-175-2. 

This book “International Business” is comprehensive and practical, covering core concepts with real-world examples, caselets, case studies, and organizational consequences. It is up to date with current events and research. The book covers major aspects of international business, including globalization, international trade, foreign direct investment, international finance, international marketing, MNCs and their subsidiaries, CAGE model, Diamond model and international strategies. The book incorporates the latest events, statistics, and research findings in the field. The material is lucid for the students; it talks about how to apply concepts in real-world business situations. The language is clear and brief, avoiding unnecessary jargons. The author has created a clear and logical structure, making it easy for students to follow the flow of information. 

Globally, the Indian market is termed as ‘emerging’ market. The Indian academia is also evolving to compete with the briskly changing global market due to the VUCA. This book is an attempt in the backdrop of such evolving academia. Based on the feedback received from students and faculty on my earlier publications, I felt that there was a distinctive need for a reference book that connects the conceptual field of consumer behaviour with more emphasis on the Indian context, not only in terms of basic concepts but also in terms of examples and caselets.

The following objectives have been covered in the book:

• Attract foreign demand.
• Utilize technology.
• Use of economic resources in form of mergers & acquisitions, joint ventures etc.
• International diversification.
• Exporting goods and services.
• Giving license to produce goods in the host country.
• Global customer base.
• Facilitates the transfer of technology, knowledge, and resources between countries, contributing to economic development.

The book covers the latest syllabi in total eight chapters.

1. Introduction to International Trade

2. Evaluating Country Attractiveness

3. Understanding Cultural Difference and its impact of Business

4. International Finance Decision

5. Forex Markets

6. WTO Regional Trade

7. Managing MNCs and subsidiaries

8. Impact of I-R Model on Subsidiary Management

Abstract

Servant leadership style aligns closely with spiritual principles, consisting of humbleness, empathy, and the well-being of others. Leaders who incorporate spiritual practices into their management style are more likely to create a supportive and inclusive work environment. When an organization has leaders with higher spiritual quotient, aligning of individual employees’ objectives and goal with organizational vision, mission goals and objectives becomes easier. Spiritual faith is a conscious decision of an individual; it is believing in a higher energy (God) which I refer to as Universal Energy. Different religions refer this energy as per their faith; Islam calls it Allah, Christians call it Jesus & Merry, Sikhs call it Guru Granth Sahib, Hindus call it Ram/Krishna/Shakti, Jains call it Mahavir so on.  When we give our trust to God, it releases the element of faith inside of us. A person may be high in their Spiritual Quotient (SQ) but may have no religious faith or belief in form of God. Similarly, a person may be religious but low in their SQ. Those seeking meaning form their life and the purpose of life are on their path to attaining that spiritual realization.

Organizational conflict refers to the condition of dispute, backbiting, grapevine, jealousy, hatred leading to disagreement that is caused by the perceived or actual opposition in the needs, interests, and values among people who work together. Organizational conflict hampers the work environment in organizations.

I am writing this paper to emphasize on Spiritual Quotient (SQ) IQ, or spiritual intelligence which helps in resolving organizational conflicts. SQ underlines IQ and EQ. Spiritual intelligence is an ability to access higher meanings, purpose of life, to achieve which one needs to abide by  purposes, and unconscious aspects of the self and to be surround by these meanings, values, and purposes in living richer and more creative lives. Signs of high SQ include an ability to think out of the box, humility, and an access to energies that come from something beyond the ego, beyond concerns of I, me, myself.

I have interviewed 15 senior managers across the industries having Head Quarters in Mumbai. All organizations are blue chip companies. My interview carried a brief questionnaire carrying just five parameters:  1. Ability to see beyond 2. Resolving organizational conflicts with ease 3.  Integrity 4. Organizational Culture 5. Spiritual Faith

I have listed below the outcomes

Ability to see beyond

60% of the respondents said they could sense something coming in the way of business prior to Covid-19 pandemic. The COVID-19 pandemic triggered the world economy and was the largest global economic crisis in more than a century. The crisis led to a dramatic increase in inequality within the haves and have-nots across countries. The emerging economies stumbled, and economically disadvantaged groups needed much more time to recover pandemic-induced losses of income and livelihoods.

The executives of   Ambuja Cements and ACC responded that both companies part of Swiss cement major Lafarge Holcim group,  collectively contributed ₹3.3 crore to three NGOs to support daily-wagers, migrant labour, slum-dwellers and homeless stranded across the country on account of the lockdown. Ambuja Cement and ACC supported Goonj, an NGO on the forefront of disaster relief with expertise in material management; and Praja Foundation and Mumbai Roti Bank, who are working with labourers and daily wage workers those who had lost their livelihood on account of the country-wide lockdown to protect against the coronavirus. Together, these organisations carried out multi-pronged containment and relief efforts  required immediate attention across the country.

Many people seek a sense of purpose and meaning in their work, and integrating spiritual practices and principles into management can help to increase a sense of seeing deeper purpose and meaning for both the individual manager and their team members. Fortune magazine mentions that companies like Starbucks, Google, Southwest Airlines and Staples are integrating spirituality through initiatives such as servant leadership. The magazine introduced spirituality in business as a “large, unorganized, deeply felt and deeply personal movement”. It is happening in small and large companies alike, as dog-eat-dog management models from past decades make way for lively, mutually beneficial relationships that feed the wellbeing of everyone involved in an organization.  Soulful leaders recognize that relationships have the power to transform teams and business outcomes.

SQ helps resolving organizational conflicts

55% executives said SQ helps them solve organizational conflicts which lead to the condition of misunderstanding or disagreement that is caused by the perceived or actual opposition in the needs, interests, and values among people who work together. This leads to workplace alienation which brings down productivity. Employers must take strong steps in preventing those feelings in employees. Often when employees are transferred to another department or geographically positioned elsewhere. It’s often observed in some organizations a manager plays game of favouritism: he/she behaves partially with an employee, while others feel left out. When managers play different standards of accountability and performance for subordinates their behaviour becomes destructive and pulls down the employee morale.

The Senior Vice President at Reliance Jio said While “HR should not love people” this may sound counterintuitive given the traditional perception of Human Resources (HR) as the advocate for employees, it points to a more nuanced aspect of HR management. HR professionals are tasked with making impartial & unbiased decisions that benefit both the organization and its employees. Embracing emotional attachment or favouritism can cloud judgment and compromise the fairness of HR practices.

He says spirituality has helped him in maintaining objectivity and neutrality, He ensures that policies, procedures, and decisions are applied consistently and equitably, fostering a culture of fairness and respect in the workplace. The burden of negativity should not be taken forward. Hold on to the lessons learned, not the scars and burdens.

Integrity

The role of a manager should be more of a go getter. He should know all the people not by their skills but also by their psychological orientation of mind. He should have a deep vision in who can execute a task to its best instead of being a typical ‘yes-man’. Individuals with integrity are incorruptible and always uncompromising in the moral and ethical values that they believe in. People with integrity always keep their word, abstaining from lies and excuses, no matter the situation. 50% of respondents said Integrity is difficult to practice among weaklings.

One of the Mid-Level managers of Wipro said he follows in the footsteps of Mr. Azim Premji. He once accompanied Mr. Premji to a Wipro retailer.  When Mr. Premji shook hands with the dealer and asked – “How are you doing? Happy? Making Money?” the manager and the dealers melted with the warmth of Premji and instantly generated an emotional connect. The questions asked by Premji were genuine which reflected empathy, were straight from the heart and were powerful testimony to Premji’s belief that every  Reseller must profit from his relationship with Wipro. 

Mr. Premji genuinely feels that a good Vendor-Reseller relationship is most important for the business. The hallmark of Premji’s style is that his employees, his vendors, dealers can  disagree with him privately or in the open; every Wipro Executive has the freedom to execute in his own way, innovate and above all make mistakes. Often those mistakes are costly mistakes. Wipro pays the price for that learning. One thing on which Premji does not compromise is Integrity. It is the cornerstone of Premji’s operating philosophy. He always says that everything in life can be negotiated except Integrity. Integrity is and will always be non-negotiable. He has created a values-driven business, built and scaled in a volatile market environment. Wipro has created thousands of entrepreneurs who in turn have created over 450 plus companies, raised over billion-dollar venture capital.

Today, in the corporate world also most of the organizations and institutions have realized and acknowledged that their human element, what is called ‘human resource’ is not simply intellectual property consisting of human knowledge and skills but is human spirit as well. Corporate have realized that they need to nurture and value the human spirit which is an integral part of leadership. Spirituality is not a mere element which needs reference and regular discussions on it; its practice and application will reduce commotion and misconduct to a greater extent. Lot of awareness is growing in applying spirituality in the workplace.

Organizational culture

Organizational culture is a system of shared traditions, values, and beliefs, which have a great effect on how people behave in organizations. 95% of respondents said the organization culture makes or breaks an organization.

Values are lasting beliefs which have a strong influence on the people in the organization. It dictates how the organization appears in public eyes. Edgar Henry Schein, a former Professor at the MIT Sloan School of Management, is known for his work in the field of organizational development, more so in areas such as career development, talent management, group dynamics and cultural developments. Edgar Schein‘s model of organizational culture originated in the 1980s. Edgar Henry Schein identified three distinct levels in organizational cultures: Artifacts and Behaviours, Espoused Values and Assumptions which came to be known as Edgar Schein’s three levels of organizational culture. He speaks about three levels of organizational culture.

Artifacts include any tangible, evident or verbally identifiable elements in an organization. These include the architecture, beautification of workplace, careful design, layout, fitting and maintenance, built-in space for movement (space, sound, and acoustics), functionality, attractive visuals, elegance, furniture etc. Artifacts include dress codes; explicit dress codes speak a lot about workplace culture. They are varied as workplaces are. It differs as per the nature of the workplace; it is the starting point of defining and determining a dress code. Wearing I-Card and clean dress, well-groomed employees speak a lot about organizations. The employees are organization’s brand ambassadors.

Espoused values are the second layer of the organization’s stated values and rules of behaviour. It is how the members represent the organization both in terms of their behaviour and the shared values. Their interpersonal behaviours and their behaviours with outsiders speak volumes. This is expressed in mission, vision, philosophies and values of the organization. The mission, vision, goals, values   need to be displayed nicely in framed posters in strategic locations in organizations. They are official philosophies and statements of identity for the public. A company’s mission statement is essentially its statement of purpose.

The third level is Assumptions which are shared basic assumptions. These are deeply embedded, taken-for-granted behaviours which are usually unconscious, but constitute the deep essence of culture. These assumptions are well integrated in the work culture, that they are easily recognized in actions of the employees and management. The inner aspects of human nature constitute the third level of organization culture. The inner values of individual employees can make or break an organization. Being honest to work, being a well-wisher of the organization, putting in the extra bit matters a lot. Sometimes when employees need to put in late hours, and they refuse, or when female employees are dominated by male employees, or when female employees are harassed by their bosses it portrays the culture. The organizations follow certain practices, which are not discussed often but understood on their own. Such behaviours form the third level of the organization culture.

Zappos.com is an online shoe and clothing shop currently based in Las Vegas, Nevada. In July 2009, the company announced it would be acquired by Amazon.com in an all-stock deal worth about $1.2 billion. Since its founding in 1999, it has become one of the world’s largest online shoe stores. Zappos has become almost as well known for its culture as it is for the shoes that it sells online. How does Zappos culture look like? It believes in delivering an experience of ‘WOW’ through service. The company believes in embracing change constantly. It believes in creating fun and weirdness among the employees. Weirdness is necessary for creating innovation. It encourages its employees to be adventurous, creative and open-minded and pursue learning. The organization believes in building honest relationship with its employees with transparent communication. In true sense Zappos behaves like a close-knit family.

When it comes to hiring employees, it starts with a cultural fit interview, which carries half the weight of hiring the candidate. New employees are offered $2,000 to quit after the first week of training if they decide the job isn’t for them. 10 core values of the company are instilled in every team member. Employee raises come from workers who pass skills tests and exhibit increased capability, not from office politics. Portions of the budget are dedicated to employee team building and culture promotion. The organization passes on great benefits and a workplace that is fun and dedicated to making customers happy all fit in with the Zappos approach to company culture, where one gets the company culture right, great customer service and a great brand will happen on its own. Zappos has established what the company culture is, and fitting into that culture is the most important thing managers look before hiring.

Why Amazon acquired Zappos? Zappos had a lot going for it. The company survived the dot-com crash, and sales were growing. The organizational culture matters.

Spiritual Faith

55 % respondents said they believe in spirituality and that has helped them grow personally and professionally in the organizations.  A spiritual workplace is one where you find meaning, value and motivation in one’s work beyond salary and performance measurement. It is about people finding a sense of oneness and togetherness in an organization.  Indira Nooyi – Former CEO of Pepsi used to keep a statue of the Hindu deity Ganesha; the God of Auspicious Beginnings typically depicted with head of an elephant with one broken tusk in her office. Nooyi, is famously candid about the difficulties women face balancing family, children, and careers, saying that women “pretend we can have it all.” The mother of two daughters cited her Hindu faith as a source of solace from the storms of guilt and stress.

Pierre Omidyar the Former-CEO of the online auction site e-Bay founded in 1995,
Pierre Omidyar,  remains chairman of the company and a prominent public figure in the areas of innovation, technology, and media. He is a follower of the Dalai Lama, the exiled Tibetan Buddhist leader, Omidyar has contributed generously to support that leader’s message and travels, both with his wife Pamela and through his foundation, Omidyar Network donated funds to support a think tank, the Dalai Lama Centre for ethics and transformation values at MIT.

Donnie Smith, CEO of Tyson Foods  since 2009, does just that at Cross Church, a Southern Baptist congregation in Springdale, Arkansas, the city where the company is headquartered. “He not only teaches the Bible, but he also lives the Bible,” the Rev. Ronnie Floyd, senior pastor at Cross Church and the recently named president of the Southern Baptist Convention, told Fortune. “He’s just a passionate leader in his faith as well as in the corporate setting,” Floyd said. Donnie Smith says he carries his faith with him in everything he does, including his business life. In an interview with Wall Street Journal in 2010 Smith said that hi faith influences, what he does.

Conclusion

When organizations face a short supply of vision among leaders, it loses its ground because the leaders are interested in material pursuit, authority and power. As humans we get wrong ideas about so many aspects; each of us is busy trying to prove our worth. Each one of us is trying to be better than somebody, how many of us have destroyed ourselves in the rat race.  How many of us have wasted our time, efforts, energy and almost everything on this planet just trying to look a little better than somebody else. It is such a horrible waste of life, because you will never blossom into your full potential if you keep thinking how to be better than somebody. SQ helps us in fixing our priorities of life; it helps us in understanding do the best that we can–what must happen will happen.

It is worth mentioning here that according to the recent Pew Research Centre, USA, report, one in five Americans identify themselves as “spiritual but not religious.” In other words, they have some feeling regarding something greater existing in the world, but they feel allergic to religious institutions. But it is also worth recognizing that as we approach Passover and Easter, it’s important to remember that it is institutions and not abstract feelings that tie a community together and lead to meaningful change. Religion brings along with its institutional disillusionment. They act poky and dictatorial; they can both enable and shield wrongdoers. They frustrate our spiritual ideas and desires by asking us to submit to the will of others.

Abraham Maslow had suggested in his ‘Need Hierarchy’ model that as nations and their populations became more affluent, so would their spiritual hunger become stronger.

Faith can move mountains

I am a follower of Nelson Mandela. His leadership was deeply rooted in spiritual intelligence, particularly in his capacity for compassion. Despite spending 27 years of imprisonment under brutal conditions, Mandela did not emerge with a heart full of bitterness, but with a spirit of reconciliation and a vision for a united South Africa. 

Shrimad Bhagavad Gita Rahasya was written in Marathi language by Indian social reformer and independence activist Bal Gangadhar Tilak while he was in prison at Mandalay, Burma. Tilak was a visionary leader who fought for liberating India from clutches of Britishers. I see him as man of intellectual capabilities, emotional strength, and spirited values.

Author: Prof. Dr. Vidya Hattangadi, Director, Babasaheb Gawde Institute of Management Studies, Mumbai. 

References:

1. https://www.vantagecircle.com/en/blog/workplace-spirituality/
2. https://thegitahindi.com/adhyay-14/
3. https://www.anandaspa.com/ru/wellness/the-bhagavad-gita–a-path-to-spiritual-enlightenment/139-41/
4. https://globein.com/blog/10-influential-spiritual-leaders-around-world/
5. https://drvidyahattangadi.com/why-is-spirituality-important/
6. https://in.indeed.com/career-advice/career-development/what-is-integrity
7. https://drvidyahattangadi.com/edgar-scheins-three-levels-organizational-culture/
8. https://www.enotes.com/topics/giver/questions/what-this-capacity-see-beyond-giver-300660

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.