sucess
 
 

Introduction
All people belong to some form of organization. Do they behave differently inside and outside the organization? How do such organizations function and why do people within them behave as they do? The basic concepts are:

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What is the organizational culture?
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How do people learn?
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The nature of an informal organization and the effect of stress on the individual.
» What is Micro Organizational Behavior?
» What is Macro Organizational Behavior?
» What are the characteristics of behavior?
HR Consultancy
 
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The employees’ arte oriented to appreciate the managerial relevance of UNDERSTANDING, DIRECTING, CONTROLLING and PREDICTING Behavior. What is the objective of this understanding?
   
 

1. THE INDIVIDUAL PERCEPTION & ATTITUDES: This delves deeper into the dimensions of human behavior. The objective is to understand the individual. Understanding the individual, the constituents of perception, attitude, motivation and personality. Factors which lead to the individual’s psychological orientation. The meaning of perception and perceptual errors. How one understands attitudes? And one can influence and change attitudes. Components of attitudes: COGNITIVE, AFFECTIVE & BEHAVIORIAL READINESS. Other inputs include the Perceptual Process, the Attribution Model and the application of the Concept of Attribution.

2. THE INDIVIDUAL PERSONALITY & MOTIVATION: Two vital aspects of what is known as mindset: PERSONALITY & MOTIVATION. The three important theories: (1). Maslow’s Needs Hierarchy Theory, (2). McClelland’s Acquired Needs Theory and (3). Hertzberg’s Two Factor theory are discussed, compared and contrasted. Goal setting as a motivational tool is explored. Personality and its relationship to individual’s competence and performance are outlined. Personality dimensions are explained.

3. THE INTERPERSONAL BEHAVIOR: This is an important aspect of group dynamics. What happens when individuals come together? How do they behave? What are the factors that govern the relationship amongst individuals on a one-to-one basis and on a one-to-many basis? The factors that lead to relationship are values, beliefs, norms and standards. Explore the factors influencing interpersonal relationships with focus on interdependence and equity. There is special emphasis on the nature, effects and resolution of conflicts. Other inputs include an overview of Transactional Analysis.

4. TEAM BUILDING & LEADERSHIP: Genetics drives the functioning teams, camps and tribes. Current concepts of ‘Task focusing Groups’ Learning Teams’ and ‘Learning Organizations’ stand. An understanding of the current body of knowledge in this area could provide the answers. The truth lies between nature at the genetics and the nature at the other. Where does it exactly lie? The objective is to lay the foundations: Forming, Storming, norming, performing and maturation, these are the five phases of experimenting learning in the team development process. Leadership models and styles, as appropriate to these five phases are adopted and studied. Successful leaders from business and industry reveal their inner selves.

5. NATURE OF ORGANIZATIONS: The components of the structure of an organization: Concepts of Complexity, Formalization and Centralization are dealt with, what are the forces that determine organization’s structure? How are Computers and IT affecting these structures? Have the newer models of organization structured introduced? What are the goals, objectives and strategy? Inputs that include Organization Culture, its definition and characteristics. How does culture evolve and develop? Which is the best form of organizational Culture? Can Organization’s change their culture to survive? …… HOW? What is the interplay of structure, process and culture?

6. ORGANIZATIONAL DEVELOPMENT: In an increasingly competitive world, organizations need to develop themselves, on many fronts, to cope with the future. Organizational Development (OD) how did it evolve? Differentiate OD from Organizational transformation and show the potential synergy in these two processes: Organizational Diagnostic Studies & Organizational Transition Processes are educated using real world examples from industry.

7. DEFINITION & SCOPE OF HUMAN RESOURCES MANAGEMENT: The philosophy of Human Resource Management (HRM) differs from traditional wisdom in that it treats employees as key assets. Commitment more than compliance is what HRM seeks to create. How is HRM linked to business strategy? The evolution of HRM? Compare and Contrast HRM with Personnel Management. The functions of a typical HRM department are detailed with focus on both the organization and the individual. Additional inputs include HR Audit and Quantitative Methods of Manpower forecasting.

8. RECRUITMENT, SELECTION, TRAINING & DEVELOPMENT: Man for the job or job for the man. If the former is what leads to good fits, then knowing the jobs you have to offer and how they will change in the future is the key. The current body of knowledge establishes the fact that mere Job Descriptions alone will not suffice. The selection to induction process, the training process and the development process all need to ensure value fits and the success factor fits.

9. PERFORMANCE APPRAISAL & COUNSELLING: How to harmonize the strategic business objectives, functional departmental objectives and the individual’s business role. The answer is through the closed loop of performance planning, performance development and performance assessment. Both performance appraisal and counseling form an integral part of this process.

10. CAREER DEVELOPMENT: Many brilliant, hard working and effective executives have failed to make their mark because if ill planned careers. They live with a feeling of being in the wrong place at the wrong time. How can an executive plan his career? The answer is: the concept of career development, a step-by-step logical approach to help an employee to internalize the process of self-assessment. Peep into the life of this employee before he/she enters the portals of an organization and continue to eavesdrop on him/her during the early days of the job. The employee need to learn how he/she could explore options, create plans and achieve goals. Guidelines and tips help the employee in finding his/her feet on the ladder of success.

11. COMPENSATION & ADMINISTRATION OF SALARIES/WAGES: Traditional concepts of salaries and wages still hold their place. Starting with an understanding of the fundamental definitions, elements and differences. Illustrate the realms of fringe benefits, perks, incentives and stock options. The pros and cons of various compensation practices, its analysis and rationalize the prevalent compensation models, attendant laws, regulating mechanism and conflict situations

12. INDUSTRIAL RELATIONS & COLLECTIVE BARGAINING: The significance of Industrial Relations in an Industrial Society amidst the cornerstone of Democracy, pluralism and industrialization is the subject. ‘BREAD & BUTTER UNIONISM’, ‘INDUSTRIAL DEMOCRACY UNIONISM’ and ‘ENTERPRISES UNIONISM’ of America, Europe and Japan respectively delve for collecting bargaining, participatory management and Human Resources Management. At the core of this entire are the main features of the IR systems in India. Trade unionism in India, conflict resolution mechanisms and the limit of collecting bargaining are the key functions. How does all this fit into the process of globalization?

13. PARTICIPATIVE MANAGEMENT: This study is set in the basics of “Industrial Democracy”, “Industrial Governance”, “Management Prerogatives” and “Trade Union Rights”. Illustrate what and why of participative management, raise the questions: ‘What is in it for labor?’ and ‘What is in it for management?’

14. TRENDS IN HRM & HUMAN NETWORKING: Processes of empowerment and human networking. The areas of self managed teams, learning teams, learning organizations, amoebic systems, gain sharing, TQM and 360 degrees performance appraisals.

 
  1. PERSONAL POLICIES: Organizations can be viewed as a HUMAN-SOCIAL SYSTEM engaging in certain tasks in a structured way developing technologies. Like any other resources, the HUMAN RESOURCE is to be selected, placed, developed, compensated, maintained and replaced. These functions together constitute the Management of Human Resource. In several organizations, these functions are executed within the frame work of Personnel Policies, which are not static but have to evolve in a dynamic environment:
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Evolution of Human Resource Function: Labor – workers – employees – human resource.
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An overview of personnel policies: Legal, social, economic, human-social system, role and status of personnel specialist in industry.
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Procurement: Job design, manpower planning, recruitment, induction.
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Development: Performance planning, appraisal, training & career planning.
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Employment Conditions: Job evaluation, basic compensation structure.
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Integration: Collaborative relationships, grievance-setting discipline, welfare programs, statutory and non-statutory obligations.
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Maintenance: Employee communication, counseling, physical and mental health, personnel research.
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Separation Process: Retirement, retrenchment, discharge and out placement.
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Careers in HRM:

2. HRD Philosophy:
It is a popular notion in India. In the last decade and is now becoming a movement at the national and at the enterprise level. The personnel profession is undergoing a transformation as a result. The practices in the field of HRD are channeled through procedures, which are based on principles and philosophies. Usually practices are emphasized and philosophy is neglected which leads in practices.
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Concept & Origin of HRD: Place HR in the Management Goals; profile of a Head of Dept (HOD). for HRD
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HRD Mechanisms: Processes & Outcomes
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HRD Functions in the organizations: Structuring HRD under Indian environmental conditions.
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Pitfalls and Dangers in HRD practices.
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Various HRD instruments and their utilities.
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Overview of the training process: Designing training & development activities.
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Training: Methodologies, comparison, suitability under different conditions (Social process, training climate).
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Evaluation of Training: Post training support at work.

3. ORGANIZATIONAL BEHAVIOR: Just as organizations have objectives, people have their own needs. When people work in organizations, they are trying to achieve both the objectives of the organization and their own need. People in organizations are operating at three levels: as individuals, as members of a work force and as members of the organization. It is through their behavior that operations take place, productivity is raised or lowered and the climate turns healthy or unhealthy. It is necessary for the HOD to be perceptive and sensitive to the behavioral phenomena.
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Key Elements in Organizations: People, Structure, Technology and Environment.
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Common Notions about People & Behavior: Stereo types (Good or Bad), patterns (Shirking or Showmanship) and problems (apathy, indifference, indiscipline) behaviorist approach.
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Concept of Personality Traits that explain behavior, self-concept, matching personality and jobs.
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Human Needs: Motives, motivation, content & process theories (Maslow, Hertzberg, Alderfer, Vroom) importance of motivating environment.
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Personality & Environment: Physical & psychological components of environment at work, restrictive and supportive environments.
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Concepts of Groups: Formal/informal groups, stages of group formation and cohesiveness, their impact on individual and organization …… morale and productivity contribution.
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Supervision & Leadership: Successful & effective leaders, traits, situational, managerial grid. 3 dimensional approach to leadership, relationship between leader & organization, nurturing task leadership.
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Organizational Climate: Concept, Feudal/ Paternalistic values, democratic values, psychological dependency, power motivation, perceptions of relative power and trust-resultant behavioral outcomes.

4. LABOR LEGISLATION: Is a response of the state to the problems and issues facing labor-management relations. It is aimed at ensuring peace and harmony between the parties enabling effective resolution of conflicts and disputes arising in the course of employment and work performance. Labor legislation lays down the boundaries within which the management of HR takes place and it also signifies the general orientation of Government Policies towards labor.
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Legislation on Wages & Monetary Benefits: Minimum wages, payment of wages, bonus and gratuity.
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Legislation on Conditions at Work: Factories Act, Industrial Employment Act.
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Legislation on Social security: Employees Provident Fund, Employees State Insurance, Workmen’s Compensation.
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Legislations on Industrial Relations: Industrials Disputes,
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Trends in Recent Judgments of the Courts.

5. INDUSTRIAL RELATIONS: The area of Human Resource Management in an organization is anchored in the hard-core Employer-Employee Relations, which involves negotiating for compatibility in the inherently conflicting interests of both the sides. Thus, the material basis for HR is provided by Industrial Relations and hence every practitioner of HR needs a firm grasp of its dynamics.
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Overview of Industrial Relations in India: Historical Evolution of Trade Unionism …… The role of the State.
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Trade Union Movement: Types of Unions (Central Trade Union, Politicization, multiplicity, legal environment.
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Nature of Trade Union Activity.
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Collective Bargaining: Concept, process, contracts and settlements trends.
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Industrial Conflicts: Nature & manifestation of causes, wages, benefits, grievances, discipline, recognition.
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Profile of Worker: Absenteeism, trends in sect oral employment/unemployment.
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Workers’ Participation in Management: Concepts, form, schemes and their evaluation, experiences of other worker cooperatives.
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Technology: Change & Development, Knowledge of workers its impact on employment and exit policies.

6. LABOR ECONOMICS: The environmental factors determine the demand and supply in the economy and the equation creates pulls and pressure on the management of HR at the level of a unit. Although these factors are outside the control of the unit management, it has to deal with the situation arising out of their configuration. Hence, a misunderstanding of Labor Economics forms a central part of the HRD’s thinking tool-kit.
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Perspective on Industrialization: History and impact of Industrial Revolution, Industrial development in India, current state of the Economy and the industry.
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Systems of Economic Management: Planned Economy, Mixed Economy, Market Economy, evolution of labor market recruitment, commitment, advancement, maintenance & nature of Indian Labor Market.
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Theories of Employment: Concept of full employment and under employment dimensions of under employment in India, employment generation schemes and their effectiveness.
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Peculiarities of Indian Labor Markets with respect to: Women, child labor, agriculture, migration, casual and contract labor, technological changes, structural adjustments.
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Emerging Trends: Automation, Computerization, and Globalization ---- Post Industrial Society & Information Technology.

7. EMPLOYEE COMPENSATION: With increasing competition, there is certain dynamism in employee compensation as a means of attracting and retaining manpower. The compensation policy making has become a complex exercise on account of specialized jobs, tax laws and changing lifestyles.
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Concepts of Wages: Its importance for business, employer-employee relationship, perspective of labor and management with reference to wages.
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Components of Wages: Factors influencing wages objectives of a sound wage structure, principle of equity.
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Fixed Compensation: Need for Job Evaluation, Concept of Job evaluation its application techniques: ranking, grading, points, factor comparison (Benefits & Limitations).
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Variable Compensation: Its need, concept and application in blue & white collar jobs, piece rates and incentives, operations of various plans and their limitations (performance, bonus, profit sharing, stock options).
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Compensation Systems for white collar employees, executive compensation different systems in vogue.
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Rewards & Benefits: Attendance Bonus, Protection Program, Subsidies and perquisites.
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Voluntary Separation Schemes.

8. ORGANIZATION DEVELOPMENT: Is not a panacea for all the problems of organization. It is necessary to remember this in the world of today when OD has gained in popularity and prestige. It is a strategy for intelligently facing the requirements of a changing world.
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Concept & History of OD: Laboratory Training, Survey Research, Action Research underlying assumptions and values.
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Nature of OD Operational Components: Foundations & Characteristics.
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OD Interventions team: Inter-Group, Interpersonal. Comprehensive Interventions, Structural Interventions.
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Major Issues: Power & Politics, Research and Future Trends.
   
 

Training Packages in HR:

Sales Workshop Writing Job Descriptions Workshops: Do not leave employees guessing. Let them know what is expected if you want results. Educate employees and give them ownership.
Training Packages Core Competencies Workshop: People, who do not fit, cost money. Define the culture you want and the type of people you need by identifying core competencies. Identify the key employees their competencies and behaviors.
EMPLOYEE COMPENSATION Strategic Planning Workshop: Do you want employees to know where they are going? Strategic Planning will save money and increase chances of success in business. Produce plans that have employees’ commitment.
Effective Recruitment Workshop Effective Recruitment Workshop: Get the right employee or pay the price. Train & Develop people to recruit the right people with an effective process.
Effective Performance Effective Performance Management Workshop for Managers: If the employees are not performing as per expectations, first fix it. Attract and retain good people with a superior performance management system. Ensure managers have the tools and skills.
Management Workshop Effective Performance Management Workshop for Employees: Do not leave this totally to the managers. Keep the employees involved and committed to the performance management process.
Succession Planning Succession Planning: How are you going to manage tomorrow? Equip employees with a plan for future with succession planning. Ensure the involvement and commitment of the managerial team.