Academic journal article Researchers World

Organizational Skills in Perspective of Vedanta

Academic journal article Researchers World

Organizational Skills in Perspective of Vedanta

Article excerpt

INTRODUCTION:

Management deals with people. As is clearly evident, the role of an employee in an organization is pivotal. This cannot be replaced by any kind of technology, method, system or resources. If productivity of an industry has to improve, the productivity of the men associated with the industry has to improve. Successful manager needs knowledge of all factors that he has to manage and all that is beyond, which directly or indirectly impinge on his micro environment. Today, there is an intense need to develop a comprehensive personality capable of blending outer and inner self so as to develop the goals and values of business management. Real time management lies in appreciating the significance of both the cognitive and the operational area in which tasks are undertaken. It is said: "The job of leadership today is not just to make money, it's to make meaning." In the old days, most of people were content to have a job that simply paid the bills. But now, they crave so much more in the work. They want fulfillment, creative challenge, growth, joy and a sense that they are living for something more than themselves (Usha 2012).

It is quite interesting to note that though every employee in an organization works with similar materials, machines and tools, yet the level of individual performance do vary in great proportions. It indicates that some sort of relationship does exist between an employee's performance and his mind -set i.e. his attitudinal and personality characteristics. The level of performance of a worker on a job is a direct outcome of his motivation to perform the job efficiently. However, the biggest problem faced by employees is not in the "outer space' but in the "inner space.' It is this relationship between the individual's attitudinal and personality characteristics. A person's performance is an index of his mind that helps to innovate, improve, and perform better. It is the "inner matter' that matters the most. Someone has rightly said: "without good people there is no business, and the business is only as good as the people it employs." The mind is the seat of self-motivation.

Real efficiency does not come from the head but emerges from the heart. What is uttered from the heart alone succeeds in winning the hearts of others. This can be well understood from the example of habitual smokers. On every pack of cigarettes, it is clearly written, "Cigarette smoking is injurious to health,' yet millions of people continue to smoke day -in and day-out. Somewhere, somehow, they have developed the notion that it is not going to harm them or that it may not be true for them, though it may be true for others. There is a great deal of difference between being aware about something at the "thought level' and feeling or realizing it at the "gut level.' Research in psychology has proved that awareness at the "thought level' alone doesn't bring about any change in the behavior of the person. It is only when one starts feeling or realizing the situation that one begins to change. Training programs and seminars to spread awareness mostly remain at the "thought level' level. Employees, therefore, never feel the need to enhance efficiency. An individual who thinks productivity is necessary keeps advising others to improve but the one who feels its necessity actually starts doing it and this is the difference. But the question is how to make employees feel about it. As the famous saying goes, "Only the person whose shoe pinches can realize the pain.' If employees are to be made to feel the "pinch,' the management must place the employees in their shoes. This is possible when the management involves the participation of its employees in the problem-solving and decision-making process at various levels. The best teacher in the world is one's own experience. Such an experience will make the employees feel the need to enhance efficiency (Sukh 2001).

PERSONAL PLANNING MODEL:

The challenge to various organizations is to provide a framework for people to understand their own journey through change so that they can best contribute to the organization. …

Search by... Author
Show... All Results Primary Sources Peer-reviewed

Oops!

An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.