Know & Learn How to Lead & Manage People in an Organization

Hello friends.

Welcome back to the course.

Before we go into the concepts of leading and managing the people side of the organization, I would like you to focus on one interesting case study.

It is a real case study, but the names of the organizations have been changed.

Let us look at this case study.

This case study is about Bank X, based in Malaysia.

In the banking industry, the customers, the employees, and many other stakeholders, including society, require very delicate dealings with the people side of the organization.

This case study will give you a really good idea of what the challenges are that are involved in dealing with the people side of the organization.

This Bank X was incorporated in 1975, and it is the sixth-biggest banking group in Malaysia, which offers a variety of financial services through its several subsidiaries in the related field, all based in Malaysia.

It is quite a big bank with several subsidiaries, many branches, and a variety of services that it offers. These services include Islamic banking, commercial banking, investment advisory, asset management, futures broking, and many more.

They have a very large pool of employees, and they are dealing with customers of different types, including individual customers in personal banking and corporates in commercial banking.

They are required to manage and lead a very large section of people in the organization.

Without people, such types of businesses cannot be run.

The core philosophy of the bank, which has been mentioned in its charter, is its deep commitment to the satisfaction of its broad range of customers and employees.

This is their philosophy. Their vision is to be Malaysia's preferred, diversified, internationally connected financial solutions group. They say that they hold pride in developing the future of the people with them.

The people include the customers, the employees, and all other stakeholders.

This is the vision of the banking group.

The principles and core values of the bank can be assessed from their charter, which says that they are focused on achieving the organizational goals and objectives.

That is the principle of the business, which is the focus on achieving the organizational goals and objectives. And the core values are enshrined in their concept of PPACE, which stands for principled, proactive, appreciative, connected, and evolving.

These are the parameters that, at the corporate level, the banking group has agreed upon in order to build a corporate culture of the banking group. Based on these values and principles and this type of vision, mission, and philosophy, they are running this very large business, and a lot of people are working in this organization.

We will be talking about a few of the employees, a very small group of employees, a particular division, and what is happening.

In this case study, we will get an idea of what happens at the operational level, the management of the people side, and the qualities of the managers, their leadership, and the work being done by the supervisors.

Let us look at this particular glimpse of a particular division, which is headed by Mr. Simon.

This unit, which is called the DSS unit, is headed by Mr. Simon.

Bank X has its own criteria for staff nomination.

They have their system of recruiting people.

Mr. Simon was recruited a few years ago as the general manager of the DSS unit.

Mr. Simon was earlier in clerical positions in the banking industry, and he has 26 years of experience in the banking industry, not really at the senior level.

He did his MBA, he studied well, and he did well for himself, and he went on to become the general manager of Bank X. His appointment also resulted in some good results, especially in terms of the turnover and the sales of the DSS division.

This increased appreciably.

This was an achievement of Mr. Simon, I would say.

Friends, Mr. Simon had a reasonably illustrious career.

He had a clerical job in another bank, and he did his MBA.

He tried to improve his credentials, and he went up the ranks and files to become the general manager when he joined Bank X.

He studied with self-motivation.

Occasionally, he was also keen on asking and sometimes even forcing the subordinates and the people working under him to do some kind of corporate social responsibility activities.

He actually had very conventional wisdom on which he based all his managerial tactics, and all his activities were based on his own thought process.

The problem was that many of these staff members did not like the attitude of Mr. Simon, who was full of conventions.

As I just mentioned, looking at his background.

He had his ideas, he had his conventional wisdom.

And several of the staff did not like that.

In his six-year stint with the DSS unit and Bank X, 20 employees resigned because of his negative attitude and character, which caused a lot of job dissatisfaction among the employees.

After spending these six years, he was not able to create a positive environment in his unit. Especially recruits who came to fill the position of the 20 employees who had already left.

They were tormented by his position and his demeanor.

This was visible.

Certain human resource consultants tried to find out the reason for the high employee turnover in their unit.

They found it very clear that many of the employees were not satisfied with Mr. Simon, and they were actually tormented, especially the recruits.

They were tormented by his position and demeanor.

As per the surveys done by the consultants who wanted to check what is happening in the DSS unit, and why people are leaving the DSS unit.

They found that Mr. Simon's attitude towards subordinates was negative.

He has the habit of claiming others' work as his achievement, as emerged from the surveys done by third parties.

That means the consultants, human resource consultants, were tasked with finding the reasons for the high employee turnover in the DSS unit.

Mr. Simon often failed to acknowledge the staff who did certain jobs and certain achievements, so he did not acknowledge them.

Rather, he claimed the rewards for the work of others, and the rewards that were offered by the top management, he kept those rewards for himself.

As per the surveys done by the HR consultants, the result was that subordinates in general were feeling unjust and demotivated as well, and a majority of the subordinates were dissatisfied with their jobs working under Mr. Simon.

This was the result of several studies done by the outside HR consultants.

A particular case study of one Mr. Alex, who was the subordinate of Mr. Simon.

He generally did not share his experiences, but he confided in the HR consultant, who assured him that his name would be kept anonymous.

Mr. Alex is a well-educated person holding a UK master's degree in banking.

He had 23 years of banking experience.

He had several new ideas on how banking products could be made better and more saleable.

Generally, his expectation from the job was that he wanted a peaceful working environment, and generally, Mr. Alex's attitude was not to argue with the seniors, including Mr. Simon. He tried to avoid direct communication with Mr. Simon and made sure that he did not invite conflict.

Somehow, he was surviving in the organization, but he was highly dissatisfied with the job. And all these things, he confided in a survey done by the outside consultants, outside HR consultants.

As per the revelations made by the surveys done by the HR consultancy company, Simon, as a boss, was a major problem, as far as the revelations made by Mr. Alex. Like many others, he did the same thing. His work was not recognized at the senior level because Mr. Simon blanketed the acknowledgment of the good work done by Mr. Alex with the seniors.

Mr. Simon never praised the work of Alex.

Mr. Simon never recommended him for promotions, although he actually was expecting those promotions, and he deserved those promotions as per the general understanding of the work environment of Bank X.

As per Mr. Alex, Mr. Simon had a negative attitude towards him, as his UK qualifications were akin to a direct threat to Mr. Simon's position as a GM, because Mr. Alex was a very good contender for that position. If his merits, his achievements, and his ideas became visible to the senior manager, Mr. Alex would be the most direct threat to Mr. Simon.

This was very, very clear, working for several years by Mr. Alex.

The consultants tried to find out how Alex reacted to this situation and what was going on in his mind. And what Mr. Alex said was that he was dissatisfied with this job.

He was always watching for better opportunities with competing banks.

He had appeared in several interviews, also in recent times, trying to look for a better work environment and better jobs in other banks.

He was mostly avoiding interaction with Mr. Simon whenever possible, and he disclosed that his work results were not the best.

He was doing suboptimal work because there was no other way for him.

If he tried to focus on the job and tried to do a better job, he would be further dissatisfied.

He was trying to suppress the urge to work on new ideas in the DSS unit, and he confessed to wasting time, at times doing personal work to pass the time, because he had to spend time in the office. Very often, he was doing some personal work because he had nothing else to do. Mr. Alex was fighting constantly to avoid negative behavior and open conflict with Mr. Simon because of the actions and negative attitude of Mr. Simon.

Overall, Mr. Alex confessed that the overall productivity in the unit could be much better, and it had drastically reduced not only in his personal capacity, but as per his observation, many of the employees were facing the same situation and doing the same thing.

As Alex confessed to other employees, he found that most other employees still had not gotten better offers from competing banks and were doing the same thing, and many others had already left.

Almost 20 people had already left the unit.

Alex often claimed to fellow employees, and he confessed this, that Mr. Simon did not fit the managerial position he was holding, as he lacked the necessary merits.

He lacked the skills to deal with the people side of Bank X.

Friends, the outside HR consultants who carried out this survey in the DSS unit concluded that negative managers displaying negative attitudes in the workplace can create job dissatisfaction among employees.

And that was very much true in the DSS unit. And it was not just a few employees; a majority of the employees were facing the same situation.

As per the report of the outside consultants, HR consultants observed that the negative attitude of Mr. Simon limited the employees' space for contributing and sharing ideas with others, and from the surveys done by the outside consultants and the answers given by the subordinates of Mr. Simon, it was very clear.

Another observation of the outside HR consultant was that Mr. Simon's negative perceptions about employees further ruined the employees' relationship with Mr. Simon, so they wrote it in very general terms.

But actually, they were referring to the case of Mr. Simon, the DSS unit, and the employees.

But because of the protocol, they did not write the names of the people.

Even the name of Mr. Alex was something else.

They did not disclose who Mr. Alex was.

The outside HR consultant further observed that Mr. Simon failed to value the performances of their subordinates due to his preconceived negative thoughts about the work and the employees, and the total lack of managerial skills, the skills to lead and manage the people side of the organization.

In the next video, Dr. Vijesh Jain will discuss the Human Behavior theories most popular with business and non-business organizations worldwide.

In the first section of this course, I'll be talking about the very good ideas that are given by several researchers in the form of some theories, in the form of some observations, and in the form of certain facts.

These theories of behavior are very, very important to understand.

And they are the best starting point for being able to understand and lead the people in the organization.

These theories have started a kind of human relationship movement.

A lot of research has been done in human resources and human relations management, which comprises human psychology, which comprises the personality, the learning, and intelligence of the people, and their interpersonal relationships based on those psychological factors.

Many such types of research have led to the kind of human relations movement that has given us very good ideas, which I am going to discuss.

And of course, these theories, these ideas address the human dimension of the work, which is the main topic of this course.

The main theme of this course is to understand the human side of the organization.

What it helps is that they give us a better understanding of human behavior at work, such as things like motivation, conflict, expectations, group dynamics, group behavior, and whether any effort to be able to lead and manage the human side of the organization in a better way, in a more innovative way, whether it leads to improved productivity, whether those ideas help us in improving the productivity of the organization?

That is the basic purpose of understanding these theories of behavior.

There are several human behavior theories that were the result of years of work by several social scientists. However, some of these theories, though quite old, still find traction in the industry.

Some revolutionary theories behind human behavior in business

In the next video, Dr. Jain discusses several observations, research, and surveys conducted by different social scientists and researchers to build theories on human behavior that would help a manager or supervisor deal with the human side and improve productivity to benefit from human intervention in businesses and workplaces. Some of the important theories mentioned by him are

· Hawthorne impact

· Maslow’s theory of human motivation and

· McGregor’s self-fulfilling theories

Welcome back, friends.

We have just talked about the different contents that I am going to take up in this course, and the first section, which I discussed, related to the different types of theories, experiments, ideas, some very revolutionary ideas that came equivalent to inventions about the human mind, about the human personality, human behavior, feelings, and thoughts.

The most widely used theories in organizations relate to behavioral management theories.

We will start with the behavioral management theories because they give a direct relationship and significance to the understanding of the people side of the organization.

Theories that are related to behavioral management, observing the behavior of people and the possible improvement in productivity, understanding individual behavior and group behavior, and how employees are likely to behave with a particular type of supervisory intervention, or what things make people behave the way they do.

Many of the behavioral management theories are based on observation.

Theories that are there on behavioral management that are based on observations are in the hundreds, if not in thousands.

But the most famous, popular, and common theories among them are these three theories, which I am going to discuss in this section.

The first one is the Hawthorne effect, which was the result of the study by Hawthorne between 1924 and 1933.

For so many years he studied human behavior by observing them, recording them, and listing them.

What he proposed, based on his studies, was that the increase in productivity in the organization— the performance of the employees, which results in increased productivity in the organization— resulted from the supervisory arrangements.

Supervisory arrangement means the people who are supervising the ground staff or the people on the floor. That supervisory arrangement, the existence of a supervisor who is observing them, what they are doing, rather than the changes in the lighting or other associated worker benefits, or some kind of cosmetic changes to the workplace, providing different facilities to the employees at the workplace.

His studies indicated very unexpected results, which said that the more important thing is the existence of a supervisor, an observer.

That was a very revolutionary kind of study, and it gave an idea to the academics and researchers that by using these research studies and observation, it is possible to find out something that, by general understanding, is very difficult to understand.

This particular result was very unexpected, as the productivity increased because somebody was watching them.

That is more important than anything else.

That gave an idea to the researchers later on to go further into such kinds of observation.

In 1943, Maslow's needs theory was postulated.

This is a very famous theory of Maslow, which specifically points to human behavior resulting from the motivation that emerges from the needs of the situation of the person—what situation he or she is in, and what his or her needs are that are likely to predominantly decide the way the person is going to behave.

This is more of a personal behavior rather than group behavior.

This theory focuses more on the individual action resulting from motivation, which is based on the consideration of human needs.

This is very interesting.

I will give you a more detailed description of this theory in my next slides.

Then, a third very famous theory is from McGregor, which is nothing but McGregor's self-fulfilling prophecies, which were postulated in 1960.

According to this theory, related to the supervisory style—that is, the managerial style and its effectiveness on the people on the floor or the ground level—is based on the creation in the mind of the manager of the self-fulfilling prophecies, of the manager of two different extreme types, two diametrically opposite types of managers.

It is also called the theory of X and Y.

The X type of manager is one extreme, and the Y type of manager is the other extreme.

I will explain more about this theory in my next slides.

In the next video, Dr. Jain talks about the role of motivation in human behavior and how this motivation is connected with the present situation of an individual. The explanation is given by Abraham Maslow’s theory of human motivation, which indicates that a hierarchy of human needs exists wherein the human brain aspires to move to higher levels of needs once its lower-level needs are fulfilled. As per the theory, human behavior is influenced by the motivation to fulfill higher-level needs of humans.

Friends, as you can see here, the Hawthorne effect is also called the observer's effect.

What it says is, in fact, very simple to understand—that people will behave differently if they know they are being observed.

If they are not being observed, they are likely to behave in an undesired manner for an organization, whether a business organization or a non-business organization, profit or non-profit.

What this study by Hawthorne, of many years of studies and observations, indicated was that if somebody is watching, some supervisor is watching, the likelihood of employees, the ground staff, and the shop floor people is to behave in a more desired manner. This is in line with the vision and mission of the organizational goal of the organization, and what is required to run the organization more efficiently and with more productivity.

This was really very revolutionary at that time, and it is still very relevant even in the present context.

It is relevant, and it talks a lot about the behavior of the people, the group behavior of the people.

It talks about the people side of the organization.

It talks about how people are likely to behave in certain situations, which, by general application of the mind, is difficult to understand.

This is very interesting.

Now if we look at Maslow's theory of needs, that is, Maslow's hierarchy of needs.

If we talk about Maslow's hierarchy of needs, as per the theory given by Maslow, the role of motivation in human behavior is based on the needs of the person.

Needs can explain how a person is likely to behave.

Depending on this hierarchy of needs, different people may be in different stages of the hierarchy.

For example, the majority of the people who are at the bottom of the pyramid would be in this particular band of physiological needs, which relates to the need for food, water, warmth, and rest. The second level of need, where a smaller group of people is likely to be, relates to safety needs.

If the person has fulfilled their physiological needs, he is likely to graduate into the need for safety and security.

You can understand that people look for a safe house to live in once they have enough means to meet the very basic needs of food, water, warmth, and rest.

They look for a secure house to live in—security from the changing weather, security from anti-social elements, and security from thieves.

Obviously, the second level of need relates to safety needs.

Then people who have achieved these levels are likely to be longing for belongingness and love needs.

That means having an intimate relationship with somebody and being part of the friend circle.

People who listen to the person, who give advice, who support them in different ventures and ideas, who are ready to listen to the person, and who are willing to give company whenever the person requires company. Belongingness and love needs come after the first and second needs are fulfilled.

Then the fourth level of the hierarchy, with an even smaller number of people graduating into it, is the esteem need of the person, which means the need to have a reputation in society, a name in society, and status in society or the organization.

Having prestige, having the feeling of accomplishment.

A person who is well rewarded.

The person who is distinguished in their field.

The person who is recognized in a very large geographical area, or maybe worldwide.

These are the esteem needs of the person who already has the fulfillment of their basic needs, safety needs, and the need for love and belongingness.

The person looks for prestige and a feeling of accomplishment. And the much smaller number who have been able to achieve all these needs graduate into a stage of self-actualization.

This is the highest and apex position in the hierarchy of needs as per Maslow. The apex level is the self-fulfilling need of a person who has entered this stage and is longing to achieve their full potential, including the potential of hidden talents, some creative activities that they think in life will allow them to achieve the highest possible level of skill in a particular field to which they belong.

He is a person who has been able to innovate things, adding knowledge to his field that was not done by anybody else before him.

That is self-actualization—the longing for nirvana, or the longing to achieve the highest level of human capability in a particular field. Self-actualization is the highest in this hierarchy of needs.

Depending on the person's position in this hierarchy of needs, the motivation of the person comes from the current level to go to the next level.

If somebody is at the bottom level, their motivation is to go to the next level. Once he reaches the second level, his motivation is to go to the third level.

This motivation of moving from the bottom of the pyramid to the top of the pyramid defines the behavior of the person. Depending on his position in this particular pyramid, the behavior is likely to be displayed by the person.

This theory is very interesting.

It has been widely accepted and debated in profit organizations as well as non-profits, and it is a very famous theory.

Now, friends, coming back to McGregor's X and Y theory, which talks of the two extremes of manager X and manager Y.

Self-fulfilling prophecies of these two types of managers assume the two extreme types of thinking about their employees.

The thinking that distinguishes these two types of managers is the two extremes of managers: manager X and manager Y.

For example, manager X, in one extreme, thinks that people only work for money.

This kind of manager assumes that everybody is working for money only.

If the money is paid, they are likely to behave in whatever way manager X wants, and he does not see any other motivation of the employees other than getting the money.

His behavior as a manager towards the employees is based on this assumption, and he expects that kind of behavior from the employees—to behave in a way just to earn money.

However, manager Y, the other extreme, thinks beyond money.

He assumes, to an extreme level, that individuals are highly self-motivated.

Without any intervention from the manager’s side, employees and the people on the ground and the shop floor are likely to work for the benefit of the organization, to achieve the organization's goals, and to work in tandem with the organizational strategies.

That assumption leaves a lot of gap between what the manager is required to do and the behavior of the employees and the resulting productivity.

Generally, what happens is that the knowledge of these managers X and Y helps the managers in the organization to find a middle path.

A certain number of assumptions taken from theory X and the assumptions taken from theory Y are mixed according to the situation, the industry, the organization, and the organization's culture. A manager finds a trade-off between these two extremes and tries to bring out the best possible from the employees for the highest level of productivity in an organization, and to find excellence.

This is the benefit of McGregor's theory of the self-fulfilling prophecies of two types of managers, also called the X and Y theories.

Some of the great thinkers and observers of human behavior were able to identify some common traits among groups of people, which helped these scientists to group human personalities into a manageable number of personality types. Some of these groupings are commonly used by practitioners in industry and business.

Now, friends, we have already discussed the behavioral management theory, which is based on the observation of some of the best research minds who observed people and found certain very interesting ideas for the organization to understand, lead, and manage the people in the organization.

We cannot ignore the contributions of other people who have tried to understand the personality of individuals. How is the personality formed? And what is likely to define the expected behavior of a person based on his or her personality, and the external and internal environment in which the person has grown up?

Many elements are there. Cultural elements are there. Religious elements are there. The history of the person is there—the family history, the friends, the dear ones around the person, and the person's own situation in the organization and society.

There are so many, many factors.

Implicit factors as well as explicit factors are at play in forming the different and many types of personalities of people.

And based on these personalities, they are likely to behave in certain ways.

The theories help you to identify these different types of personalities and the reasons behind them, and to find a relationship between how the person thinks and their personality.

What are the feelings and thoughts?

And of course, if there is any connection between the resultant behavior of these feelings and thoughts in a person.

The first very important idea in this direction was given by Sigmund Freud.

The work of Sigmund Freud indicated that people's feelings, thoughts, and behavior are the result of the contents of the mind of the person, and it is said that the mind is very complex.

It is more than one can see.

It is more than what an awakened mind can understand.

It is a very complex mind.

It has many unconscious corners, which contain a lot of information in the form of content filled over time throughout the life of the person. The feelings, thoughts, and behavior are related to these contents, which are different in different persons. And that is why people behave differently.

This is very interesting when we are dealing with the people side of the organization.

We are dealing with people who are very different.

Every person is very different because of the differences in the contents of the mind.

We are dealing with a very challenging type of element in the organization, which is very, very different and complex compared to dealing with machines.

When we are dealing with people, these are the things that make it very, very complex.

Later, in 1922, the Jungian theory of Carl Jung found that human personality is very, very complex.

Based on the ideas of Carl Jung, his work for many years was influenced by Sigmund Freud's work.

A third theory talks about this complex human personality in the form of a segregated, segmented description of these complexities in the form of MBTI indicators.

According to these MBTI indicators, it is possible to determine the segments of the personalities of people, the finite segments, and the finite types of personalities.

For example, in this case, 16 different types of personalities, and it is possible to classify the personalities of so many different people into the manageable 16 types of personalities by using the process suggested by Myers and Briggs.

The MBTI indicator is a self-report inventory designed to identify a person's personality type, strengths, and preferences.

These MBTI indicators, again, are based on the work of Sigmund Freud as well as the work of Carl Jung.

These are some of the ideas—great ideas, revolutionary ideas—which have helped the present world of business and non-profit organizations to manage the people side of the organization in a way to increase productivity and to extract the desired output and results from the efforts of the people in the organization.

Welcome back to the course, friends.

In the last episode, we discussed a brief on the three important ideas that were given in the area of personality development—how the personalities of people are created, and how different they are.

We are dealing with the people side of the organization, the people with very, very different personalities, several different elements and attributes, culture, religion, and of course, the resulting behavior.

These things make this whole work of dealing with the people side of the organization very, very challenging and complex.

If we go a little deeper into the three ideas, which are very, very important to understand how to lead and manage people in the organization, it is important to understand and have reasonably good knowledge of these three ideas, which I just discussed.

We will take it one by one.

Let us first talk about the idea of Sigmund Freud.

Now, that is very interesting, very inventive actually.

It is nothing less than the invention of a type of what we see in the basic sciences.

When we are talking about the mind, the idea of Sigmund Freud talks about the unconscious mind apart from the conscious mind, and also he talks of the preconscious mind.

As you can see here, as per Sigmund Freud’s studies—the way he studied different people for so many years—he tried to understand the psychology of people through systematic studies.

He found that the mind contains several different levels, starting from the conscious level, which is like an iceberg.

What is visible is only the conscious mind, but the major portion of the mind is not visible.

The non-visible part is the preconscious mind as well as the unconscious mind.

He also talks about the example of the so-called slip of the tongue. When we are talking to somebody and we need to address the person by his real name—we know the name of the person to whom we are talking—but the slip of the tongue happens.

Instead of calling the person by his name, we take the name of somebody else.

It just happens due to a slip of the tongue.

But what actually happens is that when we are talking to somebody and there is a slip of the tongue, this unconscious slip of the tongue, and some other name is addressed to the person, who actually is not the same person, it is because of certain contents of the mind that are located in the unconscious mind.

This is a very good example to demonstrate how the minds of people also have unconscious levels.

Slip of the tongue is a very famous example.

In this preconscious and unconscious mind, Sigmund Freud says that three areas contain information, as well as feelings, perceptions, and ideas in everybody's mind. These are categorized as ego, which is part of the preconscious mind, superego, which is part of the unconscious mind, and id, which is also part of the unconscious mind.

According to Sigmund Freud, an individual's feelings, thoughts, and therefore behavior are the result of the interaction between the three different dimensions of the conscious and unconscious mind.

These are three dimensions: the id, superego, and ego.

These three dimensions of the unconscious mind interact with one another, and this interaction results in the type of feelings, the type of thoughts, and therefore the behavior of the person.

And these three dimensions—what are they?

Id refers to the primitive instincts and desires of a person.

It can be sexual desires.

It can be aggression, anger, or hate.

These are very instinctive and primitive desires of the person, and they may be associated with certain hidden memories.

For example, hate.

Hate is associated with certain childhood memories of some kind of incident, some kind of exposure in childhood, or some time in life.

Those hidden memories you may not consciously remember, but they are in the unconscious mind, in the area referred to as the Id.

These primitive instincts and desires remain in the unconscious mind.

Then there is the second dimension, which is the superego.

This superego is associated with the moral conscience of a person, which also differs from person to person depending on the upbringing of the person, the nature of childhood, and the external environment within which the person spent the formative years of life.

This moral conscience is dependent on the person's background, history, and experiences.

Whatever it is, whatever moral conscience the person has.

The third dimension of the mind is the ego, which denotes the reality perceived by the person.

The situation is in the real world.

That is the reason this dimension of the ego is not actually in the unconscious mind, and neither is it in the conscious mind.

It is in the preconscious mind.

What is the purpose of this part of the mind?

The role of this dimension, which is the ego, is to understand reality and mediate between the primitive instincts and desires in the Id, and the moral conscience that is the superego.

This trilateral interaction results in the so-called feelings, thoughts, and therefore behavior of a person.

This was very revolutionary research, and it provided a very graphic view of the human brain, which results in the formation of a person.

And because of this personality, which is associated with feelings and thoughts, the thinking that the person has in his mind, and the resulting behavior.

This personality defines a person's resultant behavior.

This is a very complex kind of psychological science, which the managers, the people who are in supervising roles or senior managers, and the people who are expected to deal with very large groups or smaller groups of people—the people side of the organization—have to deal with.

They probably have to have a certain level of mastery, an understanding of the mind, and the possibility of the person with whom they are dealing.

It is important to understand and read the minds of people and try to predict the resultant behavior.

This is a very important skill for managers who want to deal with people.

They want to lead the people and manage the people side of the organization.

Would you like me to keep delivering all these corrected lecture transcripts in this raw form, or after finishing them, should I also prepare a refined, polished version suitable for publishing in your Udemy course notes?

Now, friends, we talk of the second idea, which again was based on the research and observations of Sigmund Freud, the Jungian theory by Carl Jung.

This research was targeted at finding the psychological types.

What kinds of people and what kinds of personalities exist?

Is there any way to classify these personalities? Is it possible to understand this set of infinite types of personalities in certain manageable finite numbers? Is it possible to classify and categorize the infinite types of personalities of people to deal with in the organization, to lead them, and to manage them?

It is very, very important to bring them into certain categories, certain classifications that are manageable.

These psychological types he tried to understand.

It is also called the theory of personality, which focuses on individual behavior and says that it has distinct patterns and characteristics. If they have distinct patterns and characteristics, it is probably possible to classify them.

The approach of Carl Jung was based on the three pillars.

Pillar number one: Perception. Pillar number two: Energy. Pillar number three: Judgment.

He says that it is possible to classify an infinite number of personalities of people in the organization if you can understand how a person takes information, which means what is the method of perception of the person.

Is it through sensing, or is it through intuition?

The possibility, a very finite possibility, of a person gathering and taking the inputs of the information that is available in the external world and offered by somebody, is the method of perception through sensing and intuition.

If a person takes the information through sensing, it is one category. If it is through intuition, it is another category.

There are varieties of people as far as the method of perceiving is concerned.

Secondly, there is the observation of people in their personality about the attention and the energy that a person focuses.

How is the energy of a person observable?

Is it possible to observe a person's energy?

Is it inward or is it outward?

Which means, is the person an introvert or an extrovert?

We say that a person can direct his or her attention and energy inward, so the person tries to keep things to himself or herself.

That person is an introvert.

Another person would share his information, his attention, and his energy with a larger group of people, the people around him or her.

That person is observed as an extrovert.

This method of flow of energy in a person is the second pillar of the Jungian theory.

The third pillar of the Jungian theory refers to the judgment method of the person, which means how the person makes decisions.

There are two ways people generally make decisions.

One way is based on intense thinking on a particular subject, and the second way is purely based on feelings or intuition.

The method of judgment, the method of making decisions, whether it is based on thinking or whether it is based on feeling, which is very subjective, while thinking is more objective.

As per the Jungian theory, these three pillars can be used to find out the person's method of sensing, intuition, thinking, and feeling, and observe whether the person is an introvert or an extrovert.

Friends, as per the Jungian theory, these three pillars can be used to find out the person's method of sensing, intuition, thinking, and feeling, and to observe whether the person is an introvert or an extrovert.

The Jungian theory says that, depending on whether a person is a thinking type or a feeling type, as far as decision-making is concerned, or a person perceives things through sensing or perceives things through intuition, it is possible to identify what type of person he is. And whether he is directing his energy and attention to the external world, which means he is an extrovert, or whether he is directing his attention and energy inward, which means he is an introvert.

It is possible to describe the personality of a person.

Type one personality. Type two personality. Type three personality. Type four personality. Type five personality. Type six personality. Type seven personality. Type eight personality.

By having these parameters, based on the three pillars I just described, Jung was able to identify eight different types of personalities within which it is possible to classify and categorize the potentially infinite types of personalities that are the result of the interaction between the id, superego, and ego of Sigmund Freud, which actually would give an infinite number.

What the Jungian theory has done is try to classify all these infinite personalities into these eight types of personalities.

For example, a person who makes decisions based on thinking type and is an extrovert would display a type of personality that can be described as analytical, strategic, planning-based, implementation-oriented, and a personality that tends to organize others.

The personality of the person who would like to organize other people in the group, the people who are connected with him or her.

This personality can be described in this way.

Similarly, if a person perceives things through sensing and is an introvert, he or she would display a personality that can be described as an intense personality, very obsessive, very detached, a connoisseur, and an expert in something.

A person who is an expert in certain areas, certain skills, certain fields of study, or whatever it is.

He or she is an expert in his or her field.

These eight types of different personalities can be derived from these three pillars, as per the studies done by Carl Jung.

This was the second very interesting idea about understanding the personalities of people.

And because of these personalities and because of this description, it is possible to expect the kind of behavior based on this description of how the person is likely to behave.

If we can understand this description of the eight different types of personalities which Jungian theory talks about, and if it is possible to classify the infinite number of personalities of people and the resulting behavior into these eight understandable and manageable categories, it is possible to understand the resultant behavior of a particular type of personality.

This is a very, very interesting study and experimentation done by Carl Jung, which became very popular, very famous, in business organizations as well as non-business organizations. To deal with the people side of the organization, these ideas have been widely used.

In the next video, Dr. Jain explains the MBTI (Myers-Briggs Type Indicators), which describes common types of human personalities who display predictable behavioral traits, making it easy to deal with people with such personality types. He also talks about the research done on the conscious and unconscious parts of the brain and how they influence the shaping of one’s personality and behavior

Now friends.

Myers and Briggs further studied these two different ideas of the Jungian theory and Sigmund Freud's findings about the triadic interaction between the Id, Superego, and Ego. Myers and Briggs found out through years of studies how this infinite number of personalities of the people in an organization can be classified not into eight types, but rather into 16 types of personalities.

Sixteen types of personalities are also a manageable number.

By certain psychometric testing and certain questionnaires provided to the employees in the organization, it is possible to find the personality types out of these 16 different personalities.

For example: compassionate facilitator, imaginative motivator, decisive strategist, enterprising explorer.

There are 16 different types of personalities, which are coded like ENFJ or ENFP.

There are a whole lot of studies, and the methodologies are step by step.

If followed, it is possible to classify the infinite number of personalities of the people working in organizations into these manageable 16 categories of personalities. The description of these 16 personalities will help you, to a certain degree of accuracy, understand the resultant behavior of a person or a group of people based on these personality types.

These different attributes, which the Jungian theory talks about and the MBTI indicator refers to, highlight certain personality traits that are dominant in some people, while other attributes are dominant in others.

This is how it is possible to classify and categorize these personalities in manageable numbers.

This way, a manager can develop skills to understand these different types of personalities and personality groups.

If he can find out about the subordinates as well as the superiors—if he can identify these personality types—he can do a better job in dealing with both subordinates and superiors.

Friends, in summary, we would say that the formation of a person and the resulting behavior are also dependent on the intelligence of the person, the perception methods of the person, the ability to learn things from the external environment, and the environment around them.

Based on these three factors—intelligence, perception, and learning—the behavior of a person is learned through the external environment, through conditioning, and through the conscious and unconscious observation of the things around.

Basically, the behavior is learned if it is learned behavior, and if it is based on the external environment, it is dependent on factors like intelligence, perception, and learning.

For managers, it is possible to judge people, predict behavior, and therefore acquire the ability to lead and manage the people side of the organization.

Because of this learned behavior, which comes through conditioning and observation in people, what they think about themselves in their situation in a given environment—the status of the person, the economic status of the person, the position in the hierarchy—whatever the situation of the person is, clubbed with this learned behavior, the present situation affects the resultant behavior of the person.

This is a summary of the different ideas that have been brought by the likes of Sigmund Freud, Carl Jung, and Myers and Briggs.

At the end of the day, the simplest thing for managers is to understand people through their personality, personality types, their thought process, their upbringing, their learned behavior, their level of intelligence, and the cues regarding their method of perception.

The game will become easier for managers.

Leadership will become easier for leaders, and the management of the people side of the organization will become smoother.

Hi there!

I hope you are doing well and making great progress in this course.

I wanted to take this small moment to congratulate you on your remarkable progress in this course.

Your dedication and commitment to learning have truly impressed me.

I have been following you and your journey closely, and I must say, I am delighted with the efforts you are putting in.

This course is part of the VJ Export-Import Mastery Courses Series, a collection of 25 different courses targeting the area of export management, designed to equip you with the knowledge and skills needed to excel in the field of export and international trade.

On my part, I am committed to helping you expand your learning journey by providing access to more similar courses in the series. But at the same time, on your part, I have a small request as well.

Your feedback is incredibly valuable in refining this course and ensuring it remains world-class and improved to its best.

I kindly ask you to leave a rating for the course along with your honest feedback, if you have not yet done so.

Your input will help me continue to improve and tailor the course to meet your needs and those of future learners.

Thank you once again for your dedication and enthusiasm.

Keep up the fantastic work that you are doing, and remember, I am here to support you every step of the way.

Together, let's continue on the journey of learning and growth.

Humans are unique in that they display different behaviors in groups rather than individually. Therefore, scientists can understand a few types of the most common group behavior, some good and some bad, for business.

Now that we have learned about behavioral theories, personality theories, and the various ideas proposed by renowned researchers, thinkers, and experimenters over time.

The ideas which were provided by these researchers were very useful for the industry, for the organization, both for-profit and non-profit.

These ideas are not only helping, but they are going to remain for a very, very long time in helping to lead and manage the people side of the organization.

Next, I want to discuss the management of the group behavior.

What are the different ideas and observations that are useful in understanding the group behavior, and are there ways to deal with the group by the managers?

Is it possible to do something to increase the productivity and the output of the group of people? in the organization?

The group behavior is not really in consonance with the individual behavior.

It has been observed by many, many experiments and research that people behave differently individually and in groups.

And that is the reason several research and experiments were done on group behavior.

Predominantly, there are two types of group behavior: Competitive Group Behavior and Cooperative Group Behavior. It is the result of the leadership styles, generally, which dictate the group behavior. There is evidence that the most desirable group behavior is competitive behavior to improve productivity in an organization.

Among the very famous ideas were the behavioral studies done by Jack Gibbs in 1961.

It talks about team leadership and team behavior management.

As per the ideas of Gibbs on the behavioral studies on teams, he observed two types of group behavior.

And that depended on the managers—how the managers wanted to create the culture of the organization, how the managers behaved with the people.

And that is what resulted in this kind of differentiating and contrasting group behavior.

Behavioral studies by Jack Gibbs found group number one, which he called a competitive group.

The behavior displayed by this group he called competitive group behavior.

The second type of group that he identified and observed was the cooperative group.

The behavior displayed by this group he called cooperative group behavior, and he observed several things about these two extremes of group behavior. He proposed that it is useful to know these two extremes, and thereby the managers can find some methods, some ways, to get better results from the group.

As per Jack Gibbs, in competitive group behavior, people are more evaluative.

At every stage, they keep evaluating the actions of each other, or even the manager. The manager is evaluating all the actions of the group.

In contrast, people were more descriptive in cooperative group behavior.

They were describing the actions.

If they liked something, they would describe it.

If they disliked something, they would describe it in group behavior. And they would not actually associate a particular action with the individual in the group.

The purpose of the description is to describe the pros and cons of certain actions or things that are happening, rather than evaluating the individuals in the group.

That was the differentiating factor.

Now he found that people become more defensive in this kind of environment when they are in a competitive group, rather than working on new ideas.

When you are constantly being evaluated on every action, what happens in such groups is that it is observed that people become defensive, and they more or less stop working on new ideas.

Because when you work on new ideas, the chances of errors are very high.

What happens is that, due to the constant evaluation, people try to get away from the awkward results.

They will do things they have been doing for a long time, which they are sure will not produce awkward results.

The people in the second type of group are more adventurous in their actions.

They will work on new ideas.

They will not fear awkward results.

The second thing that Jack Gibbs observed in competitive group behavior was the existence of too much control.

The control by the supervisors.

The control by the dominant people in the group.

This constant control would freeze the actions of many people. They would find limitations in their scope of work.

Because of this control, they knew there was control from several sides in a competitive group.

In contrast to this control, in a cooperative group, the people are working on solving problems.

Their focus is on taking up new problems, existing problems, or impending problems.

And the orientation of the cooperative group is more on problem-solving.

What happens in a competitive group is that the dominant personalities will say, “I am right.”

They want control over the discussions, the conversations, or a say in the group.

Everybody feels that the person is right.

The people who are in a more decorative position, the people who are in a more dominant position—since everybody thinks that they are right—try to impose their righteousness on others.

This is what happens in a competitive group.

The third thing Jack Gibbs observed in competitive group behavior was the focus on strategic goals.

The group is strategically focused on certain things, certain aims they have.

They are very strategic.

That strategy has been framed by certain dominant people, and that focus is prevalent in the whole group.

That strategic focus is prevalent in the whole group.

On the other hand, cooperative group behavior displayed an orientation towards spontaneity. This means they are ready to accept the unfolding realities as situations change with time. And with these changing situations, they are very open to adapting themselves.

They are more agile when it comes to focus.

Even if there are certain strategies, for the changing scenario, they are ready to be spontaneous to new realities.

The cooperative group, being open to spontaneity, is likely to face new challenges better than the competitive group.

The fourth thing that Jack Gibbs found in competitive group behavior was the uniqueness of the behavior towards neutrality.

The supervisors are very neutral.

They are not ready to take responsibility for their failures.

And if there is success, they would like to be the first to claim it.

Because of being neutral in an adverse situation, they would not give handholding to other group members.

They will not be empathetic to other group members.

Being neutral means that if the situation becomes adverse, they would shy away from responsibilities.

And they are always ready to grab the opportunity to get the rewards for positive outcomes.

On the other hand, in a cooperative group, the supervisors as well as the dominant people in the group will be very empathetic to the other members, and they will not shy away from rewarding the people who do a better job.

If there is any crisis, they will be empathetic to the group members, and they will take responsibility for the failures of the group.

They will be ready to face both the positive results and the negative results.

Leaders try to wash their hands in competitive groups in the situation of crisis, while in a cooperative group, in the event of a crisis, the group supervisors and the dominant persons would be more empathetic to the other group members.

This is very interesting.

Another thing that Jack Gibbs found in competitive group behavior is the prevalence of superiority feelings and the superiority complex among the supervisors, managers, and dominant groups.

They will always display their hierarchical position, their seniority, or that they know better than other people.

This display of superiority is very visible in a competitive group because of the nature of the group.

On the other hand, in a cooperative group, you can easily observe the sense of equality irrespective of the hierarchical positions of the group members, managers, or supervisors.

They behave in a way that spreads the culture of equality.

Because of this, differences prevail in a competitive group, resulting in poor results, not optimal results.

In the case of cooperative groups, because of this display of equality, the chances of getting the best results are very high.

Finally, Jack Gibbs found that in competitive group behavior, centralization of power is very high.

The centrality of decision-making, guidelines, rules, and regulations is centralized among supervisors, managers, and the people who consider themselves superior to others. They would not like to give up their privileges and powers to the junior members.

On the other hand, in a cooperative group, there is a sense of provincialism, which means the decentralization of responsibilities. Provincial enablers are there. Smaller groups within the cooperative group have their own smaller silos in which they have their privileges, which makes them capable of making decisions at their subgroup level. That provincialism, that decentralization of responsibility and power, makes the groups very effective.

The meaning of this is that, in cooperative group behavior, the supervisors, managers, or dominant persons would say that they do have an opinion, but they do not want to impose their opinion on others.

Rather, they always display the capacity to listen to others, and they are always ready and open to discussion in these kinds of cooperative groups.

In spite of having their opinion, they are open to discussion, they are open to listening to others, whether the person is senior, junior, or whatever the position in the group.

If there are merits, there is provincial merit in certain contentions; they are ready to listen and ready to change their opinion, which is not the case in a competitive group.

Welcome back, friends.

In the last episode, we talked about the two types of group behavior as studied by Jack Gibbs in 1961.

Up till now, whatever we have learned in this course, and especially what we discussed in the last episode, it appears that for any organization to perform better and to be able to lead and manage the people side of the organization effectively, the most important thing to do is to build good behavior.

Effective and useful leadership on the people side of the organization requires building good behavior.

This is a very short statement, a very simple and crisp statement that talks about good behavior, which means a lot. The explanation of good behavior, especially in group behavior or individual behavior, is very difficult to manage, and you can only understand. But group behavior can be managed with these studies if you can create good behavior.

The point that comes to mind in order to manage and lead the people side of the organization is how to build good behavior. To build good behavior, from whatever we have learned up till now, and focusing on the last episode, a leader needs to focus on their perception instead of judging or accusing team members, which is a very typical characteristic of competitive group behavior.

Instead of evaluating and accusing team members, a very important thing is to believe in perceptions.

How do you perceive the people?

How do you perceive the more important group behavior? For an effective leader who can lead and manage the people side of the organization, it is important to be problem-oriented rather than controlling.

As we mentioned in the last episode, controlling behavior has its own limitations, and to a certain degree, it is possible, but generally, it is not on the positive side of leading and managing the people side of the organization.

It is always important to focus on being problem-oriented.

Another thing that appears from the learnings we have already made in this course is that a leader needs to clarify their needs and include the team members in finding the solution.

A solution is important.

The focus should be on the solution, and the solution cannot depend on something written on the wall.

Some strategies were formulated in the past.

The solution requires the present.

The solution requires the present realities, the unexpected realities, and spontaneity, instead of having ulterior motives.

A leader would be the worst person to have any ulterior motives.

That doesn't work in organizations.

It does not work.

And definitely, it is not a symptom of any good behavior.

It cannot bring good behavior to the organization.

It is impossible.

A leader needs to convey empathy for the team members, rather than showing indifference or neutrality, or washing their hands of failures and taking credit for the successes of other team members.

That is the worst kind of leadership.

Empathy with the team members, whether in the thick or the thin of the situation, is very important.

A leader who is looking for good behavior in the organization to effectively manage and lead the people side of the organization needs to empower team members and value their contributions instead of making them feel inferior or inadequate.

Everybody has their merits and demerits, weaknesses and strengths.

If you start judging a person on their weaknesses, the leader would also have some weaknesses, but there is nobody in a competitive group to challenge those weaknesses or to talk about them.

It is actually a very artificially created environment in which you are talking about the weaknesses of the team members.

Rather, you should be talking about the strengths of the team members and acknowledging their contributions, making them feel part of the group and not have any inferiority complexes.

Then there are many other things that would be required, and which can be talked about in order to create good behavior in a group.

The last thing, as per the current episode, I would like to mention is that a good leader needs to acknowledge others’ points of view and possibilities, instead of being narrow-minded, not open to the ideas of others, and unwilling to listen.

That is the worst thing a leader who is looking to effectively lead and manage the people side of the organization positively would be doing.

These are some of the things that emerge from several theories of people, like Sigmund Freud, Carl Jung, Myers-Briggs, Maslow's theory, or the Hawthorne effect. These theories, these kinds of ideas, and the studies done by various other researchers like Jack Gibbs, provide the foundation for a very good understanding of the ways and means of leading and managing the people side of the organization.

While scattered group behavior is easy to understand and manage, organizational group behavior management requires unique leadership skills and years of hard work to create an organization-wide corporate culture that is desirable and beneficial for business.

Creating the right corporate culture based on ethical behavior

Corporate culture defines the high level of corporation-wide group behavior, which is much more difficult to achieve. A very strong leadership is required to develop the most desirable corporate culture, which is mostly based on organization-wide ethical behavior that requires professional methods to create and maintain

Now, friends, in large organizations or medium-sized organizations, creating good behavior among the employees, which would result in more effective leadership as well as more effective management of the people side of the organization, another very important thing to focus on is building not only good behavior but also an ethical corporate culture and ethical behavior.

Ethical behavior would make things much easier in creating good behavior in the organization.

The dominant groups, the managers in the provincial subgroups, would be part of this culture.

And it becomes very important in that kind of ecosystem for everybody to adhere to the building of good behavior.

In large organizations, for the senior management, CEOs, and managing directors, it becomes very important to find ways and means of creating a very positive corporate culture based on ethical behavior.

Now, the problem generally faced by many organizations in their pursuit to create a good corporate culture based on ethical behavior is the difference in the culture perceived by the management. Ultimately, things boil down to the right perception of the managers, supervisors, and the dominant groups.

This culture, which is perceived by the management, and the practices of the workers, which are actually there on the ground level at the shop floor, can create conflict, and ethical issues may arise.

What is ethical?

What is not ethical?

Again, it is very subjective.

There would be differences in how the top management perceives ethical behavior and what is practiced by the people at the bottom of the pyramid.

These differences between perception and ground realities and the practices on the shop floor create conflict that has to be managed.

This is a very important part of dealing with the people side of the organization, which, as told in this course, is one of the most challenging tasks, very different from dealing with machines.

The questions of ethical issues require a kind of ethical leadership. Ethical leadership spearheads and builds the core culture of the organization and protects it.

This is the most challenging task for the people at the top—what are the right things they are doing, and what kind of ethical leadership they can display in the ranks and files of the organization?

On the people side of the organization, the people acknowledge that.

They accept that, they concur with the top management that this is ethical behavior, this is ethical leadership.

And there is a reason for everybody in the organization, every person in the organization, to protect those values—those recognized and acknowledged ethical values.

This is very challenging and it requires a lot of experience.

It really requires a lot of knowledge of human psychology and group psychology, which we have been talking about in this course.

That is the goal of this course.

The goal of this course is to create professionals who understand the diverse nature of the infinite types of personalities that exist in people, which exist in the complex minds of people, who work differently individually and in groups.

The focus of ethical leadership should be on the identification of the core ethical values, which would depend on the type of business or nonprofit work that the organization does.

What is the vision and mission of the organization?

What are the goals of the organization?

What are the strategic parameters created by the organization?

It cannot be the same across the organization.

It is not possible.

The thumb rule is to reward ethical behavior and punish transgressions.

Transgressions from the practices and actions that are acknowledged as unethical in the whole organization reinforce faith in the ethical corporate culture.

That is how the ethical corporate culture starts building.

It takes years.

It takes a lot of time for an organization to move toward the path of forming an ethical corporate culture.

Even a single transgression or the wrong person at the top can destroy all the gains made by the organization in its years of history in building an ethical corporate culture.

That is where the role of human resource professionals comes in.

They have to ensure that they know the core ethical values of the organization.

They must be ready to protect those core ethical values and select the right people for the organization.

A very recent example I would take on this is one of the largest groups in India, which is Tata Sons.

The conflict between Ratan Tata and Cyrus Mistry was a very good example of the transgression of the core ethical values of Tata Sons.

Tata Group, as an organization, is built on years of core ethical values, and the transgression happened within the organization. The organization had to bear colossal losses because of this transgression by one wrong person at the top of the organization, and it has been debated.

It has been proven that there were transgressions of the core ethical values of the Tata Group in recent times, and it is to be acknowledged that the old guards of the organization, including Mr. Ratan Tata, did everything to protect those core ethical values of the organization, and they were very successful.

Mistakes do happen in organizations.

The important thing is to rectify those mistakes and protect the core ethical values of the organization.

The ultimate goal of ethical leadership is to create an ethical corporate culture, which also requires and is reinforced by frequent and regular training programs. The programs and the courses of this type, including the course you are doing now.

These courses are to be taught to every employee of the organization to achieve the goal of effectively leading and managing the people side of the organization.

These ethics programs, training programs, courses on human behavior, and practices in organizations maintain the ethical culture in the organization. Without this, it is impossible to protect the gains of years of building an ethical corporate culture, ethical behavior, and good behavior in the organization, which is so much required for the success of the organization.

One of the most challenging roles of leadership in creating and maintaining an ethical culture in an organization is diversity management. If left unmanaged, it can lead to several dichotomies in the organization-level group behavior, which may lead to undesirable outcomes and constant unethical practices, which may ultimately lead to the demise of the business

Hello, friends.

Welcome back to the course.

In the last episode, we talked about building good behavior and building a corporate culture based on ethical behavior.

Building a corporate culture based on ethical behavior is one of the things required for organization-wide leadership and for managing the people side of the organization.

It makes things easier.

And as studies have pointed out, building good behavior in the group improves performance.

It gives optimal results.

In this episode, I will be talking to you about another very important tool, which has been widely accepted, practiced, and used in medium to large organizations to effectively and positively deal with the people side of the organization, and that is diversity management. As we have discussed in this course in earlier episodes, the possibilities of personalities are infinite.

The type of behavior, like the behavior of people, is also infinite.

Although there have been studies and ways of categorizing these personalities, classifying them into certain types, and doing something for group behavior in a way that positively impacts the overall environment of the organization, and helps in dealing with people.

The very visible diversity includes things such as gender issues, race, cultural background, and various other types of diversity: minority groups and majority groups.

Minority versus majority clusters, male versus female groups, the dominant group, the less dominant group, and smaller group versus larger group.

Diversity comes in various colors and hues in the organization.

This diversity is associated mostly with the people side of the organization, less with the machine side of the organization.

One of the best things, apart from building a corporate culture based on ethical behavior, is to effectively manage diversity in the organization.

As I have just mentioned, the definition of diversity itself is very complex.

Diversity is of various types.

The first step in good diversity management is to define diversity based on the situation and the variety of people in a particular organization.

The nature of business, the status of the company, and the size of the company matter.

Depending on the situation of the organization, the first step is to define diversity: define, redefine, and recognize the minority groups, the privileged groups, and the non-privileged groups on several criteria.

This itself is a major activity to be carried out.

The first step in good diversity management is to define, redefine, and recognize diversity in the organization. Then, redefine the contours of discrimination, the possible minority-majority group conflicts, the possible friction among clusters, the provinces of the people side of the organization, and the different provincial silos of the people in the organization.

The possible friction, possible conflicts, and, very importantly, the discrimination by one group against another must be identified.

This has to be defined and redefined depending on the organization, and ways must be found to clamp down on every and any type of discrimination in the organization.

Discrimination has no role in a good behavior-based organization or a corporate culture based on ethical behavior.

There is no scope for discrimination.

It has to be completely rooted out.

The second very important step of good diversity management is to find ways to clamp down on all and every type of discrimination.

The third step is not only to accept and adopt diversity, but also to display your views and opinions about diversity.

Are you able to display the existing diversity in the organization in the form of celebrations?

This display must be found out and demonstrated in all possible ways.

How do you celebrate this diversity in whatever possible ways?

The message has to be very clear.

And this display should be very visible—that you are willing to celebrate diversity.

You must show that you are looking at diversity as a benefit for the organization, for its better results.

Multicultural workplaces bring better performance.

This fact must be accepted and celebrated.

This is the third step: celebrating diversity.

The fourth step is to identify the dissident groups, the groups that could be left behind, and the possible ways of reaching these minority groups in diversity.

You have to constantly find ways, as top management and as dominant groups or privileged supervisors, to reach out to people in the organization.

Are they willing and acting on the methods of reaching out to the unheard groups, minority groups, and discriminated groups?

Possible groups that are vulnerable to discrimination?

Are there ways, protocols, and standard operating procedures to address their concerns?

How do you reach out to these people?

And last but not least, the resolve not to assume things.

You cannot assume people will understand your joke.

You cannot have a slip of the tongue about certain groups, about certain underprivileged sections of the organization, and assume that whatever you say will be pardoned or will not bring a sensitive reaction, rebellion, opposition, or protest.

Things cannot be assumed to be a joke, a slip of the tongue, or something that can be easily ignored.

Assumptions will not lead to good diversity management.

These steps—one, two, three, four, and five—are the most important steps for diversity management.

Diversity management also brings good behavior to the organization.

It helps in building a corporate culture based on ethical behavior, thereby giving better results and a better environment in the organization.

That is the right path for leading and managing people in the organization more efficiently, more smoothly, and with better results.

Humans have recently succeeded in creating machines that can mimic human behavior, and to date, their behavior in workplaces is manageable and under control. What may happen in the future is hard to predict, depending on the level of artificial intelligence that can be harbored in computers.

Friends, we have been discussing up till now everything about the role of people in the organization—understanding them, leading them, managing them, and creating the right environment in the organization.

We are trying to understand how to deal with the people side of the organization.

The very challenge of people management—behavior management—is the most difficult and complex task of management.

In recent times, this complexity has further increased because of hybrid workplaces.

What are these hybrid workplaces?

They involve the role of people in the workplace, coupled with artificial intelligence, intelligent machines, and, very shortly, the role of human robots in the workplace, though that is still a little far away.

But robots are coming to the workplace very soon.

In certain areas, robotic technology has already been used, especially on the production floor and the shop floor.

On the management side of organizations, it is going to come soon.

The most challenging part is that artificial intelligence requires another kind of leadership and management—of the artificial intelligence machines as well as the humans and the hybrid environment it creates.

The recent scientific conference on the Impact of Artificial Intelligence and Human Behavior in the Workplace demonstrated that, if given an opportunity, robotics can understand, learn, perceive, and even complete human activities on its own.

It has already been demonstrated.

In short, artificial intelligence has the potential to mimic human character or behavior. But at a certain point, the technology may fail due to differences between human brains and wired machines.

The very complex nature of the human brain, with trillions of neurons and connecting pathways, is still far beyond current technology.

Replicating the human brain in robotic technology is a horrendous and highly technical job, but it is proving not to be impossible.

It is happening.

Efforts are being made to make it a reality that robotic intervention in organizations may mimic the human brain as well.

Friends, already in 2005, a multi-million dollar project started, which also received £1 billion of funding from the European Union.

It is working to create a complete copy of the human brain on the computer.

Shortly, it is likely to become a reality.

This means when we are talking about the neurons and the connecting wires of the neurons, we are talking about very complex models that are being tried on computers. On a very small scale, it has been demonstrated that it is doable.

Smaller versions of such neural connections and machine wires have been replicated in the functioning of the animal brain, if not yet the human brain, and further progress is being made to actually upload the complete copy of the human brain. This would mean that the human brain in a computer will be much more resilient.

It will take more time to learn.

It will have the longevity of machines as opposed to the short life of the human body.

The brain in a computer would be in a very different category when it comes to business and organizations, both for-profit and non-profit. The utility of such brains and the harvesting of the benefits of their experience and knowledge, when they reside in computers rather than in the human body, would be tremendous.

A lot has been written.

Many conferences have taken place on these topics, and many unbelievable facts have emerged, and the fact remains.

The fear remains that the human brain on a computer is probably more useful for organizations.

We are talking about leading and managing the people side of the organization in a very different way, and about a very different type of workplace and production floor.

We are talking about a hybrid environment.

These types of developments, where a lot of experiments and research are being done, are likely to become a reality shortly.

Given these facts, which I just explained and discussed with you, let us look at the possible impacts of the new developments in artificial intelligence, the human brain, machines, computers, technology that can work on its own, intelligent technology, and the so-called artificial intelligence on workplace behavior.

One thing has been widely accepted—that the capacity and capability of workplaces and shop floors are getting enhanced.

The users of artificial intelligence in workplaces are likely to perceive their work capacity as increasing many times over.

And for the organization, it is very revolutionary.

Whatever work has been done dealing with and leading the people side of the organization, the manifold increase in the capabilities and capacity is far greater than any effort made in the past in understanding human personality, group behavior, or whatever we have discussed in this course.

When we are talking about the manifold increase in results and capacity, we cannot stop the entry of artificial intelligence into the organization.

The so-called Industry 4.0, the new revolution driven by artificial intelligence and intelligent machines, is making workplaces into a network of machines and humans—a reality.

Companies are reporting better results from the adoption of Industry 4.0 practices, tools, and available technologies, especially in the present COVID-19 pandemic.

I will now discuss with you a recent study done by McKinsey & Company, and I will explain the results of this study, which was conducted during the COVID-19 pandemic by McKinsey & Company, with regard to the adoption of Industry 4.0 in organizations, both in production and in management workplaces.

Let us look at this very interesting research study and survey done by McKinsey & Company.

If we look at the recent research that McKinsey & Company conducted, what they found in their surveys is that companies whose Industry 4.0 implementation is more mature reported a stronger ability to respond to the COVID-19 crisis.

If we look at this particular data from the surveys done by McKinsey & Company, the respondents who could address the crisis better than others were listed against the increasing maturity of Industry 4.0 implementation.

If we look at the recent research that McKinsey & Company conducted, what they found in their surveys is that companies whose Industry 4.0 implementation is more mature reported a stronger ability to respond to the COVID-19 crisis.

If we look at this particular data from the surveys done by McKinsey & Company, the respondents who could address the crisis better than others were listed against the increasing maturity of Industry 4.0 implementation.

The respondents who had no implementation of Industry 4.0 succeeded in a very dismal manner compared to others who did very well. The people who had already adopted and had a mature Industry 4.0 implementation responded with very positive results.

It did not affect them—the whole pandemic could not do any harm to these industries, which had at least some use cases scaled across locations of Industry 4.0 adoption.

The survey asked, How has your perception of Industry 4.0 value changed since the pandemic?

Almost 65% of the respondents replied that Industry 4.0 is more valuable, 23% of respondents said that Industry 4.0 value is unchanged, and only 12% of the respondents said that Industry 4.0 is less valuable.

It means there is absolutely no doubt that the adoption of Industry 4.0 and the technologies offered by this revolutionary Industry 4.0—chief among them being digital technologies—are highly valuable.

That is the reason why I am saying that global business today is going to be digital, and the recovery from this pandemic is slated to be a digital recovery.

Friends, as I have just explained to you about this very interesting recent study—the survey done by McKinsey & Company—about the companies that had adopted the latest technologies, artificial intelligence, and the products of Industry 4.0 in their organizations.

What are the results that have been depicted by the different people in the organization who were surveyed?

What has happened because of these realities, which I just discussed with you, is that the kind of results coming in create constant pressure on humans—the people in the organization—to perform in tandem with the changing capabilities of artificial intelligence machines, in the hybrid environment that is the result of Industry 4.0.

In this new industrial revolution, which is Industry 4.0, characterized by artificial intelligence and its huge capabilities, the whole meaning of dealing with the people side of the organization is absolutely changing.

Therefore, the pressure on human performance—in comparison with the other tools of Industry 4.0—is likely to be under more scrutiny and constantly evaluated by human resource departments, senior managers, and top managers who are probably redefining their concepts.

They are probably trying to understand what areas to involve people in, what areas to involve artificial machines and artificial intelligence, and what areas to leave with the traditional types of machines.

The whole concept of dealing with people, leading people, and even leadership in this hybrid environment is changing in nature.

This changing leadership requires an absolutely different kind of leadership by top management.

Business leaders will have to adjust their leadership styles and parameters to adapt to people, machines, and artificial intelligence tools of Industry 4.0. This new emergence of an absolutely different kind of leadership in this hybrid environment requires the evolution of new ways of dealing with and leading the people side of the organization, which is connected with whatever we have learned in this course and beyond.

This hybrid team management will require team leaders to struggle to manage new hybrid teams of people, artificial intelligence, and machines.

The changing environment and the manifold increase in performance and results will ensure that we cannot stop this tsunami of new technologies from Industry 4.0, nor the absolutely changing scenario of hybrid teams and the ways of leading and managing the people side of the organization.

Hello friends.

Welcome back to the course.

In this course, we tried to learn the different behavioral theories, different personality theories, and the studies made on group behavior, team management, building corporate culture, diversity management, the role of artificial intelligence, the increasing role of artificial intelligence, and the newly emerging hybrid workplaces.

If we go back to our case study with which we started this course, about Bank X in Malaysia, we talked about Mr. Simon and the problem with Mr. Simon and the case study of Alex.

The discussion questions that we raised in that case study, if we revisit them, we will try to answer.

The first question was: What causes the employee to feel dissatisfied at the workplace?

The negative attitude of the managers, the controlling nature of the managers, and not giving sufficient space to the employees to explore or sometimes make mistakes are key reasons.

The endorsement of the achievements of the employees by the managers, acknowledging their contributions, and promoting their careers are very important.

Obviously, in the absence of all this support from the senior management, the employees will feel dissatisfied at the workplace.

The second question was: Do you think that Simon can stay longer in Bank X, and why?

Whatever we have studied in this course, and if we look at the modern realities and the banking industry, where the behavior of employees is very important for managers, I have serious doubts that Mr. Simon can stay with the bank for a long time if he does not change his style of leadership.

The very fact that outside consultants have been hired to look into the DSS division is very indicative of action by the bank's top management because they are finding certain problems.

A lot of complaints are being made about Mr. Simon to the top management, and many employees are leaving the DSS unit.

Obviously, banks cannot afford to lose employees.

It is not good for the long-term growth of the organization when old employees leave because of the negative attitude of seniors.

I have serious doubts that Mr. Simon can stay longer in the bank, and from whatever we have studied in this course, we have learned how the different groups behave, how managers should deal with subordinates, how positive and good behavior builds in the workplace, and how cooperative group characteristics are required to run such divisions more efficiently.

The second question is very clear: if Mr. Simon does not change his style of dealing with subordinates, it will be very difficult for him to survive in Bank X.

Now the third question: how do Simon's negative attitudes affect the employees' job dissatisfaction?

There are several negative factors in Mr. Simon’s style of leadership.

He was hiding the achievements of his subordinates.

He was taking credit for the achievements of others for his own benefit and rewards.

These things create extreme dissatisfaction among the subordinates.

The fact that he was controlling in nature, not cooperative with subordinates, building teams that are more controlling in nature, keeping things centralized, and not ready to decentralize the functioning, all of this left no room for subordinates to try new ideas and work in a peaceful environment.

These negative actions of Mr. Simon are sure-shot recipes for extreme employee job dissatisfaction, and employees are wasting their time.

Many times, they are not working on new ideas.

They are afraid of failure.

Obviously, these realities that exist in this unit will not be good for the long-term sustainability of the division.

Now the fourth question: what kind of change strategies should this organization adopt to turn around its performance, move to a greater height, and reduce and avoid employee turnover?

In my understanding, from whatever we have learned in this course, it is very important for banks to create a strong corporate culture based on ethical behavior.

The human resource department should have very professional standard operating procedures for hiring employees at positions like general manager, which is a very sensitive head position of a division.

These are very important positions where the background of employees should be thoroughly checked, and recruitment should be highly professional in nature.

The psychometric testing of employees is very important when they are joining the organization.

The help of outside consultants at the time of hiring employees is also very important.

The strategies of the organization should ensure that the workplace environment is aligned with a good corporate culture based on ethical behavior. Diversity management in the organization should be very well managed in line with what we have learned in this course.

These are some of the very important change strategies required for Bank X to be sustainable and to ensure that employees get the rewards they deserve, and that credit is not claimed by someone else.

Credit should be given to those who have done the work and contributed to the benefit of the organization. These things must be ensured.

If that happens, employee turnover will drastically reduce in the organization.

What is happening in the DSS unit should not trickle down to other divisions.

In fact, Mr. Simon should be counseled and told that this kind of leadership style will not work in Bank X.

If need be, the position of Mr. Simon should be replaced by a more talented person with good managerial skills.

Congratulations on completing this course on human behavior management and dealing with the human side of business. In the next video, Dr. Jain shares a reflection on the learning of the course.

Friends, in this course, our objective was to learn how to lead and manage the people side of the organization.

We tried to touch upon some of the very basic characteristics of managing and leading the people side of the organization.

I made sure that the very important ideas, very popular ideas in this respect of organizational behavior, are included in this course.

Things like the ideas of Sigmund Freud, McGregor's self-fulfilling prophecies, Maslow's theory, the Hawthorne effect, MBTI indicators, and the ideas of Jungian theory.

All these ideas, studies, and theories are well-tested, and time has shown that these ideas have really helped organizations achieve greater heights.

I am very confident this course has given you a fairly good idea of how to manage and lead the people side of an organization, and the course will definitely create a lot of confidence in you.

You have to learn not only how to deal with people and prosper in an organization as a manager or as a leader, but also look within yourself and try to see whether your own attitude, your own style of leadership, and your own thoughts are in line with the requirements of dealing with and leading the people side of the organization.

If you like this course, please refer it to your contacts and friends and share the link of this course with them.

Please also rate this course because it will definitely help increase its reach worldwide.

Thank you very much.

Hello to you!

Today I have some appreciative comments for you.

I want to take a moment to congratulate you on fully completing this course.

Your dedication and perseverance throughout this journey have been truly commendable.

Completing a course is no small feat, and I am incredibly proud of the progress you have made and the knowledge you have gained along the way.

I also want to remind you that this course is just one piece of the puzzle.

It is part of our larger VJ Export-Import Mastery Courses series, consisting of 25 courses that I mentioned to you earlier as well.

These courses are designed to provide you with a comprehensive understanding of the export industry.

On my part, as I had mentioned earlier, too, I am committed to helping you expand your learning even further by giving you access to more similar courses in the series. On your part, I again have a small request.

Your feedback and rating are incredibly valuable in refining this course and ensuring it remains world-class.

I kindly ask you to leave a rating for the course along with your honest feedback, in case you have not done so yet.

Once again, congratulations on completing the course.

Keep up the fantastic work that you have done in this course, and remember, I am here to support you every step of the way, personally. Even after you have completed this course, you can reach out to me anytime for any mentoring or support you may need.

Thank you very much.

Hello and welcome, and thank you so much for completing this amazing course.

I truly appreciate the time and effort you have invested in developing all types of skills, whether related to export documentation, compliance, international regulations, logistics, or global marketing strategies.

In this short bonus video lecture, I want to share with you a few optional ways you can continue your learning journey, access additional resources, and stay connected with me for future guidance, all while remaining fully compliant with Udemy policies.

If you want to continue receiving educational content on exports, global compliance updates, HS code classification tips, EU/US regulations, logistics strategies, and real-world case studies, you are welcome to connect with me on LinkedIn.

I regularly post export-related insights, free updates, and practical examples that many learners find very useful.

Again, this is completely optional, but if you would like to connect, this is my LinkedIn profile: LinkedIn.com/in/vijeshjain. Along with my activities on LinkedIn, YouTube, Instagram, and many other social media platforms, I frequently share publicly available articles, guidance notes, and updates related to topics such as documentation and compliance, Indian and international customs rules, labeling requirements, global market trends, and policy changes in the EU, USA, UK, and Middle Eastern regions, as well as best practices for exporters.

These free resources can help you stay informed and confident as your export business grows.

For learners who need personalized clarity on specific export matters, such as HS decisions, regulatory compliance, product classifications, labeling reviews, customs queries, international market strategies, or even Amazon US product launch advisory, I also provide such guidance outside Udemy.

If you ever require any of this tailor-made support, you may contact me directly. My email ID is vijesshjain@gmail.com.

Please note that this is only an optional way to reach me outside Udemy, and it is not required to complete this course. It is also not part of the Udemy purchase for this course, which keeps this message fully compliant with Udemy policies.

In addition, I want to cordially invite you to my Discord Knowledge Hub, which has several channels, including the Q&A section, discussion channel, discussion lounge, video lectures channel, and announcement channel. No registration is required to access this knowledge hub or any of these channels.

Simply click the invite link, which is also provided in the resource section of this lecture, and you can access my Discord Knowledge Hub.

Before I close, I want to sincerely thank you once again for joining this course.

I truly hope that this specialized training has added real value to your knowledge base and to your professional journey in international trade.

My mission is to help learners navigate exports more confidently, whether it is compliance, export documentation, import documentation, logistics, or expanding into global markets.

I wish you tremendous success in your future business endeavors, and I look forward to staying connected with you on your path ahead.

Thank you once again, and all the best in your international journey.

Take care of yourself, and see you in another course in this course series.