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

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

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

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

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

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

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

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

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

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

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

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

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

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

Training Packages in HR:

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