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The Effect of Transactional Analysis Ego States
on Conflict Management Styles
--Bhavna Jaiswal and Praveen Srivastava
This paper aims to assess the transactional analysis ego states and conflict management style of employees of the banking sector, and to explore the relationship between them. The data was collected from a survey of 300 male employees working in different private and public banks in the age group of 23-60 years, with minimum education taken as graduation. The result reveals that there exists a relationship between the transactional analysis ego states of banking employees and their conflict management style. The study reveals that banking employees of child ego state use competing style (Win-Lose); adult ego state use accommodating style (Lose-Win); and parent ego state use competing style (Win-Lose) as their conflict management style. © 2013 IUP. All Rights Reserved.
Building Trust in Teams: A Leader’s Role
--Revathi Turaga
Building trust in teams is one of the key aspects of learning takeaway that every team building workshop delivers, be it indoor or outdoor, or outbound. The attitude and ability to trust one another in a team is considered one of the most critical elements that help team members bond with each other and work together seamlessly towards their common goals. As leaders of teams, every individual constantly looks for this trait in their teams. However, just a few practice activities like trust fall, obstacle path, etc. in a workshop or the knowledge that trust is essential may not be enough for a team to have and work with that trait. Apart from these intermittent activities, leaders also need to consistently do their bit, day in and day out, to ensure that trust gets built and stays in their teams. This paper introduces the concept of trust in individuals and teams, describes the various steps that leaders need to take, and the techniques that they can apply at different stages of their teams to develop and maintain trust within them. © 2013 IUP. All Rights Reserved.
Facilitating the Acquisition of Soft Skills Through Training
--Samta Jain and Afreen S Syed Anjuman
Acquisition of managerial soft skills through training is essential and leads to better performing managers. Organizations recruiting managers would be encouraged to look beyond traditional skill-based training. The success and performance of managers depend not only on effective job-based training, but also on soft skills development. This paper offers insights into the ability to accurately assess the effectiveness of training in the soft skills arena. Contrary to the mainstream literature that focuses on hard skill development through training sessions, this paper draws attention to the capacity of training sessions to foster the soft skills required to be a competent manager. © 2013 IUP. All Rights Reserved.
Building Logic into Communication Using the Minto Pyramid Principle
--Padmashree Radha Swamy
This paper aims to help readers understand the importance of building logic into communication in order to make it clear and effective. The paper deals with the use of Minto Pyramid Principle to make communication scientific and thereby logical. At the outset, the paper gives two instances to show how random and haphazard communication results in the failure of the brain to retain the information received and retrieve it at a later point of time. The explanation of given scientific terms helps in understanding the biological aspects of communicating effectively and the logic behind deductive and inductive reasoning. It then explains the Minto Pyramid Principle in detail, starting with the introductory statement, building the pyramid logically using the deductive and inductive logical methods. The several examples given further help in highlighting the efficacy of the Minto Pyramid Principle. The paper concludes with a list of the advantages of using Minto Pyramid Principle for communicating. © 2013 IUP. All Rights Reserved.
Creating Radical Honesty in Organizations
--Hyma Ch
In any interpersonal relationship, either in personal or professional life, the element of truth acts as a two-edged sword. Individuals may establish a basis for cooperation by being truthful that paves way for a strong foundation for everlasting relationships. On the other hand, being truthful may also destroy cooperation. It is not difficult to see how much more complicated it would be to accommodate effort in business and social life if we were to freely confess our likes and dislikes of others, our conflicts, and our negative and positive evaluation of others. The question is: Do today’s global organizations1 have any communication system that is designed to give a free rein to open flow of information to employees and facilitate communication between management and employees and vice versa that facilitates ‘radical honesty’ (Rob and Gareth, 2013) as a part of organization’s culture? © 2013 IUP. All Rights Reserved.
Are You a Kaurava or a Pandava at Work?: Management Lessons
from the Mahabharata
--Prema Ramachandran and Rachna Sharma
No other epic is as comprehensive or as conclusive as the Mahabharata. Any life situation has a parallel in this epic consisting of 18 chapters or parva of about 100,000 slokas. The epic contains answers to many of lifes’ questions, including those of management. Even after 3000 years, the lessons from the Mahabharata are still relevant and can find its place in homes as well as boardrooms. It can teach us about life, situations, actions and their consequences. The objective of this paper is to explore the timeless relevance of the epic as well as to examine what businesses today can learn from the Mahabharata. This paper is an attempt to decode some of the management lessons which we can learn from the epic battle. The paper tries to analyze the two warring sides, the Kauravas and the Pandavas and what managers of today can emulate in order to be more effective. It highlights some of the strategies and styles which made victory for the Pandavas a possibility in spite of the odds. © 2013 IUP. All Rights Reserved.
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