|Subject: ADL 100 Behavioral & Allied Sciences AM1|
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1. A COCKROACH IN THE RASAM.
The other day, there was a major hungama in a high profile organization in Bangalore. A senior executive found a cockroach in his rasam and screamed the roof down. Very logical. Most people would have done likewise. What happened subsequently was, however, appalling. This senior executive summoned the canteen supervisor, caught hold of his collar, forced him to kneel in front of everyone and insisted he drink the rasam. The canteen supervisor left in tears and never returned to the building. The organization, like all organizations do, tried to sweep the incident under the carpet. Now you know what carpets are for in all sophisticated organizations, along with flower-pots, paintings and smiling receptionists. I throw this real life incident open for a case study discussion. The concerned organization did not have a union, even if it had, the canteen supervisor would have been there on contract. Should we, therefore assume that senior executives in high profile organizations are better behaved with unionised workers?
Or should we assume that the organization has failed to instill basic values in its senior executives? That, in the lemming-like race to success, human values are regarded as highly expendable? That people as people fail to count as long as the sales-curve is moving up in the right direction even if behaviour patterns leave much to be desired? Ironically, it is fashionable in high profile organizations to talk in terms of not just IQ but EQ. Should all organizations, especially high profile ones, insist that their senior executives be constantly rated for both IQ and EQ? Should one test of EQ be whether or not the senior executives know the names of the junior-most staff, including contract workers like toilet cleaners, who keep the premises clean for top brass attending to the small or the big job in between the organizationally crucial jobs?
I grew up in a steel township called Rourkela where there was once an instance of a leopard in the blast furnace. The then general manager, who had earlier worked with a public sector unit manufacturing pharmaceuticals, remarked that, in his previous job, he had come across the odd fly in the ointment. A leopard in the blast furnace was, he remarked, something of a novelty for him. Those were the days of the Nehruvian era when PSU steel plants were regarded as the temples of modern India and the rationale for any enterprise was the employment it generated and the happiness of its workers. We have since progressed to a high profile era where burnt-out cockroaches in burnt-out rasam trigger of extreme reactions among senior executives who may or may not have read Graham Greens's "A burnt out case".
It is fashionable in the case of such incidents to blame those directly involved. In this instance, there were three participants, the cockroach which got cooked in the rasam, the traumatized canteen supervisor who has sworn never to return to the building where he was humiliated and the senior executive who must surely be wondering why he over treated. A case study could increase awareness among the others that organizational Goals cannot be separated from societal goals. That what's good for society is also good for business and for the organization. 1. Analyse the case with regards to your knowledge of Emotional Intelligence? 2. What according to you should have been the Sr. Executives action?
2. WORK STRESS.
Ravi Khanna, 36, a senior foreign bank executive based at Bombay, is leading a comfortable life which anybody can dream of. He often has to go to abroad for his routine business work. Very recently his bank has started some new banking schemes to enhance the business like credit cards, portfolio management and personal loans, etc. This all has increased his workload tremendously. Although there is sufficient staff to look after all those sections independently and he does not have to bother for the day-to-day working, but after all being at the helm of affair, he has to supervise every thing. And since he is so meticulous in his planning and working, he expects the same from others also, and this is where he is many a times a disappointed man. He becomes tense. At the end of each day ultimately he finds himself amidst the heap of unfinished, pending papers and files. The year end was coming close, he was getting increasingly busy finalising the annual accounts and balance sheet, plus his usual routine work. This heavily busy schedule one day took the toll. What happened, in the morning while getting ready for work he was standing in front of the dressing table mirror in his bedroom fixing his tie knot, suddenly he felt some giddiness and before he could realise what was happening, he fell flat on the floor with the loud noise. His wife Sunita, who was preparing morning breakfast for him, came running in the bedroom. She was too shocked to speak any thing, she just cried. Ravi's mother who was in pooja room, came running and rang up the family doctor. It took some time for the doctor to reach but in the meantime Ravi gained consciousness. Everyone in the family was so much worried as the doctor examined him and advised him complete bed rest. But Ravi, as usual, was quite casual about this whole incidence, as he tried to brush it aside but the doctor and Ravi's mother did not give in. He was taken to a reputed hospital where all investigations were carried out and ultimately he was diagnosed as a diabetic having high blood pressure.
Question 1. What in your opinion was Ravi Khanna's main problem? What other Problems did he have? What was his coping style?
Question 2. How could he cope with his personal and professional life to be more effective?
Your answer should not be more than 50 words.
1. Self Concept
2. Self Awareness
3. Self Acceptance
4. Real Self & Role Self
5. TEA System (Thought Emotion Action)
6. Self Esteem
7. Types of Attitude
8. Assertive Behaviour
9. Types of Unhealthy Behaviour
10. Coping Strategies