Course File

ORGANIZATIONAL BEHAVIOUR
Submitted to: Dr.Megha Kochhar
Name:Isha
URN:2361212
Course: M.A Psychology{2023-2025}
Topics :
• Dynamics of OB
• Understanding Self
• Personality
• Attitude,Value and Beliefs
• Emotions and Mood
• Perception
• Group Dynamics and Team Building
• Leadership
• Communication
• Transactional Analysis
• Conflicts Management
DYNAMICS OF OB
ORGANISATION:
An organization is a group of people working together in a formally

organised way to achieve a common objective.The main objective is
profit maximization.
FEATURES:
• Group of people
• Formally organised people/structure.
• Co-ordination among people
• Rationality
• Purposefully created to achieve a common goal.
BEHAVIOUR:
It is how a person behaves.It is an observable and measurable activity

of human being.
ORGANISATIONAL BEHAVIOUR:
It is a fieldof study that investigates the impact that
individuals,groups,structues have on behaviour within the
organisation ,for the purpose of applying such knowledge towards
improving organizational effectiveness.{Stephen P Robbins}
Hence based on the defination we can say that:
• OB is a field of study
• It studies individuals,groups and structures
• It applies the knowledge to improve organizational

effectiveness.
Therefore Organization Behaviour is concerned with two aspects:
i. How people behave in an organization?
ii. How their behaviour does affect their performance?
KEY ELEMENTS OF OB:
• PEOPLE
• STRUCTURE
• TECHNOLOGY
• ENVIRONMENT
UNDERSTANDING SELF
- Self Understanding is the awareness of and ability to understand
one's own thoughts and actions.
-To attain the insight into your

attitudes,motives,defences,reactions,weaknesses and strengths.
-It is a subjective sense of the self and a complex mixture of

unconscious and conscious thoughts ,attitudes and perceptions.
IMPORTANCE OF UNDERSTANDING SELF:
-Self-Understanding has been recognized as a key competency for

individuals to function efficiently in organizations.
-It influences an individual's ability to make key decisions about

self,others around.
-Understanding the self equips individuals with making more

effective career and life choice,the ability to lead,guide and inspire
with authencity.
IT HAS GOT TWO IMPORTANT ENTITIES
-SELF-CONCEPT:Pictures or perception of ourselves.
-SELF-ESTEEM:Feelings we have about ourselves.
JOHARI WINDOW
The Model Can Be Looked Upon As A Communication Window
Through Which We Give And Recieve Information About Yourself

And Others.
OPEN AREA:Information in this pane about the behaviour ,feelings
is known to that person himself as well as other members of group.
BLIND SPOT:Information of your personality is known to others,but
that information is not known to you.
HIDDEN AREA:Hidden Area is the information that you hide from
others.
UNKNOWN AREA:The information is unkown to you as well the
others.
SWOT ANALYSIS
ATTITUDE,VALUES AND BELIFES
An attitude is a negative or positive evaluationn of an object

which influence human's behaviour towards that object
[Micheal hoggz}
CHARACTERSTICS:
a)Attitude may be fluctuating.
b)Attitudes are intangible psychological phenomenon.
c)Attitudes help in adjusting to a new environment.
d)Knowledge can be substituted by the attitudes.
FACTORSB AFFECTING ATTITUDE
• Value System
• Upbringing
• Perception
• Observation over a period
• Peer group
• Social Environment
TYPES OF ATTITUDE:
• POSITIVE ATTITUDE[Sees best in worst and is confident

,happy,patientand posses high self efficacy]
• NEGATIVE ATTITUDE[Critical of others,tired and will bring the

worst even in best situation]
• NEUTRAL ATTITUDE[Do not react and do not take a stand]
• SICKLE ATTITUDE[Such a person has a caliber of destroying any

positive image].
VALUES
Values are individual beliefs that guidesus to act in one way or the other.
INSTRUMENTAL VALUES
• Capable
• Responsible
• Forgiving
• Helpful
• Loyal
TERMINAL VALUES
• Comfortable life
• Family Security
• Pleasure
• Self Respect
• Inner peace
PERSONALITY
The sum total of ways in which an individual reacts and interacts with
others.
Personality is a pattern of stable states and characterstics of a person that

influences his or her behaviour toward goal achievement.
PERSONALITY DETERMINANTS:
• Heredity
• Environment
• Situation
• Culture
• Family and Social background.
NATURE OF PERSONALITY:
• It is relatively stable but dynamic in nature.
• Helps in adjusting the individual with the environment.
• It is consistent
• It is unique
BIG FIVE PERSONALITY TRAITS:
• Openess to expereinces
• Conscientiousness
• Extraversion
• Agreeableness
• Neuroticism
The Big Five Model,also known as the Five -Factor Model,is the most
widely accepted personality theory held by psychologists today.
OPEN TO EXPERIENCE:
Prefers routine 'practical vs.imaginative, spontaneous.
CONSCIENTIOUSNESS:
Impulsive , disorganised vs. disciplined ,careful.
AGREEABLENESS:
Suspicious, uncooperative vs.trusting, helpful.
EXTRAVERSION:
Reserved, thoughtful vs.sociable ,fun-loving.
NEUROTICISM:
Calm , confident vs.anxious , pessimistic.
PSYCHOANALYTIC THEORY
This theory is given by Sigmund Freud .These three components of
the mind shapes human behaviour.
ID: The primitive aspect of the mind that desires instant fulfillment
of biological or instinctive needs is known as id.It mainly thrives on
pleasure principle.
EGO:The ego is the rational and conscious aspect of the mind that
is linked to the reality principle.It balances the needs of the ID and

the superego in real -life situations.
SUPER-EGO:The Super-ego is associated with the socialor moral
norms than an individual instils as s/he gets older.It serves as an

ethical restriction on action and aids in the development of an
individual's conscience.
EMOTIONAL INTELLIGENCE
Emotional Intelligence refers to the capacity for recongnizing

our own feelings and those of others ,for motivating ourselves,
and for managing emotions well in ourselves and our
relationships.{Goleman,1989]
THE CORE ELEMENTS OF EI

• Self Awareness[refers to recognizing one's emotions,strengths
and limitations,and capabilities and how these affect others].
• Self-regulation[ability to think before acting and to control

disruptive impulses]
• Motivation[represnts the forces acting on or within a person
that cause the person to behave in a specific, goal-directed

manner].
• Empathy[refers to sensing what others need in order for them
to develop].
• Social Skill[refer to the ability of an individual to influence

others].
FOUR AREAS OF EMOTIONAL INTELLIGENCE:

SELF AWARENESS
• Emotional Self-Awareness
• Accurate Self Assesment
• Self Confidence
SELFMANAGEMENT
• Emotional Self-Control
• Transparency
• Adaptability
• Achievement
• Initiative
• Optimism
SOCIAL AWARENESS
• Empathy
• Organizational Awareness
• Service Orientation
RELATIONSHIP MANAGEMENT
• Inspirational Leadership
• Influence
• Developing Others
• Change Catalyst
• Conflict Management
• Team Work and Collaboration

THE FOUR -BRANCH MODEL OF EMOTIONAL INTELLIGENCE:
The synergy of this four:
• MANAGEMENT
• PERCEPTION
• FACILITATION
• UNDERSTANDING
SIX MAJOR TYPES OF EMOTIONS:
• ANGER
• FEAR
• JOY
• LOVE
• SADNESS
• SURPRISE
DIFFERENCES BETWEEN EMOTIONS, AND MOODS
PERCEPTION
Perception is an intellectual processs of transforming sensory stimuli to

meaningful information.In other words, perception is the way in which
something is regarded ,understood or interpreted.
PERCEPTION IN ORGANIZATION:
• How Individual View Other?
• How that person will behave within the buisness?
PERCEPTUAL PROCESS:
1)SENSATION: Individua's ability to detect stimuli in the immediate

envirinment.
2)SELECTION:The process a person uses to eliminate some of the

stimuli that have been sensed and to retain others for further processing.
3)ORGANIZATION:The process of placing selected perceptual stimuli

into a framework for storage.
4)TRANSLATION:The stage of the perceptual process at which stimuli

are interpreted and given meaning.
FACTORS AFFECTING PERCEPTION:
FACTORS IN THE SITUATION:
• Time
• Work setting
• Social Setting
FACTORS IN THE TARGET:
• Novelty
• Motion
• Sounds
• Size
• Background
• Proximity
• Similarity
FACTORS IN THE PERCIEVER:
• Attitudes
• Motives
• Interests
• Experience
• Expectations
A number of factors operates to shape and sometimes distort

perception.These factors can reside in a perciever,in the object or target
being percieved or in the context of the situation in which the perception
is made.
GROUP DYNAMICS AND TEAM BUILDING
A group is the collection of people with some common characterstics or

purpose.
Group Dynamics:A group of two or more people interacting with each

other in a manner that each person influences and is influenced by each
other person.
The group dynamics refers to change which takes place within groups
and is concerned with the interaction and forces obtained between group
members in social settings.
Team:Two or more people working together to achieve a shared goal.

Team Building:The process of getting people to work together
effectively to achieve a shared goal.
WHY DO PEOPLE JOIN GROUP?
• SECURITY:Group reduces insecurity and standing alone
syndrome.
• STATUS:Recognition and status same as that of group.
• Develop Self -esteem
• POWER:There is power in number.
• Goal achievement Pool of talent ,skills and knowledge.

STAGES OF GROUP/TEAM FORMATION:
HOW DO WE ASSESS TEAMWORK?
• Trust among members.
• Feedback mechanisms
• Open communications
• Approach to decisions
• Leadership sharing
• Acceptance of goals and tasks
• Valuing diversity
• Member cohesiveness
• Support for each other
• Performance norms
CONCEPT OF LEADERSHIP
• Leadership is the ability to influence a group toward the

achievement of goals.
• Leadership is a function of knowing ones self,having a vision that is

well communicated,building trust among colleagues,and taking
effective action to realize ones own leadership potential.
LEADERSHIP TRAITS
1)Physical traits:
• High energy level
• Physical stamina
• Tolerance for stress
• Uncared about being overworked
• Vitality
2)Intellectual traits:
• Foresightful
• Ask for more responsibility
• Extensively scholarly
• Willing to experiment
• Being able to handle varied workforce
3)Personality traits:
• Verbal Potentiality
• Honesty
• Initiative
• Aggressive
• Risk taking
• Ambitious
• Adaptability
4)Emotional traits:
• Self- Confidence
• Optimism
• Determination
• Self -discipline
• Reliability
TYPES OF LEADERSHIP STYLES

THEORIES OF LEADERSHIP
• Traits Theories
• Behavioural Theories
• Contingency/Situational Theories
• Transactional Theories
• Transformational Theories
• Charismatic Theories of Leadership
TRAIT THEORIES OF LEADERSHIP
Considers personality ,social,physical,or intellectual traits to differentiate.
Factors determining leadership strategies of traits based leaders:
• Extraversion
• Conscientiousness
• Openess
• Emotional Intelligence
BEHAVIOURAL THEORIES OF LEADERSHIP:
Specific behaviours differentiate leaders from non-leaders.
Factors determining leadership strategies of behaviour based

leaders.
• Initiative
• Consideration
• Employee orientation
• Production orientation
• Development orientation
CONTINGENCY/SITUATIONAL THEORIES OF LEADERSHIP:
Blend of a leader's style and the degree to which the situation gives
control and influence to the leader.
Factors determining leadership strategies of contingency based leaders:
• Leader-Member relations
• Leader readiness to delegate
• Follower readiness to accept responsibilities

• Task structure
• Positional power
TRANSACTIONAL THEORIES OF LEADERSHIP:
Guides or motivates the followers in the direction of established goals by

clarifying role and tasks requirements.
Factors determining leadership strategies of transaction based

leadership:
• Management by reward
• Management by exception
• Laissesz faire
TRANSFORMATIONAL THEORIES OF LEADERSHIP
Transformational approaches using the 4 'I's rather than a conventional

or transactional approaches.
Factors determining leadership strategies of transformation based
leaders:
• Idealized Influence
• Inspirational motivation
• Intellectual stimulation
• Individual consideration
THEORIES OF CHARISMATIC LEADERSHIP
Followers attributions of heroic or extraordinary leadership abilities when

they observe certain behaviours.
Factors determining leadership strategies of charismatic leaders
• Self Confidence
• Visionary
• Being a single agent
• Willingness to take personal risks to achieve the vision.
COMMUNICATION
Communication that takes place within the context of an organisation

that include both the transfer and understanding of meaning.
Importance of Communication:
• Communication increases the efficiency in new technology and

skills.
• It increases quality of products.
• It increases responsiveness to customers
• More and More innovations happens through communication.
Process of Communication
Goals of communication
• Sharing information
• Feedback
• Communication should be such ,it can influence others.
• Problem solving
• Decision making
TYPES OF COMMUNICATION
Types of communication:
1)Assertive Communication Style:
• Effective communication style
• Socially and Emotionally expressive
• High self esteem
2)Aggressive Communication Style
• Overpowering on others
• Demanding and exploitative
• Unpredictable
3)Passive Aggressive Style

• Pattern of indirectly expressing negative feelings instead of openly
addressing them.
• Thers's a disconnect between what a person who exhibits passive

aggressive behaviour says and what he or she does.
4)Submissive Communication Style
• Easily adaptable
• Please other people to avoid conflicts
• Avoids confrontation
• Refuse compliments
5)Manipulative Communication Style
• Skilled at influencing and controlling people
• Knows how to get work done .
TRANSACTIONAL ANALYSIS
• When two people interact with each other,they engage in social

transactions,in which one person responds to other.
• Study of such "Social Transactions"is called "Transactional

Analysis".
A Transaction is an exchange of two strokes between two people.The first

stroke is called "Stimulus",the second is called the" Response".
EGO STATE:
Within each human being , several human beings are existing at the same
time, depending upon how the person is behaving at any given time.
PARENT EGO STATE:
Set of thoughts,feelings,and behaviours learnt from parents or other care

takers.
• Nurturing parent
• Soft,loving and permission giving.
ADULT EGO STATE
• Oriented towards current reality and objectivity gathering of

information.
• This is a role of care, concern,respect,responsibility and maturity.

CONFLICT
Conflict is a state of discord caused by the actual or percieved opposition

of needs ,values and interests. A conflict can be internal or external.
Organizational conflict is a disagreement between two or more

organisational members or groups arising from the fact that they must
share scarce resources or work activities or from the fact that they have
different status, goals ,values, or perceptions"
Features of Conflict:
• It arises when two or more individuals or group think differently.
• It is caused by different perceptions that different individuals hold

about the same object or goal.
• It usually arises because of scarcity of resources.
Causes of conflict:
• Differences in perception
• Excessive competition
• Difference in goals
• Independence of tasks
• Habit patterns.
Consequences of positive conflict:
• High degree of cohesion
• Improvement in quality of decisions
• Emergence of leaders
• Response to change
• Increased productivity
• Releases strain
Consequences of negative conflict:
• Mental strain
• Discontentment
• Communication breakdown
• Resignation
• Distorted perceptions
• Competitive struggle
• Threat to group survival
Types of conflict:
1)Individual Conflict: Individual conflict may also arise within an

individual .This happens when a person cannot reconcile amongst his
competing goals or when his behaviour is different from what is
expected.
2)Interpersonal Conflict: When conflict arises amongst people of different

levels or functional areas .
3)Intergroup Conflict: When conflict arises amongst different groups in

the organisation ,it results in intergroup conflict.
Management of Conflict:
• Stimulation of functional conflict
• Resolution of dysfunctional conflict
• Avoidance
• Collaboration
Determining your communication style
There are several ways to determine our own communication style as well as the style of
others. This test is only one way.. Please circle the letter of the response that best
describes you in the situation. There are no right and wrong answers. This test tells you,
how you relate to people and things in the world.
1. When I recall a time I was attracted to someone the first thing that attracted me to
them was:
a. The way they looked
b. Something they said to me
c. The way they touched my mind or the feeling I had about them
2. When I recall a wonderful vacation, the first thing I remember is:

a. The way the vacation spot looked
b. The sounds of the spot
c. The feeling I got by vacationing there
3. When I drive I navigate by:

a. Looking for road signs or following a map
b. Listening for familiar sounds that point me in the right direction
c. Get a gut feeling or sense of where I am going
4. When I participate in my favourite sport or recreation I enjoy:

a. The look of the game or how I look playing it
b. The sounds of the game such as the roar of the crowd
c. The feel of the game the sense of movement motion etc.
5. When I am given an assignment to do it is easier to understand it if:

a. The directions are written or diagrammed for me
b. It is explained clearly to me
c. I get a sense of clarity or purpose from it
6. When I have problems I find it helps to:

a. Write them down so I can see them clearly
b. Talk them out or listen to another till they get sorted out
c. Sort them out internally
7. I find it easier to be with my friends if they:

a. They communicate using animation and to the point statements
b. They vary their rate and pattern of speech
c. I get a feeling they know me
Maximum A Visual
Maximum B Auditory
Maximum C Kinesthetic
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REPRINT R1612J
PUBLISHED IN HBR
DECEMBER 2016
ARTICLE yo
op
HBR CASE STUDY AND
COMMENTARY
Should You Rehire
tC
a Defector?
An entrepreneur reconsiders a colleague who left for a competitor.
No
by Jyotsna Bhatnagar and Nakul Gupta
Should Ram take Hari back?

Do
Expert commentary by Samdarsh Nayyar and Diane Hoskins
This document is authorized for educator review use only by Dr Shikha Bhardwaj, IILM Graduate School of Management, Greater Noida (IILM-GSM) until May 2020. Copying or posting is an
infringement of copyright. [email protected] or 617.783.7860
EXPERIENCE FOR ARTICLE REPRINTS CALL 800-988-0886 OR 617-783-7500, OR VISIT HBR.ORG
t
os
Case Study
developers of the importance of
sustainable building practices. But
when Hari, who had eight years of
Should You
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experience, joined the firm in its
second year, business began
to improve.
Friends and colleagues,
Rehire a
they had been the perfect
team, and
Ram was
confident
Defector?
yo
that Green
Impact was on
a path to becoming
one of the top three
sustainable building
companies in India. But
An entrepreneur reconsiders a colleague who left for a competitor. then Hari had blindsided
by Jyotsna Bhatnagar and Nakul Gupta him by resigning. He said he was
op
leaving for “personal reasons,” only
to turn up at a larger competitor:
the Sustainable Build Group.
Of course, Ram knew this was
a risk of being an entrepreneur in
India. The talent market was so tight
tC
that strong employees were often

poached from small companies by
R
bigger-name, more successful ones.
am Kapur and his brother employees—until two years ago, But he still couldn’t help feeling
Shayam were covered head to when he’d decamped to a rival firm. betrayed—even devastated.
toe in brightly colored paints. “A job, I think,” Ram replied. It was a tough year. Hari’s
They’d been out celebrating—it “We’ve been back in touch.” Jyotsna unexpected departure left Ram in
was Holi, the festival of colors in “No way! He abandoned you! Bhatnagar is charge of both the office and the
No
a professor of
India—and now they were returning You swore you’d never speak to field teams. He was stretched too
human resources
to the home they shared with him again!” management and thin to tackle the growth plans he’d
their parents, in Gurgaon, for their That was true. Hari had been the chairperson been dreaming of. He focused on
of alumni
family’s traditional meal together. Ram’s right-hand man at Green serving existing clients and retaining
relationships
Ram’s phone rang just as they walked Impact, overseeing at MDI, in his employees—he even had to
through the door, and he held up the the civil engineers Gurgaon, India. raise salaries across the board to
Nakul Gupta
screen to show Shayam the caller’s onsite at the firm’s make sure others didn’t follow in
is an assistant
name: Hari Shukla. residential and professor and Hari’s footsteps—but he had no time
“Why is he calling you commercial real the coordinator for marketing and barely kept the
Do
for the Center for

on Holi?” his brother estate projects, while business going. He put on a brave
Entrepreneurship
asked, surprised. Ram led the technical at MDI. face for his employees, the customers,
Ram was the founder analysis and design and his parents. Only his brother
and CEO of Green Impact teams back at the office. knew how hard he’d struggled and
Consulting, a sustainable In the company’s how hurt he’d been.
design firm, and Hari first year, it had “I can’t believe you would speak
SAM CHIVERS
had been one of the young been a struggle to him.” Shayam shook his head
company’s most valued to convince local incredulously.
December 2016 Harvard Business Review 2

EXPERIENCE
t
Case Study
os
Teaching Notes
Jyotsna Bhatnagar and Nakul Gupta teach the case on which this Recently, though, Ram had
one is based in their talent management and technology classes. started to consider expansion,
perhaps into the Middle East,
WHAT DREW YOU TO THIS STORY?
rP
where sustainable building
The protagonist was in one of our executive courses,
and he shared his dilemma with the class. It wasn’t such a hard sell. But he
was the primary reason he was taking a talent wasn’t sure that his young team
management course. could keep the business thriving challenge that Hari had created, he
if he took his focus off day-to-day was less sure. He wondered about
HOW DO STUDENTS RESPOND TO THE CASE? operations. With Hari back, maybe the disruption it would cause.
Working executives tend to advocate for rehiring the he could revive his dreams for the When Ram opened his e‑mail,
employee. Younger students also think that’s a smart company. “Hari may be the only one he saw a message from Preeti saying
yo
idea, pointing to the boomerang talent policies at big who can help me take the business to that she and Tuli were hoping to
firms as evidence. But some people feel that trust
the next level,” he told Shayam. talk to him before they headed out
has been broken and can’t be repaired.
His brother scoffed. “This city is to a project site for the day. “Sure,”
WHAT DO YOU HOPE THEY’LL TAKE AWAY? full of talented, competent people. he replied, and moments later they
We want students to understand the difference There is no way that that deserter is were in his office. He could tell
between boomerang employees, whom you’d your only option.” immediately by the uncomfortable
welcome back, and “frenemy talent”—people you’d looks on their faces that something
rehire despite reservations in order to keep them What’s Best for the Business was up.
op
from going to a competitor. We also hope they learn Three days later, Ram was back in the Tuli, not one to mince words,
to appreciate the need for a strong talent pipeline office. He’d returned Hari’s call, and blurted out: “We know about Hari.”
to fill the gaps when people in critical roles leave. the two finally discussed what was on Ram tried not to react, but he could
Hari’s mind: He missed the tight-knit feel his eye twitching. It was amazing
“I know, I know,” Ram said. “He culture at Green Impact, and he was how quickly gossip traveled in their
really let me—and the company— exhausted from the long hours at his business. It probably didn’t help
tC
down. But he was a great employee— new job. He had been wooed by a 75% that Shayam had been dating one of
and a friend. I have to at least salary increase and the opportunity Ram’s employees.
HBR’s fictionalized
case studies consider it.” to travel, he told Ram, but he wanted “I don’t want to know how you
present problems “He stabbed you in the back,” to feel as if he was helping to build know that. And I don’t have any
faced by leaders Shayam said. “He left you for more something again, not just keep information to share at the moment,”
in real companies
and offer solutions money, without thinking twice someone else’s company running. Ram said.
from experts. This about Green Impact’s mission Ram had started to get excited Tuli didn’t pick up on his desire
one is based on or your friendship. You can’t trust about the possibility of working with to end the conversation—or didn’t
No
the HBS Case

Study “The Indian him. Besides, your business is his old employee. But now back at care: “We just wanted to let you
Greenpreneur: doing great now. You don’t need the office, surrounded by the team know that the staff is keen on the
Management of him anymore.” that had so capably risen to the idea,” she said.
Frenemy Talent
and Coopetition” Indeed, after an extremely “Which idea?” Ram asked.
(case no. WI3372- difficult year, Ram had been able to “The idea that Hari might come
PDF-ENG), by get Green Impact back on track. Two back to work here,” she said, and
Jyotsna Bhatnagar,
Neha Paliwal of the civil engineers that Hari had then quickly added: “It would make
Sharma, and been managing— the Middle East a possibility.”
Nakul Gupta, Preeti Das and Ram had talked with both
Do
which is available
at HBR.org. Tuli Khanna— women about his hopes to expand
had stepped up. to a friendlier market like Dubai,
They were much and they’d been excited about the
less experienced than Hari, strategy and the opportunity. But he
but after intensive training hadn’t expected a welcome attitude
and coaching, Preeti and toward Hari’s potential return,
Tuli were able to fill the void that especially not from Preeti, who was
he’d left. now in the role Hari had vacated.
3 Harvard Business Review December 2016 COPYRIGHT © 2016 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED.
FOR ARTICLE REPRINTS CALL 800-988-0886 OR 617-783-7500, OR VISIT HBR.ORG
t
os
“You’re saying the staff has talked Hari back with no resentment?
about this?” Ram asked. What message would that send
“Most of us,” Tuli said. to employees?
rP
“And you’re all in favor of rehiring And could he really put his Tell us what you’d
faith in someone who had left him
do in this situation.
Hari? Even though that would mean
Go to HBR.org.
that we’d need to restructure your in the lurch? Would he always be
team and you’d likely have to give up wondering whether Hari would jump
some of your projects?” ship again?
“Things might be uncomfortable in
the short term, but we think it would That’s What We Do Here
be best for the “Of course you’ll take him back. That’s is happening all over India now.
yo
business. He what we do here in India: We forgive. These big firms have deep pockets,
was excellent We give people second chances! but they also expect people to work
at his job, and we I would take you back in a heartbeat.” 70 hours a week.”
don’t want him Ram was having lunch “He mentioned that,” Ram said.
working for another with his mentor and friend, “But he said he really misses the
direct competitor, Mohan Chaudhary, who camaraderie and the start-up spirit.”
like Greenscapes or had hired Ram right out “I’m guessing it’s more about the
BRG. Yes, he left of university. Mohan flexibility and work-life balance he’ll
op
us, but think of the had taken him under have back with you. Or he’s sick of
market intelligence his wing, eventually being a cog in the consulting wheel,
he’d bring if he encouraging him and he wants to lead a team again,
came back.” to leave and calling the shots. Or maybe he just
Ram nodded. start his own couldn’t cut it at the other firm.”
The team was company. Ram Ram had thought of that. Maybe
tC
thinking strategically, always sought Hari had been fired. Did Green
which he appreciated. Mohan’s advice when he had Impact want another company’s
But then he realized something: work dilemmas. castoff? Was he really as good as
Tuli had been doing all the talking. “This is what the big companies do, Ram remembered?
“Are you on board with this, too,” Mohan continued. “Boomerang “I do think having him back would
Preeti?” he asked. talent. Microsoft, McKinsey, they be good for Green Impact, and
“I want what’s best for the welcome people back after they’ve for you,” Mohan said. “But I also
business.” She paused, glanced gone off and worked elsewhere, understand your worry. It sounds
No
nervously at Tuli, and then continued. knowing that they bring with them like you don’t entirely trust him
“Of course, I have some reservations. new knowledge, expertise, even anymore. If you bring him back, you
Yes, he left a big gap initially. But intelligence about competitors.” have to completely let go of your hurt
we’ve filled it, and we’ve been fine “So I should just give him his and anger. Can you do that?”
without him. In the past few months, job again, no questions asked?” “I thought I could,” Ram said.
Q
we’ve been more than fine.” Ram asked. “Now I’m not so sure.”
“And he could help us do even “Well, not so fast. Why did he leave
better,” Tuli interjected. in the first place? He initially said
“But I worry how coworkers will personal reasons, right?” Should Ram take
Do
treat him,” Preeti continued. “They “Yes, but he’s being more honest Hari back?
mostly say they’re fine with Hari’s with me now. He admitted they gave See commentaries on the next page.
being part of the team again, but him a significant raise and promised
when he left, a lot of us said harsh lots of projects abroad.”
things about him. Some people were— “Right, and he probably
and may still be—very angry.” experienced a significant increase
Preeti raised a good point. Could in his workload, too. You know
the team—could he—really welcome as well as I do that the same thing

The Experts Respond
t
os
expected turnover at the lower and
middle levels of my team, but for
Hari’s motivation the most part it has been stable and
is unclear at best
rP
tight-knit. Working together, we’ve
increased our business volume by
and suspect at 300%. So I have no regrets about
worst. not taking the employee back, and
neither should Ram. He should wish
Hari the best and continue building
his business with the trustworthy,
I agree that Hari reliable colleagues he has now.
yo
could bring in competitive
intelligence, but that may not be
Samdarsh Nayyar is the 100% positive. His tales of what Comments from the
founder and managing it’s like to work at a larger, more HBR.org community
prestigious firm could cause Ram’s
partner of Green Horizon Hang On to Great Talent
employees to rethink their options.
Consulting, in Gurgaon, And if Hari plans to leave again, he Hari was a high-performing
India. may try to take people with him. employee before—and that doesn’t
op
Perhaps most important, Ram change. He left for a better career,
RAM SHOULD not take Hari back. doesn’t need Hari. Sure, he may and while that move didn’t work,
The trust between them has been have more experience than Preeti at least he was forthcoming about
broken, and it will take more than and Tuli, but he will also cost more, learning from the mistake. He
a few phone calls to restore it. and there’s no evidence he can should be given another chance
Hari’s motivation for returning outperform them. In fact, it sounds to prove himself.
tC
is unclear at best and suspect at as if the two women are excelling Harish Agarwal, vice president
worst. He says he wants a better in their current roles. If Ram is of corporate and marketing
communications, Prudential Singapore
quality of life, but that doesn’t ring serious about growing, he’s better
true. I know very few young Indians off relying on team members who Don’t Reward Disloyalty
who would give up a high-paying, have proved they are trustworthy It’s not about forgiveness or
fast-paced job for a relaxed, lower- and can step up to a challenge. second chances. It’s about the
paying one; most are looking to Ram should give them even more privilege of working for a company;
work hard and amass money early responsibility (compensating them you ask your company to put you
No
in their careers before they have accordingly), and if they prove first, and you put your company
families or other responsibilities. themselves capable over the next first. Fundamentally, rehiring Hari
So it’s quite likely that, as Ram’s three to six months, he should ramp would reward an act of disloyalty.
mentor suggested, Hari didn’t quit up his expansion plans. Do you want other employees to
his job; he was asked to leave. This case is loosely based on try the same?
Even if Hari is being honest my experience with an employee Thomas Hill Jr., technical
about his reasons for wanting to who quit my firm and then asked director, Eriksson Engineering
Associates
return, how can Ram know those to return three years later. I said
sentiments will last? The talent no. I’m not against the idea of Thwart Your Competitors
Do
market in India is so fluid that a boomerang talent. But in my Tuli and Preeti stepped up
fickle player like Hari can easily case, I was skeptical of my former and displayed their leadership
switch companies every six months. employee’s motivations, and I abilities. Ram should reward them
Ram can’t run the risk that Hari wasn’t ready to take a chance, in by assigning them to the Dubai
is going to use his company as a large part because the company project and working closely with
career stepping-stone again. That was doing well without him. them on it. He can then use Hari
would do even more damage to the Since I made that decision three in the position he had before he
company and employee morale. years ago, there has been some left. Retaining him will make him
5 Harvard Business Review December 2016

t
os
unavailable to the company’s capabilities are well understood. program, which now counts 500
competitors. Candidate vetting can only take you returning Gensler employees among
Animesh Dhagat, student, so far; until you work side by side its members.
rP
Manipal Institute of Technology with someone, you won’t know if he Each December we have a
or she can truly deliver. ceremony at which we celebrate
Negotiate New Terms At Gensler, we believe that once our staff, announce promotions,
Ram should take Hari back, but not you’re part of our family, you’re and give returning employees an
before having a serious heart-to- always part of it. You shouldn’t engraved boomerang. I have one
heart discussion about his reasons have to “forgive” people upon their of them myself. I joined Gensler
for leaving and conditions for rehire. return, as Ram’s mentor suggests. right out of school and worked at
Ram must make sure that Hari This is about seeing each person’s the company for three years before
yo
knows what will be expected of him growth as a benefit to the team, leaving to go to graduate school
in his new role and that things have even if some of that growth occurs and then to work for a smaller
changed since he left. In addition, outside your organization. We want competitor. When Gensler noticed
milestones should be set for our people to expand their skills my work and recruited me to return
“compensation events” that allow and leadership capacity. We do our in a senior role, I couldn’t have
Hari to prove his loyalty and value best to provide opportunities here, been happier.
to the company. but we understand that employees All that said, Ram needs to be
will occasionally go elsewhere careful about how he brings Hari
op
Scott Sherman, CFO, Pacific
Southwest Container to get those needs met. So when back. First, it should be a strategic
decision, not an emotional one.
He needs to put aside both his
This is about sentimentality and his resentment
seeing each and really look at whether Hari can
make a difference in the business.
person’s growth
tC
He also needs to talk to Hari

as a benefit to about why he left and what his role
would be should he come back.
the team. Expectations must be crystal clear.
Hari would need to respect the
positions of those who advanced in
people leave for any reason— his absence and understand exactly
even to go to a competitor—we what his new role would entail. For
No
wish them well and let them know example, international expansion
Diane Hoskins is the that our door will be open when might mean that he’s again working
co-CEO of Gensler, they’re ready to come back. long hours and traveling.
Gensler now has more than Perhaps most important, Ram
a global design firm.
5,000 employees, but even in the should reflect on how he can
early years, when the company prevent high-level turnover in
RAM SHOULD rehire Hari. Given looked more like Green Impact, we the future. No business leader
Green Impact’s stage of growth, were open to returning employees. wants people walking out the door
Ram is going to need additional In the 1960s, our founder, Art because of money. Ram needs to
Do
strategic leadership, and it sounds Gensler, rehired the late Walter put more incentives on the table,
like his former employee will be Hunt, who had been lured away by such as profit sharing or bonuses
able to provide the right skills at a competitor. Hunt went on to be tied to growth targets so that his
this critical moment. Yes, Ram an important leader in transforming team members feel as if they’re all
could recruit someone new. But Hari the firm from a small interiors in it together for the long term.
will have a shorter ramp-up time. practice into one of the largest HBR Reprint R1612J
He’s familiar with the company, the architectural firms in the world. Reprint Case Only R1612X
people, and the culture, and his Walter also created our Boomerang Reprint Commentary Only R1612Z

This document is authorized for use only in IILM University's PG; ID& GP, mba tERM 1 course by Dr. Megha Kochhar from Jul 1, 2023 to Sep 30, 2023.
Indian Institute of Management Ahmedabad IIMA/OB0231

Revised May 04, 2021
Meera Nair at PhoenixWay: Which Way to Go?
It was February 21, 2017. As Meera Nair, Chief Manager – Operations, PhoenixWay started
packing for the day, she received an email from Mohit Dubey. Having gone through the mail,
Nair felt perturbed. Deciding to mentally address the cause of her irritation later, she turned
off her computer and rushed to pick her daughter from the company’s day care centre. She
had been working on designing an upcoming Confederation of Indian Industry (CII)
International Conference that PhoenixWay was hosting as knowledge partner. It was one of
the major events for potential foreign collaborations. She knew that they had to collectively
put their best foot forward. It involved a lot of groundwork requiring extra efforts and she
had found little support from Dubey, Chief Manager, Client Relationship, who had once again
claimed to be occupied with his work.
It was not the first time that Dubey had refused to take up responsibilities that were not under
his key result areas but part of their overall organizational duties. This time, he had refused
to travel to Ahmedabad for conducting campus interviews at a premier institute. Even before
she could discuss this with him, he had shot her an email citing his inconvenience to travel
during the said dates (Refer Exhibit 1 for the email).
Company and Industry Background
PhoenixWay was the consulting arm of Phoenix Group, a well-known and reputed family
business group established over the years. PhoenixWay was founded in 2008 in India when
the consulting industry had just started expanding. It competed with specialist consulting
organizations but had the advantage of the strong reputation of the parent brand. The core
values of the group were integrity, customer first, people centricity, loyalty to customers,
sustainability, teamwork and quality. The service sector had been growing at a fast pace.
Management consulting was much in demand due to its ability to help businesses improve
their performance through need analysis and development of a detailed plan of action or
change management projects for transformation of organizations. PhoenixWay also offered
training modules to its clients in various management areas. It had an easy sailing in the initial
years due to the backing of its parent brand group. Over the years, the consulting industry
witnessed a considerable increase in the number of newcomers and also international players
drawing on their specialist knowledge base and resources to meet the demand for specialist
consulting services.
Leadership Team
PhoenixWay attracted the best brains of the country by offering them high remuneration and
other perks. The Managing Director, Shekhar Sinha was a renowned name in the consulting
industry. He was a sharp and brilliant mind with a lot of passion to take PhoenixWay to newer
heights. He had joined PhoenixWay in 2010. His predecessor had left the organization due to
Prepared by Priyanka Premapuri, Programme Associate and Professor Vishal Gupta, Indian Institute
of Management, Ahmedabad.
Cases of the Indian Institute of Management, Ahmedabad are prepared as a basis for classroom
discussion. They are not designed to present illustrations of either correct or incorrect handling of
administrative problems.
© 2018 by the Indian Institute of Management, Ahmedabad.
2 of 12 IIMA/OB0231
differences with the board. Sinha had come in with a lot of radical ideas and energy to take
PhoenixWay on the path to success. His profile sketch is given in Exhibit 2.
Dubey had been handpicked by Sinha in 2012 when he was looking to establish the client
interface role for his organization. Sinha had met Dubey at a Federation of Indian Chambers
of Commerce and Industry (FICCI) event where Sinha was one of the speakers. He had earlier
met Dubey as a student at the Golden Jubilee Alumni Meet at the Indian Institute of
Management, Ahmedabad (IIMA) in 2011. Dubey was the General Secretary of his batch then.
Sinha had been highly impressed with Dubey’s ability to interact with people and win them
over with his charm. He was quite keen to bring him on board as he thought of him as the
perfect fit for the qualities that he was looking for. Dubey readily accepted the offer as he had
been looking for an exciting ‘entrepreneurial’ opportunity to establish something on his own.
He reported to Sinha and was responsible for initiating contact with the clients and ensuring
a fruitful end by bagging the deal. (Exhibit 2 provides a brief profile and background of
Dubey).
PhoenixWay had grown faster (refer Exhibit 4 for information on growth of PhoenixWay) and
business was booming. Dubey had strong credentials and a sharp business sense. Sinha had
sensed that Dubey was the right person to build PhoenixWay’s presence in the market and
two years later, Dubey had more than proved his worth. The numbers were growing and the
big clients flocked to him. Sinha and Dubey had formed an instant connection and he seemed
to have taken Dubey under his wing.
Nair joined PhoenixWay in 2014 as Chief Manager - Operations. It was almost like a tailor
made role for her with the right work-life balance. Once the client accepted the proposal,
Dubey handed the project to Nair for execution. (Exhibit 5 depicts the process of a consulting
project.) The execution of a project involved a lot of detail orientation and formed an
important part of the client experience. Nair had to work with independent consultants and
industry experts to plan and deliver the projects successfully. She had created a reputation of
her own of being a highly dedicated and committed professional. She used to keep herself
available over phone all the time and owned up to mistakes and shared the successes. A brief
profile on Nair is provided in Exhibit 2.
The administration was headed by Gopalkrishnan Iyer who looked after the day-to-day
administration and human resource activities. The organization structure of PhoenixWay is
given in Exhibit 3.
Work Culture at PhoenixWay
The employees at PhoenixWay were in awe of Sinha considering his great oratory skills, sharp
sense of details, ability to identify any lacuna in the processes or people’s performance. Sinha
lived out of a suitcase and sometimes managed his role at PhoenixWay almost virtually. He
had to travel frequently within the country as well as across the continents making his
presence at PhoenixWay quite intermittent.
Dubey and Nair were largely responsible for managing the technical side of the organization.
Everyone in the organization was quite impressed with Dubey’s confidence, his presence of
mind to provide quick suggestions and his ability to convince clients. Dubey was very well
informed about PhoenixWay’s processes and history of dealing with all its clients. He was
quite good with accounting and numbers. He had become the face of PhoenixWay for the
clients and was extremely effective in getting new projects for the organization. Nair, too, was
3 of 12 IIMA/OB0231
exceptional at her work. She was meticulous, sincere and put in her best to ensure excellent
client experience once the project was brought into the organization. She was committed to
her work and always put in her best for PhoenixWay.
It was company culture that employees interacted through intercom or through emails. Each
employee was provided two email addresses by the IT department at PhoenixWay: one
address in their own name that became their personal id and another based on their
designation which was the official one used for all formal communication. The purpose of this
policy was centralization of information and smooth transition of data if the designated
person left or was transferred. The personal email-id was used mainly for email exchanges on
the employee forum created for the engagement and wellness initiatives.
Every Friday morning, an Open House was organized for half an hour for PhoenixWay
employees. The Open House was Iyer’s initiative to provide a common platform for all the
employees to interact and know each other better. The initiative had become quite popular
and there were formal as well as informal activities organized during the Open House sessions
where employees participated with great enthusiasm. Sinha had initiated a Knowledge
Sharing Session between Dubey, Nair and her team every two weeks. The purpose was to
share the various experiences they had in their professional life and how the learnings could
be implemented to continuously improve their quality of delivery to the clients.
Dubey and Nair at PhoenixWay
Dubey had a peculiar style of walking – a characteristic fast pace reflecting a sense of urgency.
He dressed smartly and was always cheerful. The way he talked to everyone, it seemed as if
he knew one and all at the PhoenixWay office. He was also seen in the cafeteria frequently
with different people and often with Sinha whenever he was around.
Dubey used to make sure that he did not miss any networking event organized by
PhoenixWay or any industry meet. Whenever any delegation visited PhoenixWay, Dubey
would be at the forefront interacting and spending time with them. He always used his
personal id for all the internal as well as external official communication. He had a prominent
e-signature enclosed in his mail that highlighted his name. The emails sent to the official id
would be responded to through his personal id. He had opted for the automatic email
forwarding facility from his official id to personal id.
Nominated year after year to represent PhoenixWay at the annual Global Consulting Summit,
Dubey had become the face of PhoenixWay for the clients as well as for the industry.
Dubey and Nair met frequently during their meetings with Sinha and also during the
fortnightly Knowledge Sharing Session, and other informal occasions such as birthday and
festival celebrations at office. Irrespective of the formal or the informal set up, the only
conversation Dubey had with her was how much loaded he was with work and how he had
to stay back for long hours and also work on weekends. She would often listen to him without
reacting much.
Nair and her team used to have frequent meetings to appraise each other of the work status
and also to share any bottleneck that they found in the process. Nair’s team comprised of
Manisha who looked after the external vendors, Abhishek who was in-charge of project
delivery, Harish who worked on logistics, and Sunil and Smita who worked on project
scheduling and facilities planning. Her team was respected in the organization for high
performance resulting out of their cohesiveness and transparency. In case of any personal
4 of 12 IIMA/OB0231
emergency, they supported each other unconditionally and were always there to step in each
other’s place.
During one team meeting, Abhishek remarked:
I never thought Mohit would behave this way. First of all, there were some
mistakes found in the proposal that he had prepared and had sent to the
Infinity group. Furthermore, instead of owning up the oversight at his end, he
blamed the accounts team. He avoided interacting with the client citing poor
health. I had a real tough time making amends for Mohit’s carelessness and
irresponsible actions.
Abhishek’s words made Rhea and Manisha vent out their feelings. Manisha remarked:
Aryan, my batchmate who works in the IT department has often told me how
Mohit is seen talking about others in a belittling way. Also, he is seen indulging
in lot of grapevine and spreading incomplete and inaccurate information on
internal matters. It has made me extremely cautious of sharing any confidential
information these days unlike before.
Rhea made her frustration visible. She had this to say:
Whenever I meet him, he always boasts about himself and his achievements.
He has been talking about the revenue growth after he joined PhoenixWay and
the role he plays in bringing and sustaining the clients. He almost made me
feel that we are at his mercy. He keeps on publicizing about how he has to stay
back almost daily. His tone is also quite derogatory at times.
Sinha had made an unwritten ‘two ring rule’ for responding to clients’ calls. He used to urge
everyone to ensure that the calls are picked at second ring utmost and no calls be missed.
Clients were provided alternate numbers. Quite often Nair and her teammates used to receive
calls meant for Dubey. There were even certain emails from clients saying that they wanted
to speak to Dubey but they could not reach him.
As the grievances piled up, Nair tried to maintain a calm demeanour although she was quite
anxious and disturbed. She made an attempt to calm her team down:
Folks, you have got an excellent opportunity at PhoenixWay. Focus and

dedication to one’s work will reap great benefits. Try and avoid getting
distracted unnecessarily. A sincere effort with right attitude is the key. You
have a long way to go and this place will always value your contribution and
help you grow if you give your best.
During one of the Open House sessions, John Verghese, Manager – Marketing and
Development, who had recently joined the organization to help Dubey at his work, opened
up with Nair and shared his experiences.
Mohit is very sharp and really fast. It takes a lot to match up to his ways. He
was quite friendly with me and introduced me to various departments and
colleagues when I joined PhoenixWay. However, to my surprise, he does not
let me interface with clients directly. All I am asked to do is managing the
database, record keeping and attending the calls when he is not around. There
5 of 12 IIMA/OB0231
is a lot to learn from him, provided he shares his knowledge. It seemed as if he

wanted to hold back information without making us feel that he is being
secretive. At the same time, I found that PhoenixWay has a culture of
supportive communication and teamwork. Information sharing is an integral
part of the work environment here.
During office hours, Dubey used to be seen all over the company premises rushing from one
place to another with a pile of documents in his hands. Verghese noted:
Mohit is present in his office only in the evenings and that is when he starts
responding to clients’ emails. He responds to clients’ calls according to his
convenience. He cites some reason or the other and enchants the person on the
other side through his talks. He expects me to be there but it is not possible to
stay back with him every day and every weekend. Also, just to bring to your
notice, there are quite a few enquiries unattended…inquiries that can bring
reputed clients and hence more revenue.
Meeting on February 20
PhoenixWay was undergoing strategic changes led by Sinha in order to improve its position
in the industry. Until about a year ago, PhoenixWay was considered the best but now
competition had started catching up. Also, there were a lot of internal process and policy
transformations going on. Sinha also had his eyes on the Best Employer Award nomination
for PhoenixWay.
Sinha had called a meeting of all the Department Managers along with Iyer at 10 am on
February 20, 2017. Each department had presentations about their current work flows and the
possible improvements in the system. Dubey made a striking presentation that saw
everybody applauding him in awe.
After the presentation, he made a special remark to Sinha:
We need to make our employees believe that we are and always have been a
premier consulting firm, catering to a selected set of clients. We shall continue
to do so and should not slash our prices or broaden our target segment just to
beat the competition. We are not overpriced, on the contrary we should aim for
higher pricing strategies.
Sinha was absolutely overwhelmed by Dubey’s observation. “Bang on, Mohit! This is the crux
of what all I wanted to convey. You are an integral and an indispensable part of our strategy.
I am so happy to have you on board,” he said.
Amidst the sound of applause, Nair recalled Dubey’s words from just a few days before this
meeting. He had been talking to her and her team during one of their knowledge sharing
sessions in Sinha’s absence, and had emphatically said:
We are so overpriced compared to our competitors. Clients are not so dumb.

They would compare, analyse and then decide. Why would they prefer us over
someone who is 30% cheaper and equally good?
Nair quietly left the meeting as soon as it got over.

6 of 12 IIMA/OB0231
Late in the evening, Nair received an email from Sinha addressed to Dubey; a copy had been
marked to her and Iyer (Refer Exhibit 6 for the email).
Which Way to Go?
Next day, Nair thought of talking to Sinha about the things that had been troubling her for
the past few months. After finishing the day’s work, she got up from her chair and went to
his office. Sinha was talking to someone on the phone. She gestured through the huge glass
door asking if she could come inside. He waved her in. Nair stepped in while Sinha continued
his phone call:
“You should talk to Mohit Dubey on this proposal and take his word as final. He is even better
than me in these aspects and has a sharp sense with great ability to follow up on a deal.” Nair
heard this as she pulled out a chair and waited for Sinha’s call to get over.
“Yes, Meera, tell me. All set for the conference? Any concerns?”
“Well, not for the conference but for something else. Actually I need to talk to you about my
team. They are perturbed...”
“Oh…can we do it later, may be later this week? I also need to talk to you about something
important but I have a flight to catch right now,” Sinha interrupted as he rushed out of his
office.
Nair walked out of Sinha’s office and returned to her desk only to find Dubey’s email (Refer
Exhibit 1 for the mail). Immersed in her thoughts, she took her belongings and left the office.
She picked her daughter Pihu from the day care centre and got into the cab in a worrisome
state of mind. She would now have to travel to Ahmedabad and it would mean being away
from her daughter for three days, also affecting her husband’s schedule.
The cab moved at a snail’s pace in Bangalore traffic. As Pihu fell asleep in her arms, Nair’s
mind was replaying the series of events that had occurred over the past few months. She
wondered whether talking to Sinha would be of any help. She remembered what Sinha had
once told her about Dubey: “You know Meera, I have received certain feedback on Mohit.
Some of the colleagues especially some Department Managers call him overconfident and
arrogant. I convinced them how wrong they were!”
Nair closed her eyes. Several questions remained unanswered in her mind. She loved
PhoenixWay. It was her dream job. What should she do next? Keep silent and continue with
her work bearing the effect that Dubey was having on her and her team? She had never paid
attention to the emails and phone calls she used to get from head-hunters. Should she now
start responding to those leads? She did not want her daughter to suffer the consequences of
her actions. Things were certainly quite hazy for Meera Nair.
7 of 12 IIMA/OB0231
Exhibit 1: Email from Mohit Dubey to Meera Nair
FROM: “MOHIT DUBEY” <[email protected]>
TO: “MEERA NAIR” <[email protected]>
CC: “GOPALKKRISHNAN IYER” <[email protected]>, “SHEKHAR SINHA”

<[email protected]>
SENT: TUESDAY, FEBRUARY 21, 2017 5:33 PM
SUBJECT: CAMPUS INTERVIEWS AT WIMWI, AHMEDABAD
___________________________________________________________________________
Dear Meera:
I am unable to take up this responsibility of travelling to Ahmedabad for the company presentation and
the subsequent campus interviews at WIMWI as I am tied up with the ongoing client negotiations. There
are several proposals under discussion and it is important for me to be available in the office. As you
know the client demands can be crazy and they need their answers at the next minute! I will choose to
stay back. I am sure you will enjoy this opportunity of interacting with the young and bright minds of our
country.
Best,
Mohit
---
Mohit Dubey
Chief Manager, Client Relationship
PhoenixWay
Ext.: 1213
-------On February 21 at 10:56 AM, Gopalkrishnan Iyer [email protected] wrote:
Dear Mohit and Meera:
It is that time of the year again when we look to pick the best from the talent pool coming out of the B-
schools. We are travelling to WIMWI Ahmedabad from February 26-28. We start by evening flight on
Sunday, February 26 and will be back by first flight on Tuesday, February 28. I would like either of you
to accompany me and Shekhar. Please discuss and let me know so that my team can arrange your
logistics accordingly.
Good day!
Best regards,
Gopal
---
Gopalkrishnan Iyer
Head, Administration and Human Resources
PhoenixWay
Ext.: 1321
8 of 12 IIMA/OB0231
Exhibit 2: Profiles of Shekhar, Mohit and Meera
Shekhar Sinha (Managing Director, PhoenixWay)
Shekhar Sinha was a veteran of the consulting industry and joined PhoenixWay in 2010. He had
obtained his management degree from IIM Ahmedabad in 1986. He was keen to improve PhoenixWay’s
industry ranking in terms of gross revenue earned. His knowledge on diverse perspectives of business
was incomparable. He was an active member of various industry forums and was also a popular visiting
faculty of Strategic Leadership and International Business at leading B-Schools.
Mohit Dubey (Chief Manger, Client Relationship, PhoenixWay)
Dubey had an excellent academic background with the top-notch IIT Delhi-IIM Ahmedabad degrees.
He had a very successful career that had progressed at a dream pace with wide international
experiences in investment banking, market research and consulting. He joined Phoenixway in 2012 and
handled the client interface. The client relationships had tremendously improved and revenues had
grown by 40% over the years under Dubey. He had become the identity of PhoenixWay for the clients.
Meera Nair (Chief Manager – Operations, PhoenixWay)
Meera Nair had joined PhoenixWay in 2014. Nair had a degree in Operations Management. Her two-
year old daughter Pihu had quickly and happily adapted to the excellent day-care facility at PhoenixWay
with latest amenities and devoted caretakers. Pihu was always happy to be under their care even when
Nair worked extra hours, which was very frequent. Nair was meticulous and dedicated and looked after
the entire Operations at PhoenixWay. She had an eagle eye that helped her team several times when
inadvertent errors and oversight were corrected before it was too late.
9 of 12 IIMA/OB0231
Exhibit 3: Organizational Structure at PhoenixWay
Gautam Mehra
Chairperson of Board of
Governors
Shekhar Sinha
Managing Director
Mohit Dubey Meera Nair Gopalkrishnan Iyer
Chief Manager- Chief Manager- Head-

Client Operations Administration and
Relationship Human Resources
Operations
John Verghese Team
Ravi Anuj Sharma Arati Desai
Manager- (Abhishek,
Agarwal
Marketing and Harish,
Learning & Finance and
Development Manisha,
IT Manager Development Accounts
Smita, Sunil)
Manager Manager
(Source: Internal Company Documents)
10 of 12 IIMA/OB0231
Exhibit 4: Growth of PhoenixWay over the years
PhoenixWay Performance
50
45
40
35
30
25 REVENUE (in crores)
20
15
10
5
0
2008 2010 2012 2014 2016 2018
Year Revenue earned (INR in crore1) Number of Employees

2008 12 10
2010 16 18
2012 22 27
2014 31 39
2016 44 50
Source: Internal Company Documents
1
1 crore = 10 million
Exhibit 5: Consulting project process
An inquiry is
received
Interaction with client

for understanding
Dubey their requirements
Internal approvals
and proposal
development
Presentation/Submission
to client
Acceptance of
Rejection
the proposal
Project Execution
Interface with Independent

Consultants and Industry Experts
Nair
Coordination Planning Delivery
Interface
External with the Internal
Vendors consultant Departments
and Support and the and Team
Services client
Source: Internal Company Documents

Exhibit 6: Shekhar’s email to Mohit
FROM: “SHEKHAR SINHA” <[email protected]>

TO: “MOHIT DUBEY” <[email protected]>
CC: “GOPALKRISHNAN A” <[email protected]>, “MEERA NAIR” <cmngr-
[email protected]>
SENT: MONDAY, FEBRUARY 20, 2017 11:40 PM
SUBJECT: INFINITY FEEDBACK
___________________________________________________________________________
Dear Mohit:
Congratulations on the excellent feedback by Infinity people. It is a pleasure and privilege working with
you! The talent and skills that you bring to the table are remarkable and fantastic. I would like to have
similar qualities in our people at PhoenixWay. You are a great example for them. I appreciate your
efforts for this project and your valuable contribution in making it a success. I wish others are inspired
by you and emulate your traits. You are the face of PhoenixWay for the clients and I am extremely
proud of it. You have set a great performance benchmark with your hard work, efficiency and dedication.
PhoenixWay needs more people like you to scale to heights that we aspire to reach.
I wish you great success! Keep up the good work.
Best regards,
Shekhar
------------------Forwarded message--------------------------------
FROM: “ABHISHEK MISHRA” <[email protected]>

DATE: SUNDAY, FEBRUARY19, 2017 10:10 AM
SUBJECT: INFINITY FEEDBACK
TO: “SHEKHAR SINHA” <[email protected]>
CC: “GOPALKRISHNAN IYER” <[email protected]>, “MEERA NAIR” <cmngr-
[email protected]>
___________________________________________________________________________
Dear Sir:
Please find attached the collated feedback report for the Infinity project. The client has appreciated the
content of our programme as well as its delivery.
Regards,
Abhishek
---
Abhishek Mishra
Project Execution In-charge
Operations Team, PhoenixWay
Ext.: 1819
This document is authorized for use only in IILM University's PG; OB course by Dr. Sujata Shahi from Jul 1, 2023 to Sep 30, 2023.
Indian Institute of Management Ahmedabad IIMA/OB0233

Revised December 06, 2021
Mohan Dixit
Mohan Dixit, Head, Sales and Marketing, India operations of EuroMotoCorpPvt. Ltd., an
automobile multinational headquartered at Munich, awoke with a restless state of mind. ‘Oh
God! It is already 6:00am. I am late again!’ he exclaimed. It was going to be a long day for
Dixit. He had to deliver a key presentation in the afternoon that will be followed by office
meetings and an evening get-together. He also had to catch a flight at 10:30 pm in the evening
for attending a week-long executive education program at IIM Ahmedabad. He had set the
alarm on his mobile phone for 5:00 am, but had overslept. He was anxious.
Mohan’s background
Dixit, 42 years old, was born and brought up in Lucknow. He graduated from Birla Institute
of Technology and Science, Pilani, Rajasthan with specialisation in Mechanical Engineering.
After completing his degree, he moved to Bangalore and started his career as a management
trainee at General Motors. Dixit excelled at his engineering job and was given an out-of-turn
promotion within the first two years of his joining the firm.
Dixit enrolled for various management courses during the weekends with Indian Institute of
Management Lucknow, Noida Campus. After working at General Motors for about 5 years,
he received an offer from EuroMotoCorpPvt. Ltd., an automobile giant headquartered at
Munich, Germany. EuroMotoCorp specialised in designing and manufacturing gearless two-
wheelers and cars. Dixit’s internship experience at Munich during his engineering days and
management knowledge gave him an upper edge for the Senior Marketing Manager position
at EuroMotoCorp. Around the same time, he got married and settled in Noida. During his
career span of about 11 years at EuroMotoCorp, he made a steady progress and climbed the
corporate ladder becoming the Regional Marketing Head, Assistant Vice-President
Marketing, Vice President Marketing and now the Head, Sales and Marketing, India
operations of EuroMotoCorp.
As the Head of Sales and Marketing, Dixit was responsible for devising the marketing strategy
to achieve the sales target set in consultation with the Munich headquarters after considering
the market scenario, production planning and revenue generation. He was also responsible
for designing the overall marketing approach for India by effectively conveying the right
message about customer value and the organisation’s brand image.
Dixit had an eleven-year-old daughter (named Priya) who was studying in fifth grade. He
was not able to spend enough time with his wife Maya and daughter Priya. Hectic days at
office (that included meetings with suppliers, distributors, and heads of engineering and
production departments) and frequent travelling kept him away from his family quite
regularly. His daughter attended coaching for tennis in evening (6:30 to 7:30 pm) at Noida
Prepared by Professor Vishal Gupta and Priyanka Premapuri, Program Associate, Indian Institute of
Management, Ahmedabad.
Cases of the Indian Institute of Management, Ahmedabad are prepared as a basis for classroom
discussion. They are not designed to present illustrations of either correct or incorrect handling of
administrative problems.
The case, though based on real events, is fictionalized, and any resemblance to actual persons and
entities is coincidental.
© 2018 by the Indian Institute of Management, Ahmedabad.
2 of 7 IIMA/OB0233
sports complex. Although he never expressed, Dixit wanted to accompany her for the tennis
session and practise with her but he knew he would rarely get a chance for that.
Outside work, Dixit was passionate about automobiles, sports and found gardening to be
therapeutic. He loved to swim and play cricket. He often liked to be described as a connoisseur
of cars and his friends often sought his advice before purchasing a car. He loved to spend time
(whenever he got some out of his busy daily schedule) at the shop floor, interacting with
design engineers and discussing the latest trends in car manufacturing.
His evenings were busy with responding to emails and attending the e-meetings with his
bosses at Munich. He wanted to play and workout regularly to shed the excess weight that he
had gained of late but his hectic and sporadic work schedule did not let him follow a routine.
Saturday Morning
With his heart racing and lots of thoughts going on his mind, Dixit hurriedly got out of bed,
still feeling sleepy and restless. He had tossed and turned till about 2:00 am thinking about
his presentation. The annual sales and market report had been released. There was a decrease
in the market share by 4% from the previous year whereas the market had grown. The top
management at Munich was highly concerned about the figures for Indian market that had
been a cash cow for them. They decided to fly down immediately to have a detailed
discussion. ‘What an idiot I have been? Why did I involve my team in preparing the marketing
strategy?’ he thought to himself.
After taking a bath and dressing up quickly, he started working on his laptop. At 6:30 am, he
woke up Maya and Priya. He walked around the house in a tensed state of mind. He thought
aloud the critical points that he intended to present to the delegation. It seemed almost as if
he was repeatedly rehearsing his speech. ‘How will I get past this? What will the management
think of me?’ he thought in anxiety. His heart started beating faster as he went through the
graphs and the figures. He knew he had a major challenge in front of him to defend the
decrease in the market share and justify the marketing strategy proposed by his team.
It was 7:30 am. Maya prepared the breakfast. She called Dixit to the dining table. Dixit asked
her to serve the breakfast on his study table itself. They had the following conversation during
breakfast:
Maya: Can you please drop Priya today to her school? The school van driver just called up to
say that the van has broken down.
Dixit: No, I cannot go today. I am leaving for office at 8:00. (started gulping down the
breakfast)
Maya: But today is Saturday. Can’t you drop her and then go to your office? It will not take
much time.
Dixit: It is absolutely not possible for me today.
Maya: (surprised with the speed at which Dixit was eating) How is the breakfast? Hope you
liked it.
Dixit: (engrossed on his laptop screen) Yes, it is good.

3 of 7 IIMA/OB0233
Maya: (observing him) Do you even realise what is in the breakfast that you are eating?
Dixit: (does not respond, just nods) Hmm… Yes!
Maya: You never pay attention to what I am talking.
Dixit: (gets angry) Why do you always complain?
Maya left the room. Dixit felt guilty. He did not have time to sit and share with Maya about
the presentation to the management. He felt stressed for time.
Dixit got into his car and started for office. His office was in Greater Noida, about 30
kilometers away from home. If one starts early, he may reach in about 30-40 minutes. Often
on days like these, he wondered why the company did not provide a driver? On such days,
he would feel frustrated that he had to spend time in his car driving before he could reach
office.
As he entered his office, he found that the file he had requested his subordinate, Suresh Basu,
was not kept on the table. On the previous day, he had asked Suresh to prepare the
comparative analysis report of all the competitors and their marketing strategy on a priority
basis. The presentation was scheduled at 2:00 pm and it was already 8:45am. Before that, he
also had to attend the lunch that was organised with the delegation and all the other Heads
of the departments and few other functional managers.
He could not hold back his patience any more. He called Suresh to his office and the following
conversation ensued between them:
Suresh: Good Morning Mr. Dixit.
Dixit: Good Morning, Suresh. I have not received the report yet!
Suresh: I am still working on it. I wanted to talk to you about the same.
Dixit: Please don’t give me excuses. The presentation is at 2:00 pm and I need the report before
that. I had briefed you yesterday that I need it on priority basis.
Suresh: I did not have the data required for the report. I had to get it from multiple
departments. They are all busy with the ongoing audit process. I received the comprehensive
data late last night. I was in office till 10:00 pm. There was some confusion regarding the exact
analysis parameters that you wanted to be included.
Dixit: You should have called me.
Suresh: It was already 10:00 pm. That is what I wanted to talk to you today morning.
Dixit: Please send me whatever you have done right now!
Suresh: OK, as you say! I am forwarding the files to you immediately.
Suresh left the office abruptly. Dixit heard the door shut with a loud noise. ‘Lack of discipline
and sincerity of subordinates really frustrates me’, he told himself.
Presentation and Get-together

4 of 7 IIMA/OB0233
During the presentation, Dixit tried his best to be calm and positive. The delegation listened
patiently to him. They asked some tough questions but at the same time they were
appreciative of his efforts and the innovative ideas that he had offered. They asked for all the
data and reports for the next round of discussions and decision once Dixit was back from
Ahmedabad. Dixit had a sigh of relief.
However, the day was not over for him yet. He had three meetings and a get-together to attend
in the next two-and-half hours. ‘Meetings are a waste of time’, he often thought. It was mostly
about taking updates and listening to endless discussions over tea and samosas. He could not
avoid the meetings either as he did not want to be seen as an arrogant executive who avoided
the meetings. He used to attend all the meetings considering it as an inevitable part of his role
in the organisation.
The delegation was meeting the executives over a small get-together in the evening.
EuroMotoCorp had recently won a special award for the best design in the gearless two-
wheeler category at the Annual Automobile Awards. Vedant Gupta, Head R&D was
congratulated and appreciated by the delegation and all others around. Vedant seemed quite
happy. ‘My weekend has started on a very good note. I had an energising gym session in the
morning and would be going for a movie with my wife in the evening’ said Vedant. The
company had sponsored a lunch for Vedant and his team at the Country Club. Dixit too
congratulated Vedant but was silent throughout. At times like these, he wondered whether
he would have been better off staying in engineering.
Dixit returned to his office post the get-together. His pace was slow and his mood was quite
serious. He checked his diary for the list of pending matters that he needed to resolve before
he was out of office for one week for the training program at IIMA. Thinking about the
program, he was reminded about the pre-program assignment that had to be submitted before
the commencement of the program. A one-page description about him as a person and as a
manager had to be written confidentially by a colleague who worked closely with him and
knew him well. He hurriedly sent an email to his Executive Assistant Archana Sharma
requesting her to do the needful. Archana’s response is given in Exhibit 1.
He received an SMS alert from the airline for his flight at 10:30 pm. He was suddenly reminded
that he still had to complete the web check-in process. He logged in and looked for a
comfortable seat. ‘Oh God! Why do I forget these simple things? Now I will have to sit in the
middle seat’. He cursed himself for completely forgetting about the check-in. He had to settle
for a middle seat in the second last row. He had stopped asking the travel desk of the company
to take care of his web check-in after they had wrongly put his meal and seat preferences
thrice.
As he was about to log off, he received an email notification on his desktop marked as
important. It was a company-wide announcement from the CHRO at Munich Headquarter.
The company had appointed Dixit as the Chairperson of the Grievance Handling Committee.
The company had this process of appointing one of the senior management employees every
three years as Chairperson of the various Committees established for employee welfare. Dixit
felt helpless reading the mail. ‘Yet another committee and I cannot say No’, he said to himself.
Not only was it a kind of moral obligation that he had to fulfil towards the organisation but
he also felt it as a compulsion for gaining credits during performance appraisal cycle for
promotion. However, it also meant more responsibilities, more meetings and more events to
attend.
5 of 7 IIMA/OB0233
Travelling to Ahmedabad
The cab to the airport was booked for 8:30 pm. Dixit had just about two hours before the cab
arrived. He wished to spend some relaxed time with his wife and daughter over a cup of tea
before he left. He still had some shopping to do, reach home, pack his bags before it was time
to leave. Dixit wanted to shop for some linen business casuals for the program considering
the hot weather of Ahmedabad. He had procrastinated the shopping for some time as he had
resolved to lose some weight and wear clothes one size smaller. He had failed miserably to
achieve this target. On the contrary, he had put on a couple of kilos more. By the time he
reached home, his wife and daughter had already left for the tennis practice. Dixit had
completely lost track of their schedule.
Dixit’s cab arrived at 8:20 pm. The driver kept calling Dixit continuously and this irritated
him. The driver asked Dixit to place his luggage by himself in the rear space. Dixit ignored
driver’s behaviour but he stopped for a moment. He saw that the car was a hatchback instead
of the sedan that was booked. As he got into the car, the following conversation took place
between him and the driver.
Dixit: I had booked UberX.
Driver: How would I know; you should ask Uber!
Dixit: Leave it; please take the Delhi-Noida-Delhi Flyway.
Driver: You will have to pay the toll.
Dixit: Why should I pay the toll?
Driver: Then let me take from wherever I like.
Dixit: There would be lot of weekend traffic at this time.
Driver: So, what?
Dixit: How can you talk to your customer like this?
Driver: I am not saying anything, you are interfering.
Dixit: I have a flight to catch and I need to reach on time.
Driver: What have I got to do with your flight?
Dixit: I will lodge a complaint against you.
Driver: Do it, I will also complain about your behaviour.
Dixit was even more frustrated. His face turned red. Feeling helpless, he clinched his phone
from the pocket and began deleting the unwanted images and messages. He was restless
looking at the traffic. He was not sure whether he would be able to make it on time. Although
the driving was rash, Dixit did not say anything for a change. He just wanted to get out of the
cab as soon as possible.
6 of 7 IIMA/OB0233
He reached the airport just an hour before the expected time of departure. He had exactly 15
minutes to enter the airport, clear the security check and reach the gate before it closed 45
minutes prior to departure. Just when Dixit entered the airport, he got to hear the
announcement that the flight had been delayed by an hour. He almost shouted at the airline
staff at the check-in counter. ‘What nonsense, you should have at least bothered to intimate
your passengers about the delay’, he said. ‘Sir, we understand but we are helpless. There is a
lot of traffic congestion. We are sorry Sir for the inconvenience caused’, the staff tried to calm
him down.
Dixit took a seat and started drafting emails to Uber and Jet Airways impulsively. The alarm
notification in his mobile reminded him to go through the reading material provided for the
program. ‘Stress and Our Inner Game’ read the title of the first article. ‘Focus on the present
moment and silent the thoughts in your mind’, conveyed the article. ‘My mind is heavy. I
surely cannot stop these thoughts’, murmured Dixit feeling lonely, depressed and sick.
Exhibit 1: Archana Sharma’s report

7 of 7 IIMA/OB0233
PERSONAL AND CONFIDENTIAL
To: Program Coordinator, Executive Education, IIM Ahmedabad
From: Archana Sharma, Executive Assistant to Mohan Dixit
Subject: Feedback report of Mohan Dixit
Mr. Mohan Dixit is an intense and earnest manager. He is very intelligent, dedicated and hard working.
He is highly focused on his work. His office is very organised but his mailbox is cluttered. There are so
many unread emails in his inbox.
He is an affectionate person who likes talking to people. He reaches office early in the morning and
keeps the office door open for some time. He has got more responsibilities than he can actually handle.
He is not able to say ‘no’ and that has made him pressed for time. He does not delegate which seems
justified because nobody is as good as him and no one can match his standards. He is accessible but
has no time to for all. He is the kind of person with whom you can share your experiences and problems
but of late, he has become so occupied and busy that he has no time to talk. He keeps getting many
phone calls during the day. He tries his best to keep calm but many times I have observed that he gets
irritated and upset very soon.
Even while discussing something with me or giving me instructions, he keeps checking his mobile
phone. Sometimes he starts working on something else even before I can finish my agenda and leave
his office. He assigns work abruptly and never tells clearly the timeline for completion or the purpose.
His subordinates seem to be fed up of this behaviour. It creates unnecessary stress for him as well as
for his team members. There are times when he does not remember the details of an important matter.
I feel quite surprised when he appears absent-minded and forgetful. I think it is difficult for him to
remember everything since he has too much on his plate.
In the past, I have seen him get engrossed in his little square corner cubicle that he has reserved for
himself on the manufacturing shop floor. He would keep working while standing in the cubicle for five
hours being completely unaware of his surroundings and surviving on just a small cup of coffee. Now-
a-days, that has become a rare occasion for him. I think he misses spending time in his cubicle doing
what he really loves and is passionate about.
I see him as a warm, understanding and helpful person but his work schedule does not allow him to
spend time on anything except work related matters. I always asked for his advice whenever I used to
get stuck on something, but no longer. He is involved in too many committees within the organisation.
My interaction with him starts and ends with the customary greeting as he is always in hurry to move to
the next task on hand.
He binges on snacks served during meetings and drinks 8 to 10 cups of coffee a day. Sometimes it
seems that he is compelled to do certain things which he would not have done had they been in his
control. He easily shares his mobile number with random people. I had tried to warn him to avoid doing
that. I have heard him getting angry at his wife while talking to her on phone. His work has entered his
personal life and he feels that he has issues at home because of him being so busy.

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ORGANIZATIONAL BEHAVIOUR

Submitted to: Dr.Megha Kochhar

Course: M.A Psychology{2023-2025}

• Attitude,Value and Beliefs

• Emotions and Mood

• Group Dynamics and Team Building

An organization is a group of people working together in a formally

• Formally organised people/structure.

• Co-ordination among people

• Purposefully created to achieve a common goal.

It is how a person behaves.It is an observable and measurable activity

Hence based on the defination we can say that:

• It studies individuals,groups and structures

• It applies the knowledge to improve organizational

Therefore Organization Behaviour is concerned with two aspects:

i. How people behave in an organization?

ii. How their behaviour does affect their performance?

KEY ELEMENTS OF OB:

-To attain the insight into your

-It is a subjective sense of the self and a complex mixture of

IMPORTANCE OF UNDERSTANDING SELF:

-Self-Understanding has been recognized as a key competency for

-It influences an individual's ability to make key decisions about

-Understanding the self equips individuals with making more

IT HAS GOT TWO IMPORTANT ENTITIES

-SELF-CONCEPT:Pictures or perception of ourselves.

-SELF-ESTEEM:Feelings we have about ourselves.

Through Which We Give And Recieve Information About Yourself

OPEN AREA:Information in this pane about the behaviour ,feelings

is known to that person himself as well as other members of group.

BLIND SPOT:Information of your personality is known to others,but

that information is not known to you.

HIDDEN AREA:Hidden Area is the information that you hide from

An attitude is a negative or positive evaluationn of an object

a)Attitude may be fluctuating.

b)Attitudes are intangible psychological phenomenon.

c)Attitudes help in adjusting to a new environment.

d)Knowledge can be substituted by the attitudes.

FACTORSB AFFECTING ATTITUDE

• Observation over a period

• POSITIVE ATTITUDE[Sees best in worst and is confident

• NEGATIVE ATTITUDE[Critical of others,tired and will bring the

• NEUTRAL ATTITUDE[Do not react and do not take a stand]

• SICKLE ATTITUDE[Such a person has a caliber of destroying any

Personality is a pattern of stable states and characterstics of a person that

• Family and Social background.

• Helps in adjusting the individual with the environment.

BIG FIVE PERSONALITY TRAITS:

Prefers routine 'practical vs.imaginative, spontaneous.

Impulsive , disorganised vs. disciplined ,careful.

Suspicious, uncooperative vs.trusting, helpful.

Calm , confident vs.anxious , pessimistic.

This theory is given by Sigmund Freud .These three components of

the mind shapes human behaviour.

of biological or instinctive needs is known as id.It mainly thrives on

is linked to the reality principle.It balances the needs of the ID and

SUPER-EGO:The Super-ego is associated with the socialor moral

norms than an individual instils as s/he gets older.It serves as an

Emotional Intelligence refers to the capacity for recongnizing