Tag: PH Singh

Due to our own specific physical constructions, developed through the combinations of about 69 natural elements in varied proportions, the genesis of five broader approaches reconcile with the five natural orientations we are living with.

Honest communication touches the heart directly.

I have seen many organisations bleeding profusely, due to mistrust, non-cooperation and lack of mutual understanding and strengthening. This is basically because of egocentrism and immaturity.

In industrial relations, the management must own the responsibility first, followed by the union leader then the worker, and the government at last.

The personal ego state of the stakeholder individuals can make or mar the desired industrial relations.

A majority of the IR managers and trade union leaders are not aware of the legal, behavioural, business and conceptual aspects of unionisation—labour, productivity, benefits, IR, leadership, role modelling, discipline and business management which is why they have a short time perspective to resolve an issue.

Most of the employers and executives have habitually developed apathy towards unions, trade union leaders and unionisation.

Politics coupled with inflated ego is a deadly combination in any situation and it's rampant in industrial relations. 

Any right can only be demanded in return for duty, and that has to be understood by the employees as well as the management.

Due to this lack of awareness and thoughtfulness, trade unions waste their energy in fighting a wrong battle against the well aware battery of staff, consultants and lawyers of employers.

Just play along with cause & effect, gravity, flow thermodynamics, electromagnetism and time. You will not only feel motivated, but appear motivated. 

Erikson’s theory of child development can be applied to Industrial Relations.

IR is simply the science and art of togetherness. Learn about the appropriate length, width, depth and time for industrial relations.

It is important to build a charming professional culture in an organisation. Professionalism is nothing but swimming in tandem with the natural rhythm of ‘cause and effect’.

Many IR managers feel that these manipulations are necessary to manage people in varied situations, with varying needs, egos and greed. But it is absurd to believe that such manipulations and negativity can yield positive results.

The prime vested interest of company executives is to rule at will – egocentrism. However, the vested interest of the union leaders is to satisfy their social and self-esteem needs. These are the raw motives, to overcome which and to develop behavioural compatibility between both the agencies, two measures need to be established—a defined transactional system, and constant interpersonal communication. 

Hypocrisy is what is observed these days, in the name of decency and tolerance, and the key source of most IR trouble.

Intolerance grows to the level of incapacity in dealing with the four dimensions of universal phenomenon—need, greed, support and ignorance.

Each individual works to satisfy his own need, greed and ego. Each person plays a role in the company’s fitness and has to be paid for his contribution to the same, proportionately. 

When Darwin explored ‘survival of fittest’, the ‘emotional intelligence’ was not a developed subject in the new-world. Now, we are very successfully dodging the growth fitness with our hypocrisy.

IR managers need to align workers and their leaders to productive co-existence at all the levels of Maslow’s hierarchy of needs.

Industry laws are meant to make us behave right in a social and natural context, but the trouble begins when someone starts behaving in an unsynchronised way.

No sermon tells us to define a list of values for others. We should practice what we preach and leave it to those interested to follow.