Beyond
Management: Some Conceptual Contributions of Prof. Udai Pareek to the Modern
World
(Udai Pareek Memorial Lecture for the Jaipur HRD Network Foundation,
Jaipur delivered on 23d March, 2011 by Prof. T. V. Rao)
I like to thank all of
you the organisers of this event for asking me to give this Udai Pareek
Memorial lecture. I think it is very
appropriate that Scholars and Great Guru’s like Dr Pareek are remembered in
different ways than a mere memorial lecture. And I hope this becomes the beginning
of a series of activities to initiated to chose and benefit from the
experiences and writings of Dr. Udai Pareek. Great Gurus like Dr. Pareek have spent their
entire life time professing and doing certain things, and living in certain
ways that spread desirable values for the good of the present and future
societies. Dr. Pareek had done this for over 85 years and we are all fortunate
to have had his presence and wisdom in this period from 1925 to 2010 and wish
it was much longer.
I have chosen perhaps
somewhat unusual way of giving this first memorial lecture. I have taken a
theme close to Dr Pareek’s heart taken from one of the titles of his book and
extracted his thoughts that are relevant to the future of organizations
(public, private, governmental, non-governmental), our country, other
countries, our society and the humanity at large. In my view what Dr. Pareek
gave us through his books and writings, as well as his thoughts, and actions is
of relevance and significance to the future generations of all - not only
various organizations in this country but entire humanity at large. I have
taken for this lecture five important concepts and conceptualisations he gave
us through his writings and actions: Extension Motivation, Role efficacy, Super-ordinate
Goals, Institution Building and Human resources Development.
For most of you who do not know Dr. Pareek, he
did his B.A. from St. John's
College, Agra (Agra University), 1944, .B.T. Teachers' Training College, Ajmer
(Agra University), 1945; M.A. (Psychology), Calcutta University, 1950; .M.A.
(Philosophy), Agra University, 1952 and .Ph.D. (Psychology), University of
Delhi, 1956. He also did his diploma certificate in research methods from Italy.
As his biography would indicate Dr. Pareek is widely travelled and experienced
living in most countries representing the modern world ranging from the USA to
Europe to Asian and South Asian countries like Thailand, Indonesia, Singapore and Malaysia.
His students are spread into the other continents like the Australian
continent and Africa. He had very close friends in all parts of the world and
he admired all cultures and people from different countries.
I met Dr Pareek in 1968 for the first time at the Administrative
Staff College of India after he returned to India from the USA and joined the
NIHAE at New Delhi. I was in correspondence with him as a student of Osmania
University and tried unsuccessfully to get a fellowship to work with him in the
USA. I was already in employment at the Andhra University Waltair and started
the department of Psychology and Parapsychology with Prof. K. RamakrishanRao.
The year 1968 is about half way in Dr. Pareek’s professional
life and it is the beginning of my career. I am fortunate to have since then
been associated with Dr Pareek for almost 42 years which constitutes my entire
professional work- life. In these 42 years we have co-authored or co-edited 15
books and also edited two journals (Indian Behavioural Sciences Abstracts and
Indian Psychological Abstracts).
I would like to take up for this lecture one of the themes
that is dearer to Dr Pareek and his original contribution. There are many
contributions Dr. Pareek has made. The most important of them in my view are
his concepts of extension motivation
and Role efficacy and his conceptualisation
of decision making and Institution
Building in Educational Institutions. Also are his related concepts of dependency motivation and other
motives. His conceptualisation of the principles
underlying HRD is more relevant even today and is certainly ahead of
our times. I will deal with them one by one and draw implications for future
emulation, action, research and dissemination.
Extension Motivation
and Extension Values:
Dr Pareek has given us a few wonderful concepts from his
writings. These concepts are: Extension Motivation, Role Efficacy, Institution
Building, Super ordinate Goals and societal change. Of all these Extension
Motivation and Role efficacy are his two original contributions.
As early as in mid sixties Dr Pareek proposed the concept of
Extension Motivation in his seminal articles on the new paradigm for
development published in the Journal of social issues and International social
science Journal (Pareek, 1968).
To summarise, the concept extension motivation simply
means a need or a desire to extend oneself or the ego to others and relate to
larger group and its goals. It means a motivation for helping others, working
for larger gaols that benefit a larger groups or society. It also means an
ability to sacrifice one’s own comforts and desires for the sake of others. It
is this powerful motivation that has lead to many great people to make sacrifices
for the good of the larger community. All great preachers and saints have lead
a simple life and taught people to lead simple life. When Mahatma Gandhi ahs
said that there is enough on earth to meet the needs of all and not to meet the
greed of a few, he is hinting at the need to help the needy and also saying
that greedy can never be satisfied. Dr Pareek
proposed that it is extension motivation that causes any given society to
develop. “A super-ordinate goal probably arouses this motive. Such goals may
therefore be important not only in developing harmony but also in sustained
motivation of people in development.” (p 120 Effective Organizations, Pareek
2002)
All organisations in the corporate or voluntary sectors are
concerned about
motivating their personnel to work for organizational or social goals, which go beyond
an individual’s own perceived interests, and to promote collaboration, and commitment
to super-ordinate goals. Extension Motivation addresses itself to this. Extension
Motivation is also reflected in co-operation with others for achievement of a common
goal, faith and trust in members of a group, and involvement in goals, which concern
not only oneself, but also large groups, community or society. Various dimensions
of extension motivation may be: helping, collaborating, empathy, risking one’s
comfort or safety for others, sacrifice, patriotism, hospitality, etc. Experiencing,
reflecting, hypothesizing, conceptualizing and experimenting are the chief
ingredients
of
the process of learning in a laboratory setting. The EM Lab will utilize
experience-based learning as the main training method. Dr Pareek designed and
conducted a few laboratories using this concept.
I have chosen this as I consider this as very appropriate in
today’s circumstances when both India at macro level and at micro level and the
world at large is witnessing certain vents that threaten the mankind. These events
include scams that shaken the very basic fabric of a country, unethical and
irresponsible dealings of some of the corporate sector leaders sacrificing
basic values and long term interests of the company or the country for
immediate financial gains resulting in confusion in the minds of people and
loss of faith on professionals and professionalism. In my view the reason
behind the scams and unethical activities like insider trading, fudging
of accounts etc take place essentially because of greed and selfishness. This greed and selfishness is obviously
on the increase. In my view Extension Motivation and Extension Values are
antidotes to such diseases. They work both as antidotes to contain and even
prevent selfishness and unethical exploitation of others for short term gains
of a few.
If I analyse the people behind the scams, insider trading,,
fudging of accounts and chatting of the people or public this ahs largely come
from those who were born in early independent India – in 1940s and 1950s and
perhaps a few born is sixties. I believe those born around that time were born
in an independent and yet insecure India. They had high aspirations and a few
of them perhaps did not have the patience to put in their hard work and started
resorting to short cuts. They were perhaps born in a “subsidy” country,
a country of reservations and a country where the government is supposed to “give”
than “take”. Their ambitions resulted in greed and out of greed they indulge in
unethical activities. Such greed is not the property of some but unfortunately
many. If this greed characterised the youngest and upcoming generation then the
country has no great future. To prevent this from spreading w e need a strong
medicine. Extension Motivation is not a strong medicine to cure but a great
medicine to prevent. We need to inculcate the same from childhood, through
schools colleges and corporate training programs.
Dr. Pareek has written his book “Beyond Management” in 1981.
He revised it in 1984 and again in 2002 and re-titled as “Effective Organizations”.
The first volume he dedicated to Ravi J Matthai, the second to T V Rao and the
third to Dedicated to Rolf and Ronnie Lynton a unique couple engaged in
institution building across cultures. It is not unusual for Dr Pareek to
dedicate his books to hiss students. Dr Mahindra Sighvi and Dr Narendra Dixit
are the two of his disciples to whom he dedicated one of his books. This is
something to emulate and speaks of the person.
In what forms does Extension Motivation figure out in Dr
Pareek’s writings?
Two articles of Dr. Udai Pareek “A Motivational Paradigm of
Development” published in Journal of Social Issues 1968, 24(2), 115-122and also
in Indian Educational Review, 1967, 105-111 and the second one on “Motivational
Patterns and Planned Social Change” published in International Social Science
Journal, 1968, 20(3), 464-473. Both appeared in the book on Effective
organizations.
In his article on
Motivational paradigm for development Dr Pareek gives simple formula that
Development =
(Achievement Motivation X Extension Motivation) - Dependence Motivation
If you want socio
economic development to take place increase achievement motivation and
extension motivation and decrease dependence motivation.
Motivation occupies an important position in the dynamic
process of social change. The paradigm
Dr Pareek suggested is:
“Motivation causes human Behaviour, and to that extent “causes” changes
in a community, like increased entrepreneurial activity or adoption of new
methods. “But I don’t view it as a primary cause of change in human society.
Motivation is a strong and important link in the dynamic causal cycle of human
evolution” (p 117).
“According to this paradigm, a specific societal system generates a
specific pattern of motivation and system of values which strengthen it,
sustain it and ensure its continuity. Behaviour of people in the society is
caused by dominate motivation in that society which in turn has been generated
by the social system. This is perhaps a mutually confirming or reinforcing
cycle”.
Extension motivation is defined as the need to extend the
self or the ego and relate to larger groups and its goals. A super-ordinate
goal probably rouses this motive. Such goals may therefore be important not
only in developing harmony, bust also sustaining motivation of people in
development.
Poverty: Using this paradigm Udai Pareek explained
poverty as a consequence of low achievement motivation, low extensional and
high dependence motivations. He explained further to say that low achievement
results in disproportionate risk taking, interest in chance and not control,
lack of interest in feedback, high interest in friends and not experts, and low
activity and initiative. Similarly low extension results in lack of regard for
others, lack of trust and faith in others resulting selfishness or self centeredness,
and lack of cooperation. High need for dependency results in avoidance, fear of
failure, seeking favour from supporters, and aggressively rejecting authority.
Lessons from Dr. Pareek’s extension
Motivation for Future of nation Building and Institution Building:
·
We must
create an extension culture in India where people value sacrificing their own
conveniences for the sake of others and the larger goals.
·
They are
willing to sacrifice short term gains for long term good. They become
considerate about future generations and leave the planet for their safety and
healthy living of future generations.
·
We make
policies that are driven by extension motivation and future.
·
Extension
values and related family of values should be promoted and taught in schools,
colleges, families everywhere.
·
Extension
motivation and value based films are made stories are written and stories are
generated. There are already some efforts made by some of the Industry groups
that promote the work done by social reformers and others.
·
Corporate
sector values extension and taxation and other governance systems are made
extension friendly.
·
Awards
are given to those who help others.
·
Extension
motivational and extension value becomes a core value of the country and the
education system.
·
Recruitment
to teaching, health and other social service professions is based on extension
value.
·
Scholarships
are instituted for that exhibiting extension motivation.
Institution Building
In his book beyond management Dr Pareek postulated while
tracing the history of management and differentiating it from Institution
building the following: Administration was replaced by Management. Management should
be replaced by Institution building. Administration has been concerned with
successful maintenance of an organizing, and its running according to laid down
rules and regulations.
Management brought in changed emphasis and Management is
primarily concerned with efficiency, i.e. accomplishing tasks with minimum resources.
In recent years in addition to concern for efficiency an organizing is
concerned with two other aspects: its continued growth and development (self
renewal) and its larger impact on a segment of the society or the entire
society. For public systems the importance of both these aspects is too
obvious. The first edition of the book ad 13 chapters, the second 36 and the
last edition expanded to have 43. The intention of the book is to help
transform organizations into institutions.
Management is concerned with getting results, stability, quality, effectiveness,
strategy, achievement motivation, present and competence. Institution building
focuses on vision, future, trend setting, networking, culture building,
mentoring, extension driven and empowering.
Dr. Pareek differentiated Institutions from Organizations.
For him “Institutions are distinguished by their mission, values and impact on
society”.
Institutions should
be agents of change in the society and the community. Knowledge utilisation is
a focal point of Institution impact on the community.
Institutions have
self renewal process.
One main contribution of an institution is to generate new
values in the society or into he filed of its operation. The nine criteria
suggested by Dr Pareek for Institution Building are:
1.
Attention to process
2.
Significance of goal or uniqueness of the filed-
urgent social needs
3.
Innovative nature
4.
Autonomy
5.
Generating new values
6.
Impact
7.
Multiplication of know how
8.
Linkages
9.
Development of people
Udai’s proposed a new
value framework is:
1.
From elitism to populism
2.
From Percolation to growth
3.
Centralism to decentralisation
4.
Isolated professionalism to dialogue
Udai identified the
following frameworks for decision making:
1.
Feudal framework which is based on ownership by
a few and dependency is the main motivation.
2.
Bureaucratic c framework is based rules,
procedures, control and the like and man motivations are control and affiliation
and relationships are political and clique formation.
3.
Managerial framework is focused on efficiency
and relationships re task driven and motivations re achievement and w Power
driven.
4.
Institution building framework where health and organization’s
growth are primary concerns collaboration, extensions and creativity are the
motivations patterns.
Lessons for Future:
Heads of educational Institutions, vice
Chancellors, MDs, CEOs, Ministers and all those heading Government and
Non-Governmental agencies should understand these principles of Institution building.
First they should respect and imbibe this Institution
building role as a part of their role.
Their appointments, socialisation,
performance reviews, incentives and continuance in office should be subject to
a review of the extent to which they understand and follow the above
conceptualisation and values of Institution building should all be based on
this.
They should be super ordinate goal driven,
less dependency driven, and more achievement driven. Then only will we have
great Institutions built.
As recommended by Dr Pareek, Institution
builders and heads of Institutions should be assessed and trained on the following
roles and the extent to which they are discharging their roles:
1.
Identity creation role or the extent to which
they promote unique identity for their organizations and at the same time
ensuring societal contributions of the institution;
2.
Enabling role in which they develop a variety of
resources in the institution including human resources;
3.
Synergising role in which they ensure collective
contributions and collaborative culture make the organization integrate various
resources systems and achieve more than the sum of its parts;
4.
Balancing role where they balance conformity
with creativity and short term with long term goals and activities;
5.
Linkage building role where the CEOs create
linkages required with external agencies
and subsystems;
6.
Futuristic role where they develop the
capability to anticipate the future and future changes and prepare the
institution to meet these needs or creates its own future;
7.
Impact making role where the institution makes
both internal impact through its achievements and climate it creates as well as
the external impact in terms of influencing the policies in the field in which
it operates; and finally;
8.
Super-ordination creating role where the top
executive gives a sense of fulfilment to its members by deeply connecting what
they do to the larger good of the society.
Role Efficacy
Extending
the concept of Sense of Efficacy to the role Udai Pareek formulated a term
called “Role, efficacy” (Pareek, 1983). According to this formulation
individual with high degree of role efficacy carry with them different
perceptions and feeling of their role. Role efficacy is defined as the potential effectiveness of an
individual occupying a particular role
in an organization. It consists of making your role the way you like (role
making), feeing important and central in the organization through your role
(role centering) and linking various aspects of the role to make it stronger
(role linking). The various dimension of role efficacy include:
1. Self Role Integration: Where the role provides individual with greater
opportunity to use his/her special strengths.
Integration between Self and the Role leads to higher role efficacy
while distance between the Self and the Role leads to low role efficacy
2. Proactivity: Proactive Behavior (taking the initiative) contributes to
higher efficacy. While reactive behavior (merely responding to the expectations
of others) contributes less to efficacy. Lack of opportunity to take initiative
leads to low efficacy
3. Creativity: Opportunity for
creativity and innovation increases role efficacy while performing only routine
tasks becomes harmful for high role efficacy.
4. Confrontation: Confronting
problems and reaching a relevant solution contributes to higher role efficacy
while avoiding problems or shifting problems to others leads to low role
efficacy.
5. Centrality: A person’s perception
of the role as central to the organization contributes to high role efficacy while
a person’s perception of the role as peripheral is likely to lead to low role
efficacy.
6. Influence: The more
influence/power a person is able to exercise in the role, the higher the
efficacy.
7. Personal Growth: Person’s perception of the role as providing
opportunity to grow and develop leads to higher role efficacy while a
perception that the role does not provide the opportunity to develop
contributes to low role efficacy.
8. Inter-Role Linkage: Linking one’s role with others’ increases efficacy.
Joint efforts in identification of problems, problem solving etc, increases
role efficacy
9. Helping Relationship: Person’s perception that help is available when
needed, leads to higher role efficacy. while a perception that respondents are
hostile leads to low role efficacy
10. Super ordination : Opportunities to work for super ordinate goals have
the highest role efficacy while a perception that performance in a role is of
value to the organization, leads to higher efficacy
Factors contributing to role efficacy include: A participative Climate, Higher job
satisfaction, Climate promoting concern for excellence, use of expertise, and
concern for larger issues and an Innovation-fostering environment.
Consequences of high role efficacy are: Less role
stress, less anxiety and work related tension.
Persons with high role efficacy tend to rely on their
own strengths to solve problems, use more purposeful behavior, are active and
interactive with people and environment, persist in solving problems, show
growth orientation, show attitudinal commitment, are positive in their approach
and are satisfied with their jobs and role in the organization.
Of all
the things that make a manager successful is the self image the person carries
with him. The self image is like a shadow.
It is known in different terms and ways. The related concepts are self
respect, self confidence, ego, sense of efficacy, self concept, self worth,
sense of inner worth etc. People with high sense of values and super ordinate
goals with a feeling that they exist for others etc.
Lessons for action:
Corporations and
Institutions should relook at the role efficacy of their employees and ensure
that their role efficacy increases and they create right atmosphere in the
organization.
Human Resources Development
Udai Pareek identified
the following Principles Underlying HR Systems (conceptualised in 1975 jointly
with T V Rao)
1. Focus
on enabling capability: The
main focus of HRS should be to help the company increase what may be called its
“enabling” capabilities. These capabilities would include development of Human
Resources in the company, development of total organizational health,
improvement of the problem solving capability, developing diagnostic ability so
that the problems in the organization can be quickly, timely, and effectively
located and solutions attempted without dependence, and developing a healthy
open system so that maximum commitment of the employees can be obtained. HRS,
in this sense, becomes an important system underpinning various other functions
and strengthening them through its programme.
2. Integrating
the Development of people with Organisation Development: Any HRS
should aim at the development and multiplication of Human Resources. Every
human being has certain capacities and potential to do certain things. Human
beings are not very often aware of their own strengths. It requires another
human being to point out one’s own strengths. HRS should provide enough
opportunity for each individual to become aware of his potential and thus make
maximum possible contribution in his various organizational roles. It is
certainly not possible for any organization to provide scope for complete
exploration of individuals’ talents and potential. However, HRS should offer
maximum opportunity through appraisals, feedback, counselling and
experimentation in various roles. An organization like L&T offers enormous
such opportunities.
3. Maximising
Individual Autonomy and Growth through Increased Responsibility: Learning
experiences get maximized when individuals have opportunities to experiment and
also hold the responsibility for outcomes. Such learning experiences on the job
have a great value for the individual and the organization. Employees start
enjoying their jobs more and develop themselves better if their jobs offer them
some flexibility and autonomy to innovate. HRS should attempt to help employees
assume more responsibility through autonomy in decision making and
experimentation.
4. Decentralisation
through Delegation and Shared Responsibility: People who work
together or close to each other know each other better than those who do not
have such opportunities to be together. HRS should be based in such a context.
Identification and development of human resources becomes an integral part of
every manager’s job. The system can only maximize opportunities for managers to
take this responsibility. In fact, the central office can only perform
monitoring and service functions, and identification and development functions
should be shared by every employee/ officer in the organization. The units/
regions should increasingly take the initiative in these matters, with the
central office providing necessary monitoring, policy making, and system
development facilities.
5. Participative
Decision-making: Dealing with human beings is a sensitive area for
any organization to handle. No matter what innovations are made and what
opportunities are provided there are likely to be frustration. People tend to
feel frustrated when they are not consulted in matters in which they have enough
knowledge and information. Design matters in which they have enough knowledge
and information. Design of HRS or any of its sub-systems must give adequate
weightage to the ideas and existing resources of people. It should attempt
maximum participation or representation of people who are likely to be involved
in its implementation or are affected by it.
6. Balancing
adaptation to and changing organizational culture: HRS does not have
any standard form and has to be evolved for each organization according to its
nature, recruitment and its culture. While designing HRS, it is necessary to
take into consideration the nature and culture of organization for which it is
being designed and at the same time it should be designed to suit the prevalent
culture of the organization and the intended direction of change. The role of
HRS is not only to perpetuate such culture but to modify it for increased
effectiveness. There has always been a controversy between those who believe
that HRD or any parts of HRS like appraisal system should be designed to suit
the culture and those who believe that such systems should be able to change
the culture. Both extreme positions seem to be less functional. HRS should not
make the company stay where it is; it should take it forward. However, this can
be done only if its design does not severely conflict with the prevalent
culture, but at the same time has elements of change and evolution towards the
future.
7. Balancing
differentiation and integration: With increase in expertise in RHS,
the three distinct functions need clearer identity. These functions are:
personnel administration, organization development and training, and industrial
relations. Putting these three functions under one person may not do justice to
them since there is a distinct identity of these three functions. Time has come
that this differentiation is not only recognized but is built into the design
of HRS. However, integration of these three functions is also necessary because
they have inter-linkages and may require mutual support. This can be done, as
we state in another principle, at a fairly high level. Such integration along
with necessary differentiation would be necessary to make the function
effective.
8. Balancing
Specialization and Diffusion of the function: While HRS is a
specialized function and should be treated as such in the organization, its
special identity should not result in lack of involvement of line people in
various aspects of HRS. Since action is the sole responsibility of line people,
HRS should strengthen their role. This can be done by diffusing part of HRS
amongst the line people. For example, simple personnel administration like
sanctioning of leave, disciplinary action, dealing with conflict problems, etc.
should be handled by the line people themselves. If necessary, they may have
help from a personnel man. Without such diffusion, the personnel function may
only be used for escaping the responsibility of administering personnel
effectively. Certainly, specification of systematic practices would be necessary
but this has to be supplemented by the participation of line people in some of
the HRS activities.
9. Ensuring
Responsibility for the Function: Unfortunately, in most companies,
HRS does not have much credibility for several reasons. One main reason is that
this function is at a very low level in the organization. Unless the HRS is
introduced at a high level in the organization, its respectability will
continue to be a very low. Moreover, unless a very senior person is in-charge
of HRS, the insightful and creative leadership, which is required to make the
function effective, may not be provided. For this reason, it is necessary that
HRS be instituted at a very high level in the organization to increase both its
visibility as well as its usefulness.
10. Balancing
Linkages within and with other functions: HRS should be designed to
strengthen various functions which are important in the company. For example,
it should have linkages with the budgetary and other information control
systems. It should have linkages with long-range corporate planning, with
marketing finance and production and other functions of the company. Such
linkages are extremely important. On the other hand, linkages amongst the
various sub-systems of HRD are also necessary.
11. Building
Feedback and Reinforcing Mechanisms: The various sub-systems in HRS
should provide feedback to strengthen one another. Systematic feedback loops
should be designed for this purpose. For example, performance and potential
appraisal should provide necessary leads for training in OD and OD programmes
may provide necessary leads for work redesigning etc. A systematic plan of flow
of one subsystem to the other should be properly prepared. Appendix 3.1
provides such a plan indicating how the process of feedback and linkage become
a circular loop type.
12. Balancing
quantification and qualitative decisions: While quantification of
various aspects in HRS is necessary, everything cannot be completely
quantified. This applies as much to selection and recruitment as to performance
and potential appraisal. Attempts should be made to continuously improve and
quantify several variables and even to design computer storage of various kinds
of data. But the qualitative and insightful decisions will always be necessary
and desirable. For example, while promoting people, various quantitative data
available and computerization of data may be useful. These may be used as
necessary inputs, but some other factors which cannot be quantified will have
to be taken into account while taking the decisions. Such a balancing is
necessary.
13. Balancing
internal and external help: HRS would require development of
internal expertise and resources. However, the company should see the optimum
pay-off in terms of employing their internal or external resources. Some highly
rare expertise which may be available from external resources has to be used
only occasionally in the organization. Thus may not be developed internally in
the system. Such a balance is necessary. Similarly, the use of external
resources in terms of training should be used minimally, but cannot be
completely ruled out. A judicious planning for the use of both is necessary. A
company which is completely closed to external resources and is doing
everything internally may not be able to benefit from some of the latest
developments in the field. On the other hand, a company which is merely relying
on external help either in training or other aspects of HRS cannot develop
itself effectively without necessary internal resources.
14. Planning
evolution of the function: HRS cannot be established overnight in a
company. Some aspects can be introduced depending on the state and
sophistication of the company. Some other aspects would require longer
preparation before these are effectively introduced. Rushing the introduction
of all the aspects of HRS may only result in ritualism rather than effective
introduction of the system. Introduction of HRS, therefore, should be properly
phased, and there should be enough thinking about how these phases will be
completed and build one over the other.
15. Continuous
Review and Self renewal: The environment and the organizational
culture keep changing with time. However innovative a system may be, there is
always a danger of it becoming ritualistic and dysfunctional after sometime.
Therefore it is necessary to plan any system in such a way that it has
mechanisms of self renewal. HRS should provide in it mechanisms for continuous
review and change.
Lessons:
It is high time that
organizing of all forms conducts an HR Audit or Social audit of themselves, and
their programs and renews them. This may extent o political parties and
particularly youth wings of political parties and various government agencies
and nongovernmental development agencies and agents.
References:
Pareek, Udai. Effective Organizations: Beyond Management to
Institution Building1981, 1994, 2002, Oxford & IBH.
Pareek and Rao, T. V. Pioneering HRD in India: The L&T
System: Ahmedabad: Academy of HRD
Pareek, Udai: Making Organization Roles effective: New
Delhi: Tata McGraw-Hill, 1993 (original concept in 1980 published in Pfeiffer
and Jones)
Annexure: DR. UDAI PAREE K
(1925-2010)
1. Education
B.A.
St.John's College, Agra (Agra University), 1944
B.T.
Teachers' Training College, Ajmer (Agra University), 1945
M.A.
(Psychology), Calcutta University, 1950
M.A.
(Philosophy), Agra University, 1952
Ph.D.
(Psychology), University of Delhi, 1956.
2. Employment:
v
USAID
Organization Development Advisor, Ministry of Health, Republic of
Indonesia,
June 1987 to June 1988.
v
USAID
Management Training System Development Advisor, Ministry of Health,
April 1985
to May 1987.
v
Professor
of Organizational Behaviour, (L&T Chair) Indian Institutes of
Management,
Ahmedabad, May 1973 to January 1985. (With leave to work on
Assignments
outside India).
v
Director,
School of Basic Sciences and Humanities, and Chairman, Faculty of
Social
Sciences, University of Udaipur, September 1970 to June 1973.
v
Professor
and Head of the Department of Social Sciences, National Institute of
Health
Administration and Education, New Delhi, July, 1968 to August 1970.
v
Visiting
Associate Professor of Psychology (with joint appointment in Carolina
Population
Centre), University of North Carolina, Chapel Hill, N.C. USA.
September,
1966 to June, 1968.
v
Director,
Small Industry Extension Training Institute, Hyderabad February 1964
To August,
1966.
v
Education
Psychologist, Indian Agricultural Research Institute, New Delhi,
February
1963 to February 1964.
v
Psychologist,
National Institute of Basic Education, New Delhi, June 1956 to
January
1962.
v
Visiting
Lecture in Psychology, University of Delhi, July 1955 to June, 1957.
v
Lecturer
in Psychology, Teachers Training College, Bikaner, June, 1953 to June,
1954.
v
Teacher
of Psychology, S.T.C., Training School, Jaipur, July 1945 to July 1948;
January, 1951 to June
1952.
3. Consultation/Professional
Activities
An Organization
Designing and Development:
v
USAID
Organization Development Advisor, Ministry of Health of the Republic of
Indonesia,
July-September, 1986 (3 months); June, 1987 - June, 1988 (1 Year).
v
USAID
Training System Development Advisor, Ministry of Health, Govt. of
Indonesia,
1985-1987
v
Team
Development of Holding Companies of Egypt, Cario and Alexandria, January,
1965.
v
UNIDO
Organization Development Consultant to the Institute of Computer
Development
of Hungary, Budapest, June, 1977.
v
UNIDO
Consultant on Transfer of Training Technology, MIDF, Malaysia, April-
October,
1979; April-May, 1980.
v
Organization
Development consultant to Bank Pertanian, Malaysia, July - October,
1979.
v
USAID
Organization Development Advisor, Rural Development Program of NTT
Province
of the Republic of Indonesia, October, 1986 and February 1987.
v
Organization
Designing (and restructuring) of some Indian Organizations, including
Bharat
Coking Coal Ltd., Kothari Industries Ltd., Bharat Earth Movers Ltd., State
Bank of
India, Industrial Development Bank of India, Punjab & Sind Bank, Unit
Trust of
India, Petrofils Ltd, CASP-PLAN.
v
Organization
Development in several Indian organizations, including State Bank of
India,
Indian Airlines, HMT, Lersen & Toubro, BCCL, ICI, Holy Family Hospital,
Medical
Mission Sisters RPG Transmission
v
Team
Building in several companies like Rickett & Coleman, Swed Forest, Red
Barna (Sri
Lanka), Kidavari (an NGO working for out-of-school adolescents), a
group in Malaysia (with
NTL of USA and ORI of Malaysia).
B. Human
Resources Development
v Ford Foundation Consultant on Human
Resource Development for Panchayati Raj in
Karnataka State, May-December, 1987.
v Consultant to UNESCO on Management
Process Training Lab for Asian Countries,
held in Indonesia, November -
December, 1975.
v Consultant to UNESCO on developing a
book of readings on management of change
in education, Bangkok, October, 1976.
v UNIDO Consultant on Transfer of
Training Technology (already cited).
v Consultant to UNESCO on developing a
handbook of training educational managers
in Asia, Bangkok, (resulted in a
book) October, 1980.
v Consultant to UNESCO on analysis of
relationship between education and rural
development in Asia, Bangkok, April,
1980 (resulted in a book).
v UNESCO Consultant to the Ministry of
Education of the Republic of Indonesia on
designing human resources management
system, Jakarta, May - June, 1981.
v UNFPA consultant to the Govt. of
Rajasthan (Health Department) on Enhancing
Training Competencies of Trainers,
1997.
v Empowerment Audit in NIIT, JK
Organisation
v HRD Consultant to several Indian
Organizations (including designing their HRD
systems): State Bank of India, Larsen
& Toubro, IDBI, PSB, BEML, Petrofils,
Cromptom Greaves, Steel Authority of
India, J.K. Synthetics, Wires & Fabriks,
Samtel, Rubber Board, Govt. Of
Karnatak (HRD) in Panchayati Raj, National Dairy
Development Board, Doon School.
C. Evaluation:
v
Evaluation
of the Society for Promotion of Wastelands Development, May, 1995
(with
Professor Tushar Shah).
v
Evaluation
of PRADAN, October, 1993 (with Professor Thomas Carroll).
v
Evaluation
of NABARD, May-June, 1993 (with Professor Jacques Forster).
v
Evaluation
of the Institute of Rural Management, Anand, October, 1990 (with
Professor
Jacques Forster).
v
Evaluation
of Performance Appraisal System of the Steel Authority of India, July
1990 -
July 1991.
v
Member
of USAID Evaluation Team of Comprehensive Health Improvement
Program -
Province Specific (CHIPPS), October, 1987.
v
World
Bank Evaluator of Teacher Trainer Development Program of Indonesia, May -
August,
1978.
v
UNIDO
Evaluator of Entrepreneurship Development Program in Indonesia, June,
1977.
v
Evaluation
of development work of some organisations like Catholic Relief Services,
IIHMR.
v
Coach
to Mr. Steven Hollingworth, Country Representative, Care India
D. Professional Journals
v
Editor,
Journal of Health Management, 1999--.
v
Member
of the International Advisory Board, Journal of Applied Behavioral Science,
1992 - 2002.
v
Advisory
Board, ABC Pol Sci. 1980 - 2001.
v
Coeditor,
Manas, 1954 --.
v
Advisory
Board, Psychologia, 1968 - 1987.
v
Editor,
Indian Psychologia Abstracts, 1972 - 1992.
v
Member
of the Advisory Committee for Research in Psychology in India, 1992.
v
Member
of the Advisory Group for Theory and Models Kit of the University
Associates
of USA, 1988.
v
Advisory
Board, Organizational and Administrative Quarterly, 1979 - 1981.
v
Editor,
Vikalpa: The Journal for Decision Makers, 1975 - 1977.
v
Consulting
Editor, Administrative Science Quarterly, 1970 -972.
4. Professional Societies
v
President,
South Asian Association of Psychologists, 1997-1999.
v
Chairman,
Jaipur HRD Research Foundation 1993.
v
President,
Jaipur HRD Network Forum, 1993.
v
President,
National HRD Network, January, 1991.
v
President,
Indian Society for Applied Behavioral Service, June 1991.
v
President,
Indian Society for Applied Behavioral Science 1986.
v
Fellow
(the only one from Asia) of the National Training Laboratories, USA, 1965.
v
Fellow
(the only one from India) of the Society for the Psychological Study of Social
v
issues.
v
Honourary
Fellow of the Executive & Business Coaching Academy India
v
Member,
Indian Psychological Association, Indian Sociological Society, etc.
5. Board and Bodies
A. Governing/Executive Boards of :
v Institute of Development Research and
Statistics, Jaipur, 1997-- (Chairman)
v Institute for Development Studies,
Jaipur, 1993 - 1998 (Chairman)
v National Institute of Motivational
and Institutional Development, Bombay, 1973--.
v Indian Institute of Health Management
Research, 1984--.
v National Academy of Agricultural
Extension Management, 1995
v State Institute of Health and Family
Welfare, Jaipur 1997--.
v ANS Institute of Social Sciences,
Patna, 1970 -1973.
v Centre for Entrepreneurship
Development, Ahmedabad, 1969 - 1973.
B. Trustee:
v Jaipur HRD Research Foundation,
1993-- (Chairman, 1993).
v Jiram Das Educational Trust, 1992--.
v Bhoruka Provident Fund Trust, 1992--.
v Hansuram Education Trust, 1951--.
v Academy of Human Resources
Development, 1992-
C. Others
v Committee of the Family Planning
Foundation of India.
v Sub Group on Management, National
Committee on Science & Technology, Panel on
Futurology, Dept. Of Science and
Technology, Govt. of India.
v UGC Committee for Administrative
Training for Senior Staff in University.
v NCERT Committee on Managerial
Problems of School Curriculum.
v ICSSR Study Team on the Status of
Social Sciences in Agriculture, Engineering and
Medical Education.
v Member of the Task Force on Training
for Human Relations for Police Personnel,
Bureau of Police Research and
Development, Ministry of Home Affairs, Govt. of
India.
v Expert Advisor to UNESCO for Regional
Planning of Innovation for Integrated Rural
Development, April - May, 1977.
6. Biographical
Citations
v India's Who's Who, Delhi.
v Who's Who in the World.
v Dictionary of International
Biography, London.
v Writers Directory, London.
v Men of Achievement, Cambridge,
England.
v All India Educational Directory,
Chandigarh
v Contemporary Authors, USA.
v Famous India.
v Reference Asia.
v Leaders of India etc. etc..
7. Publications
v
About
360 papers and about 30 books.
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