| The talent of an individual and an organisation depend | | | | of ground. These people have good chances of |
| on different learning styles, management styles, | | | | development for their life, but they consume good |
| attitudes, interpersonal communication skills and human | | | | amount of time to reach to a liquidator. They take past |
| potentiality. It mainly focuses on following parameters | | | | cases for their future developments and follow blindly |
| of learning and management. | | | | who are succeeded previously in their way. These |
| Learning styles, management styles, attitudes, | | | | people take a middle level of step in a ladder. |
| interpersonal communication skills and human | | | | The organisation in this category are very |
| potentiality. It mainly focuses on following parameters | | | | standardised and disciplined. The organisation spend |
| of learning and management. | | | | good amount of money in advertisements, marketing |
| 1. Understand the significance of Learning and | | | | activities and technologies. Their main aim is stability of |
| Management Styles for personal and organisational | | | | the organisation rather than new developments in |
| growth and development; | | | | organisation. These organisations have divided their |
| 2. Understand the significance of Learning and | | | | workforce in different business units and each unit |
| Management Styles for business leadership and | | | | works for their own pace and profitability according to |
| management; | | | | assigned workloads. These organisations don’t |
| 3. Recognize the importance of developing specific | | | | follow concept customer driven quality to their |
| competencies; | | | | customers and they strictly follow according to rules |
| 4. Identify the importance of Learning and | | | | and regulations for their organisation. They don’t |
| Management styles in Stress Management; | | | | serve value added services to their customers, |
| 5. Understand their personal and organisation profile of | | | | however they organise services according to their |
| Learning and Management Styles. | | | | standard process. They leverage high quality of |
| | | | | systems and technology and serve their clients |
| 3S Structure of Learning and Management Styles of | | | | accordingly. |
| an individual and an organisation | | | | |
| 3S suggests three different individual and organisational | | | | Spoon feeding infant: |
| behaviour in this dynamic world of management. | | | | Some people learn things from their childhood like a |
| | | | | spoon feeding. They take lots of time to understand |
| Self Driver: | | | | and learn new things. They don’t adopt changes |
| Some people drive themselves by experiencing in | | | | frequently in their lifestyle and also don’t adopt to |
| real world with different stages of their development | | | | work in new environment for their development. They |
| of their life. These people are very introvert and very | | | | don’t encourage any new independent thoughts. |
| talented by nature. They got some basic instincts in | | | | They are very narrow in sense and they depend on |
| their mind that makes them move to next stage of | | | | short term and speculative gains. |
| their development. They have high sense of humour | | | | The organisation is very conservative in nature and all |
| and good standardised level. They experience | | | | employees are controlled by one or two person in |
| themselves and try to help other people according to | | | | central. This type of organisation is bureaucratic in |
| their understanding level. The people at this stage take | | | | nature and it suggests the rule “one leads and |
| sometimes high risk on their instincts and climb highest | | | | others follow”. Sometimes the leader uses |
| mountain of success. | | | | one’s power of superiority and exploits their |
| In context to corporate, these types of organisation | | | | followers. This organisation is at growth stage and |
| have high potential growth. They spent good amount | | | | therefore the organisation spends its budget in |
| of money in their research and developments and | | | | recruitment and business development. The profitability |
| achieve high sales volumes and high profits in business. | | | | is very low and employee turnover is very high in this |
| These organisation’s leaders are highly ambitious | | | | type of organisation. Due to high employee turnover |
| and they do encourage new talents in to their business. | | | | and low sales turnover, the organisation has very short |
| The business tycoon in this category is highly risk taker | | | | span of life. The concept of customer driven quality |
| and they always look for good opportunities for their | | | | and customer satisfaction is not awarded in this type |
| further developments in market. They give direction of | | | | of organisation. |
| training and development to their employees through | | | | Written by: Mr. Pratik Dagli, MBA (JVIMS), CIMA |
| management games and practical role plays. | | | | (London) |
| | | | | (Business Associates - Investments) |
| Solicitor: | | | | |
| Some people try to learn things by managing | | | | This article is written by Mr. Pratik Dagli, and is available |
| themselves according to certain daily routine activities. | | | | for reading for any layman. The copy to this article in |
| They have good sense of understanding and they are | | | | any other books is strictly prohibited and it may lead to |
| highly managed. They work according to standard | | | | breach of trust. The readers of this article is free to |
| procedure of conduct of their life and they develop | | | | pass on the comments on this article to help me |
| their learning habits through players given within bounty | | | | improve myself in further writing articles. |