Thinking Styles

“Thinking is more interesting than knowing, but less interesting than looking” :Johann Wolfgang von Goethe

You improve your communication with others when you can match their thinking style.

You can also avoid rubbing your boss the wrong way by paying close attention to how they approach the tasks of the day.

In Coping with Difficult Bosses, Robert Bramson identifies five thinking styles to categorize our modes of thinking and problem solving we use most frequently.

Five Thinking Styles

According to Bramson, the five thinking styles are:

  1. Synthesists

According to Bramson, “Synthesists are creative thinkers who perceives the world in terms of opposites.  When you say black, they think white, when you say long, they think short.”

To connect with Synthesists, Bramson suggests “listen appreciatively to their speculation and don’t confuse their arguing nature with resistance.”

  1. Idealists

According to Bramson, “Idealists believe in lofty goals and standards.”

To connect with Idealists, Bramson suggests “associate what you want to do with these goals of quality, service, and community good.”

  1. Pragmatic Thinkers

According to Bramson, “Pragmatic thinkers are flexible, resourceful folk who look for immediate payoff rather than for a grand plan that will change the world.”

To connect with Pragmatists, Bramson suggests “emphasize short-term objectives on which you can get started with resources at hand.”

  1. Analyst Thinkers

 According to Bramsom, “Analyst thinkers equate accuracy, thoroughness, and attention to detail with completeness.  They are likely to gather data, measure it, categorize it, and rationally and methodically calculate the right answer to any problem you come up with.

To connect to Analysts, Bramson suggests “provide a logical plan replete with back-up data and specifications.”

  1. Realist Thinkers

According to Bramson, “Realist thinkers are fast moving doers who know that reality is what their senses sight, sound, taste, smell, and touch tell them it is, and not that dry stuff that one finds in accounting ledgers, or the insipid pages of manual of operations.”

To connect with Realists, Bramson suggests focus on the challenge and your solution.

“If you communicate with Realist bosses as if they were Analysts, you will never get their attention. Rather than gobs of computer-printouts and other detailed information, Realists want a three-paragraph ‘Executive Summary’ which tells briefly what is wrong and how you propose to fix it. For rather complicated reasons, they will often take you at your word if they see you as a qualified expert. You become an expert in their eyes when they know that you’ve assembled a store of facts in which they are interested, and you have proposed a set of actions that they already believe are the best things to do.”

How to Use the Five Thinking Styles?

Take the time to place your boss or who you need to interact with into one or two of the five thinking-style categories. Keep in mind that while one or two styles predominates for most people, about fifteen percent use all five styles equally. Those who do, are seldom difficult bosses. Once you’ve identified their preferred categories, figure out how you can change your approach to better suit their style.

Here are my key take aways:

  • Seek first to understand, then to be understood. The more you understand somebody, the better you can adapt your style. I think the five thinking styles are a helpful framework in addition to understanding somebody’s learning style ( auditory, visual, or kinesthtic), their NLP meta-programs, their motivation (towards pleasure or away from pain), their values, their “rules”, their extraversion and introversion tendencies, their passive or aggressive tendencies, whether they are more “task-centered” or “people-centered”, their decision making style (consult-and-decide or build consensus), and their management styles (Autocratic, Paternalistic, Democratic, and Laissez-faire.)
  • Establish rapport. I think the heart of identifying the five thinking-styles revolves around establishing rapport. Rapport is the key to communication, influence, and trust.
  • Know the anti-patterns. It’s probably more important to know how to avoid rubbing somebody the wrong way, than getting the preferred or ideal communication style exactly right.
  • Wear different hats. I think you can use the Six-Thinking Hats concept to switch your hat based on who you are working with. Each hat you put on or take off can represent a different thinking style

A little insight can go a long way when it comes to connecting with people.

If you can bridge the gap between their thinking style and yours, you’ll have more rapport and get better results.

Thinking Hat

Six Thinking Hats was created by Edward de Bono, and published in his 1985 book of the same name.

It forces you to move outside your habitual thinking style, and to look at things from a number of different perspectives. This allows you to get a more rounded view of your situation.

You can often reach a successful solution or outcome from a rational, positive viewpoint, but it can also pay to consider a problem from other angles. For example, you can look at it from an emotional, intuitive, creative or risk management viewpoint. Not considering these perspectives could lead you to underestimate people’s resistance to your plans, fail to make creative leaps, or ignore the need for essential contingency plans.

You can use Six Thinking Hats in meetings or on your own. In meetings, it has the benefit of preventing any confrontation that may happen when people with different thinking styles discuss a problem, because every perspective is valid.

Each “Thinking Hat” is a different style of thinking. These are explained below:

  1. White Hat

With this thinking hat, you focus on the available data. Look at the information that you have, analyze past trends, and see what you can learn from it. Look for gaps in your knowledge, and try to either fill them or take account of them.

  1. Red Hat

“Wearing” the Red Hat, you look at problems using your intuition, gut reaction, and emotion. Also, think how others could react emotionally. Try to understand the responses of people who do not fully know your reasoning.

  1. Black Hat

Using Black Hat thinking, look at a decision’s potentially negative outcomes. Look at it cautiously and defensively. Try to see why it might not work. This is important because it highlights the weak points in a plan. It allows you to eliminate them, alter them, or prepare contingency plans to counter them.

Black Hat thinking helps to make your plans “tougher” and more resilient. It can also help you to spot fatal flaws and risks before you embark on a course of action. It’s one of the real benefits of this model, as many successful people get so used to thinking positively that they often cannot see problems in advance. This leaves them under-prepared for difficulties.

  1. Yellow Hat

This hat helps you to think positively. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it. Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.

  1. Green Hat

The Green Hat represents creativity. This is where you develop creative solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas. (You can explore a range of creativity tools to help you.)

  1. Blue Hat

This hat represents process control. It’s the hat worn by people chairing meetings, for example. When facing difficulties because ideas are running dry, they may direct activity into Green Hat thinking. When contingency plans are needed, they will ask for Black Hat thinking.

A variant of this technique is to look at problems from the point of view of different professionals (for example, doctors, architects or sales directors) or different customers.

An Example of Six Hat Thinking

The directors of a property company are considering whether they should build a new office block. The economy is doing well, and the vacant office spaces in their city are being snapped up. As part of their decision-making process, they adopt the Six Thinking Hats technique.

Wearing the White Hat, they analyze the data that they have. They can see that the amount of available office space in their city is dwindling, and they calculate that, by the time a new office block would be completed, existing space will be in extremely short supply. They also note that the economic outlook is good, and steady growth is predicted to continue.

Thinking with a Red Hat, some of the directors say that the proposed building looks ugly and gloomy. They worry that people would find it an oppressive or uninspiring place to work.

When they think with the Black Hat, they wonder whether the economic forecast could be wrong. The economy may be about to experience a downturn, in which case the building could sit empty or only partially occupied for a long time. If the building is unattractive, then companies will choose to work in other, more attractive premises.

Wearing the positive Yellow Hat, however, the directors know that, if the economy holds up and their projections are correct, the company stands to make a healthy profit. If they are lucky, maybe they could sell the building before the next downturn, or rent to tenants on long-term leases that will last through any recession.

With Green Hat thinking, they consider whether they should redesign the building to make it more appealing. Perhaps they could build prestige offices that people would want to rent in any economic climate. Alternatively, maybe they should invest the money in the short term, then buy up property at a lower cost when the next downturn happens.

The chairman of the meeting wears the Blue Hat to keep the discussion moving and ideas flowing, encouraging the other directors to switch their thinking between the different perspectives.

Having examined their options from numerous viewpoints, the directors have a much more detailed picture of possible outcomes, and can make their decision accordingly.

Managerial Skills and Development

Managerial skills are the knowledge and ability of the individuals in a managerial position to fulfill some specific management activities or tasks. This knowledge and ability can be learned and practiced. However, they also can be acquired through practical implementation of required activities and tasks. Therefore, you can develop each skill through learning and practical experience as a manager.

There are many definitions of skills that talk about talent. Talent is something personal related to an individual and shows a natural gift from nature about something inside that talented person. All persons cannot be artists. Usually, artists are born with the gift of art, but despite their talent, they continue to develop their talent to improve their art skills.

When we talk about managerial skills, we talk about the skills of a manager to maintain high efficiency in the way how his or her employees complete their everyday working tasks. Because of that, managers will need skills that will help them to manage people and technology to ensure an effective and efficient realization of their working duties.

Three Types of Managerial Skills

Robert Katz identifies three types of skills that are essential for a successful management process:

  • Technical skills
  • Conceptual skills
  • Human or interpersonal management skills
  1. Technical Skills

As the name of these skills tells us, they give the manager’s knowledge and ability to use different techniques to achieve what they want to achieve. Technical skills are not related only for machines, production tools or other equipment, but also they are skills that will be required to increase sales, design different types of products and services, market the products and services, etc.

For example, let’s take an individual who works in the sales department and has highly developed sales skills achieved through education and experience in his department or the same departments in different organizations. Because of these skills that he possesses, this person can be a perfect solution to become a sales manager. This is the best solution because he has excellent technical skills related to the sales department.

On the other hand, the person who becomes sales manager will start to build his next type of required skills. It is because if his task until now was only to work with the customers as a sales representative, now he will need to work with employees in the sales department in addition to the work with customers.

Technical skills are most important for first-level managers. Whet it comes to the top managers, these skills are not something with high significance level. As we go through a hierarchy from the bottom to higher levels, the technical skills lose their importance.

  1. Conceptual Skills

Conceptual skills present knowledge or ability of a manager for more abstract thinking. That means he can easily see the whole through analysis and diagnosis of different states. In such a way they can predict the future of the business or department as a whole.

Why managers need these skills?

As a first, a company includes more business elements or functions as selling, marketing, finance, production, etc. All these business elements have different goals even completely opposed goals. Think about marketing and production as a business function and their specific goals. You’ll see the essential difference. The conceptual skills will help managers to look outside their department’s goals. So, they will make decisions that will satisfy overall business goals.

Conceptual skills are vital for top managers, less critical for mid-level managers, and not required for first-level managers. As we go from the bottom of the managerial hierarchy to the top, the importance of these skills will rise.

  1. Human or Interpersonal Managerial Skills

Human or interpersonal management skills present a manager’s knowledge and ability to work with people. One of the most critical management tasks is to work with people. Without people, there will not be a need for the existence of management and managers.

These skills will enable managers to become leaders and motivate employees for better accomplishments. Also, they will help them to make more effective use of human potential in the company. Simply, they are the essential skills for managers.

Interpersonal management skills are essential for all hierarchical levels in the company.

Learning, Characteristics, Nature, Types

Learning is the process of acquiring new knowledge, skills, behaviors, or attitudes through experience, instruction, or observation. It involves encoding information, consolidating it into memory, and using it to guide future behavior or thinking. Learning can occur through various mechanisms, including classical conditioning, operant conditioning, and observational learning. It is a fundamental aspect of human cognition and behavior, enabling individuals to adapt to their environment, solve problems, and achieve goals. Learning can be intentional or incidental, formal or informal, and it occurs throughout the lifespan, from infancy to old age. By learning from past experiences and acquiring new insights, individuals can enhance their understanding of the world, develop competencies, and facilitate personal growth and development.

Definition:

  1. John Dewey:

Education is not preparation for life; education is life itself.

  1. F. Skinner:

Learning is the change in behavior as a result of experience.

  1. Jean Piaget:

Learning is a transformative process, involving the adaptation of existing mental structures to accommodate new experiences.

  1. Lev Vygotsky:

Learning is a social process, with individuals acquiring knowledge and skills through interaction with others and cultural artifacts.

  1. Albert Bandura:

Learning is the acquisition of new behavior through observational learning and social modeling.

  1. National Research Council:

Learning involves the active construction of knowledge and understanding through inquiry, exploration, and problem-solving.

  1. American Psychological Association (APA):

Learning is the process of acquiring new knowledge, skills, or behaviors, either consciously or unconsciously, through experience, instruction, or observation, resulting in a relatively permanent change in behavior or mental processes.

  1. Merriam-Webster Dictionary:

Learning is the act or experience of one that learns.

Characteristics of Learning:

  • Active Engagement:

Learning involves active engagement on the part of the learner, who actively processes, manipulates, and interacts with the learning material or environment. Active engagement encourages deeper processing and understanding of the information, leading to more effective learning outcomes. Activities such as problem-solving, experimentation, and discussion promote active engagement and enhance learning effectiveness.

  • Relevance:

Learning is most effective when the content and activities are relevant and meaningful to the learner’s goals, interests, and experiences. When learners perceive the material as personally relevant or applicable to their lives, they are more motivated to engage with it and are more likely to retain the information. Making connections between new information and existing knowledge or real-world experiences enhances relevance and promotes deeper learning.

  • Feedback:

Feedback is an essential component of learning, providing learners with information about their performance, progress, and understanding. Effective feedback helps learners identify areas of strength and areas needing improvement, guiding their learning process and promoting skill development. Feedback can come from various sources, including teachers, peers, and self-assessment, and should be timely, specific, and actionable to be most beneficial.

  • Individual Differences:

Learning is influenced by individual differences in cognitive, emotional, and motivational factors. Learners vary in their cognitive abilities, learning styles, preferences, and prior knowledge, which can affect how they process and respond to learning experiences. Recognizing and accommodating individual differences, such as providing personalized instruction or offering multiple learning modalities, can enhance learning outcomes and promote inclusivity.

  • Constructivism:

Learning is often viewed through a constructivist lens, which emphasizes the active construction of knowledge and understanding by the learner. According to constructivist theory, learners actively engage in sense-making, interpretation, and reflection, constructing mental representations of concepts and ideas based on their experiences and interactions with the environment. Constructivist approaches to learning emphasize inquiry-based learning, problem-solving, and collaborative activities that encourage learners to construct their own knowledge.

  • Transfer:

Learning involves the transfer of knowledge, skills, or behaviors from one context to another, enabling learners to apply what they have learned in new and unfamiliar situations. Transferability is a key indicator of learning effectiveness, reflecting the extent to which learners can generalize and adapt their knowledge and skills to different contexts. Promoting transfer requires providing opportunities for learners to practice and apply their learning in diverse contexts, fostering flexibility and adaptability.

  • Metacognition:

Learning is enhanced by metacognitive processes, which involve awareness and regulation of one’s own thinking and learning strategies. Metacognitive skills enable learners to monitor their understanding, evaluate their progress, and adjust their learning strategies as needed. Encouraging metacognitive reflection, self-assessment, and goal-setting can empower learners to take ownership of their learning and become more effective and autonomous learners.

  • Social Interaction:

Learning is often situated within social contexts and influenced by social interactions with peers, teachers, and other members of the learning community. Social interaction provides opportunities for collaboration, communication, and shared meaning-making, enriching the learning experience and promoting cognitive and socio-emotional development. Collaborative learning activities, such as group discussions, cooperative projects, and peer feedback, foster social interaction and promote collective learning outcomes.

Nature of Learning:

  • Active Process:

Learning is an active process that involves the learner’s active engagement and participation in acquiring new information or skills. Rather than passively receiving knowledge, learners actively construct meaning, make connections, and apply what they have learned through exploration, experimentation, and problem-solving activities.

  • Constructive Process:

Learning is a constructive process whereby individuals actively construct mental representations of concepts and ideas based on their experiences and interactions with the environment. Through cognitive processes such as assimilation, accommodation, and schema development, learners organize and integrate new information into their existing knowledge structures, leading to deeper understanding and learning.

  • Social Process:

Learning is also a social process that occurs within social contexts and is influenced by interactions with others. Social interactions provide opportunities for collaboration, communication, and shared meaning-making, facilitating the exchange of ideas, perspectives, and knowledge. Peer learning, collaborative projects, and group discussions promote social interaction and enhance learning outcomes by fostering cooperation, collective problem-solving, and socio-emotional development.

  • Contextual Process:

Learning is situated within specific contexts that shape the nature and outcomes of learning experiences. Contextual factors, such as cultural norms, socio-economic background, and environmental conditions, influence how learning occurs and the meaning attributed to learning outcomes. Learning is contextualized within real-world settings, providing opportunities for authentic learning experiences and application of knowledge in relevant contexts.

  • Reflective Process:

Learning involves reflective processes whereby individuals monitor, evaluate, and regulate their own learning strategies and behaviors. Metacognitive skills enable learners to become aware of their learning processes, set goals, assess their progress, and adapt their strategies as needed. Metacognitive reflection promotes self-directed learning and empowers learners to take ownership of their learning journey.

  • Dynamic Process:

Learning is a dynamic and ongoing process that unfolds over time, with individuals continually acquiring, refining, and applying new knowledge and skills throughout their lives. Learning is not limited to specific timeframes or settings but occurs continuously through formal education, informal experiences, and lifelong learning pursuits. The dynamic nature of learning allows for adaptation, growth, and development in response to changing personal, social, and environmental demands.

  • Individualized Process:

Learning is an individualized process influenced by individual differences in cognitive abilities, learning styles, interests, and motivations. Each learner brings unique strengths, preferences, and prior knowledge to the learning process, shaping how they engage with learning activities and construct meaning from experiences. Personalized learning approaches that cater to individual needs, preferences, and goals enhance learning effectiveness and promote learner autonomy and engagement.

  • Cumulative Process:

Learning is a cumulative process whereby new knowledge, skills, or behaviors build upon existing foundations, forming interconnected networks of understanding and competence. Learning is scaffolded, with initial learning experiences laying the groundwork for more complex and advanced learning outcomes. Cumulative learning allows for the development of expertise and mastery over time, as individuals progress from novice to expert levels of proficiency in specific domains.

Types of Learners:

  • Visual Learners

Visual learners prefer to learn through images, charts, diagrams, and other visual aids. They retain information better when presented with graphical elements, such as infographics or mind maps. These learners benefit from color-coded notes, videos, and presentations. In the workplace or classroom, visual learners excel when concepts are explained using pictures, flowcharts, or graphs. Encouraging them to draw or outline ideas enhances their understanding. Since they rely heavily on sight, it’s crucial to minimize distractions and provide visually engaging material.

  • Auditory Learners

Auditory learners grasp information more effectively through listening. They prefer lectures, discussions, podcasts, and verbal instructions. These individuals benefit from reading aloud, group discussions, and audio recordings. Auditory learners often excel in environments where they can verbally articulate their thoughts and ideas. Providing opportunities for them to participate in interactive learning sessions or presentations enhances their retention. Encouraging note-taking during verbal explanations further improves understanding. These learners may struggle with silent reading or purely visual content without accompanying audio.

  • Kinesthetic Learners

Kinesthetic learners prefer a hands-on approach to learning. They understand concepts better through physical activity, experimentation, and real-world application. These learners benefit from role-playing, interactive workshops, and physical demonstrations. Kinesthetic learners often excel in environments that allow them to move, build, or manipulate objects while learning. Encouraging active participation through projects and experiments enhances their learning experience. Since they learn by doing, theoretical or lecture-based methods may not be as effective unless accompanied by practical activities.

  • Reading/Writing Learners

Reading/writing learners prefer to absorb information through written words. They excel when they can read texts, take detailed notes, and write essays or reports. These learners benefit from textbooks, articles, and written instructions. Encouraging them to summarize material in their own words helps reinforce learning. Reading/writing learners often prefer structured environments with clear written documentation. They may struggle with purely auditory or visual content unless they can supplement it with written material. Providing ample reading resources and opportunities for written reflection enhances their comprehension.

Theories of Learning

Learning is the process of acquiring new knowledge, skills, or behaviors through experiences, instruction, or observation. It involves the encoding, processing, and retention of information, leading to changes in behavior or understanding.

Theories of learning is crucial for comprehending the diverse ways in which individuals acquire new knowledge, skills, and behaviors.

Behaviorism:

Behaviorism, pioneered by psychologists such as Ivan Pavlov, John B. Watson, and B.F. Skinner, posits that learning is the result of observable changes in behavior due to experiences with the environment. Central to behaviorism is the concept of conditioning, which involves the association between stimuli and responses.

  • Classical Conditioning:

In classical conditioning, a neutral stimulus becomes associated with a meaningful stimulus, eliciting a response similar to the original stimulus. Pavlov’s famous experiments with dogs demonstrated this process, where the ringing of a bell (neutral stimulus) became associated with food (meaningful stimulus), leading to the dogs salivating (response) upon hearing the bell alone.

  • Operant Conditioning:

Operant conditioning, proposed by B.F. Skinner, emphasizes the role of reinforcement and punishment in shaping behavior. Behaviors that are reinforced (rewarded) are more likely to be repeated, while behaviors that are punished are less likely to occur in the future. Skinner’s Skinner Box experiments demonstrated how animals learn to perform specific behaviors (such as pressing a lever) in response to reinforcement (such as food or water).

Cognitive Theory:

Cognitive theories of learning, influenced by the work of Jean Piaget and Lev Vygotsky, focus on internal mental processes and the role of cognitive structures in learning and development. These theories emphasize the active construction of knowledge by the learner and the importance of cognitive processes such as perception, memory, and problem-solving.

  • Piaget’s Constructivism:

Piaget proposed a constructivist theory of learning, suggesting that children actively construct their understanding of the world through interactions with the environment. He identified four stages of cognitive development (sensorimotor, preoperational, concrete operational, and formal operational), each characterized by distinct ways of thinking and understanding. Piaget emphasized the role of assimilation (interpreting new information in terms of existing schemas) and accommodation (adapting existing schemas to incorporate new information) in cognitive development.

  • Vygotsky’s Sociocultural Theory:

Vygotsky’s sociocultural theory emphasizes the role of social interactions and cultural contexts in cognitive development and learning. According to Vygotsky, learning occurs through social interactions with more knowledgeable others (such as parents, teachers, or peers) who provide guidance, support, and scaffolding to facilitate learning. The zone of proximal development (ZPD) represents the difference between what a learner can do independently and what they can achieve with assistance, highlighting the importance of collaborative learning and guided participation in cognitive development.

Social Learning Theory:

Social learning theory, proposed by Albert Bandura, expands on behaviorism by emphasizing the role of observational learning and social modeling in learning and behavior. According to social learning theory, individuals learn by observing and imitating the behaviors of others, particularly models who are perceived as competent, attractive, or similar to themselves.

  • Observational Learning:

Bandura’s Bobo doll experiments demonstrated that children learn aggressive behaviors by observing adults’ aggressive actions towards a Bobo doll. Observational learning involves four key processes: attention (noticing the model’s behavior), retention (remembering the observed behavior), reproduction (imitating the behavior), and motivation (being reinforced or punished for the behavior).

  • Vicarious Reinforcement and Punishment:

Social learning theory also emphasizes the role of vicarious reinforcement (observing others being rewarded) and vicarious punishment (observing others being punished) in shaping behavior. Individuals are more likely to imitate behaviors that result in positive outcomes for others and less likely to imitate behaviors that lead to negative consequences.

Constructivism:

Constructivism, as a learning theory, emphasizes the active construction of knowledge by learners through meaningful interactions with the environment. Rather than passively receiving information, learners actively engage in sense-making, inquiry, and problem-solving activities to construct their understanding of concepts and phenomena.

  • Social Constructivism:

Social constructivism, influenced by the work of Vygotsky, emphasizes the role of social interactions and collaborative learning environments in knowledge construction. Learning is viewed as a social process that occurs through dialogue, negotiation, and shared meaning-making within communities of learners. Collaborative learning activities, such as group discussions, problem-solving tasks, and cooperative projects, promote social interaction and facilitate the construction of knowledge.

Connectivism:

Connectivism is a learning theory that emerged in the digital age, emphasizing the role of technology and networked learning environments in knowledge acquisition and dissemination. According to connectivism, learning is distributed across networks of people, resources, and technologies, and knowledge is continuously evolving in response to changing information landscapes.

  • Networked Learning:

Connectivism views learning as a process of network formation, whereby learners connect with diverse sources of information, expertise, and perspectives to construct knowledge. Digital technologies such as the internet, social media, and online communities enable learners to access, share, and contribute to information networks, fostering collaborative learning and knowledge creation.

  • Principles of Connectivism:

Connectivism is guided by several key principles, including autonomy (learners control their learning process), diversity (engaging with diverse perspectives and resources), openness (sharing and contributing to knowledge networks), and connectedness (forming meaningful connections with others). These principles reflect the interconnected and dynamic nature of learning in the digital age.

Experiential Learning:

Experiential learning theories, such as those proposed by David Kolb and Carl Rogers, emphasize the role of direct experience and reflection in learning. Experiential learning involves active engagement in real-world experiences, followed by reflection and conceptualization of the experience to derive meaning and insight.

  • Kolb’s Experiential Learning Cycle:

Kolb proposed a four-stage experiential learning cycle, consisting of concrete experience (engaging in a real-world experience), reflective observation (reflecting on the experience from different perspectives), abstract conceptualization (making sense of the experience and forming generalizations), and active experimentation (testing new ideas or behaviors in future experiences). This cyclical process promotes continuous learning and skill development.

Humanistic Theory:

Humanistic theories of learning, influenced by the work of Carl Rogers and Abraham Maslow, emphasize the role of personal growth, self-actualization, and intrinsic motivation in learning. Humanistic approaches to learning prioritize learners’ autonomy, self-direction, and holistic development.

  • Self-Directed Learning:

Humanistic theories emphasize the importance of self-directed learning, where individuals take ownership of their learning process and pursue knowledge and skills based on their interests, goals, and values. Self-directed learners are motivated by intrinsic factors such as curiosity, autonomy, and personal fulfillment, rather than external rewards or incentives.

  • Experiential Learning:

Humanistic approaches to learning often incorporate experiential learning methods, such as experiential workshops, group discussions, and reflective exercises, that promote self-awareness, personal growth, and interpersonal skills. Learning environments that are supportive, nonjudgmental, and learner-centered facilitate the development of self-actualization and holistic well-being.

Multiple Intelligences:

Multiple intelligences theory, proposed by Howard Gardner, challenges the traditional notion of intelligence as a single, unitary trait and instead identifies multiple forms of intelligence that individuals possess to varying degrees. According to Gardner, each person has unique combinations of intelligences that influence how they learn and engage with the world.

  • Types of Intelligences:

Gardner identified eight intelligences: linguistic intelligence (verbal-linguistic abilities), logical-mathematical intelligence (analytical and problem-solving skills), spatial intelligence (visual-spatial abilities), bodily-kinesthetic intelligence (physical coordination and movement), musical intelligence (musical aptitude and sensitivity), interpersonal intelligence (understanding others’ emotions and motivations), intrapersonal intelligence (self-awareness and self-regulation), and naturalistic intelligence (ability to recognize and classify patterns in nature). Recognizing and valuing diverse intelligences can inform instructional practices and accommodate learners’ individual strengths and preferences.

Intelligence Meaning and Types

One of the most important single variables, which affect schooling, is intelligence. Intelligence is the ability to acquire and apply knowledge. Success in school and colleges and in one’s own profession, social adjustment, possession of general information etc. are all associated with the concept of “intelligence”. The word intelligence is derived from the Latin verb ‘intellegere’ which means understanding.

According to Alfred Binet intelligence is the ability for judgement or common sense. Thorndike defines intelligence as “one’s capacity to deal effectively with situations”. For Jean Piaget, ‘intelligence is the ability to adapt to one’s surroundings’. In the words of Cyril Burt, “Intelligence is the capacity of flexible adjustment.”

According to David Wechsler (1977): ‘The global capacity to think rationally, act purposefully, and deal effectively with the environment.’

Intelligence is defined as mental capability that involves the ability to reason, to plan, to solve problems, to think abstractly, to comprehend complex ideas, to learn quickly and to learn from experience. It is not merely book learning, a narrow academic skill, or test-taking smartness.

In simple words, intelligence is nothing but thinking skills and the ability to adapt to and to learn from life’s everyday experiences.

Nature and Characteristics of Intelligence

Intelligence is not acquired after sustained labour. It is a gift from nature. Intelligence is not memory. An intelligent person may have poor memory. Intelligence is not a skill which a worker acquires after planned practice. Intelligence is not a guarantee of a good behaviour of the individual.

To understand the nature of intelligence we need to know the classification intelligence as given by E.L. Thorndike and Garret:

  1. Concrete Intelligence

It is the ability of an individual to comprehend actual situations and to react to them adequately. The concrete intelligence is evident from various activities of daily life. This type of intelligence is applicable when the individual is handling concrete objects or medicines. Engineers, mechanics and architects have this type of intelligence.

  1. Abstract Intelligence

It is the ability to respond to words, numbers and symbols. Abstract intelligence is required in the ordinary academic subjects in the school. This is acquired after an intensive study of books and literature. Good teachers, lawyers, doctors, philosophers etc. have this type of intelligence.

  1. Social Intelligence

It means the ability of an individual to react to social situations of daily life. Adequate adjustment in social situations is the index of social intelligence. Persons having this type of intelligence know the art of winning friends and influencing them. Leaders, ministers, members of diplomatic sources and social workers have it.

Thus we see the nature of intelligence as the ability for adjustment to environment, ability to perceive relationship between various objects and methods, ability to solve problems, ability to think independently, ability to learn maximum in minimum period of time, ability to benefit from one’s own experience and the experience of others.

Therefore, intelligence is an inborn ability of an individual, the distribution of intelligence is not equal among all human beings. There is wide individual difference that exists among individuals with regard to intelligence.

Characteristics of Intelligence

The main features of Intelligence are the following:

  • Intelligence is an innate natural endowment of the child.
  • It helps the child in maximum learning in minimum period of time.
  • The child is able to foresee the future and plan accordingly.
  • The child is able to take advantage of his previous experiences.
  • The child faces the future with compliance.
  • He develops a sense of discrimination between right or wrong.
  • The developmental period of intelligence is from birth to adolescence.
  • There is a minor difference in the development of intelligence between boys and girls.
  • There are individual differences with regard to the intelligence between boys and girls.
  • Intelligence is mostly determined by heredity but a suitable environment necessary to improve it.

Types of Intelligence

  1. Naturalist Intelligence

Naturalist intelligence designates the human ability to discriminate among living things (plants, animals) as well as sensitivity to other features of the natural world (clouds, rock configurations). This ability was clearly of value in our evolutionary past as hunters, gatherers, and farmers; it continues to be central in such roles as botanist or chef. It is also speculated that much of our consumer society exploits the naturalist intelligences, which can be mobilized in the discrimination among cars, sneakers, kinds of makeup, and the like.

  1. Musical Intelligence

Musical intelligence is the capacity to discern pitch, rhythm, timbre, and tone. This intelligence enables us to recognize, create, reproduce, and reflect on music, as demonstrated by composers, conductors, musicians, vocalist, and sensitive listeners. Interestingly, there is often an affective connection between music and the emotions; and mathematical and musical intelligences may share common thinking processes. Young adults with this kind of intelligence are usually singing or drumming to themselves. They are usually quite aware of sounds others may miss.

  1. Logical-Mathematical Intelligence

Logical-mathematical intelligence is the ability to calculate, quantify, consider propositions and hypotheses, and carry out complete mathematical operations. It enables us to perceive relationships and connections and to use abstract, symbolic thought; sequential reasoning skills; and inductive and deductive thinking patterns. Logical intelligence is usually well developed in mathematicians, scientists, and detectives. Young adults with lots of logical intelligence are interested in patterns, categories, and relationships. They are drawn to arithmetic problems, strategy games and experiments.

  1. Existential Intelligence

Sensitivity and capacity to tackle deep questions about human existence, such as the meaning of life, why we die, and how did we get here.

  1. Interpersonal Intelligence

Interpersonal intelligence is the ability to understand and interact effectively with others. It involves effective verbal and nonverbal communication, the ability to note distinctions among others, sensitivity to the moods and temperaments of others, and the ability to entertain multiple perspectives. Teachers, social workers, actors, and politicians all exhibit interpersonal intelligence. Young adults with this kind of intelligence are leaders among their peers, are good at communicating, and seem to understand others’ feelings and motives.

  1. Bodily-Kinesthetic Intelligence

Bodily kinesthetic intelligence is the capacity to manipulate objects and use a variety of physical skills. This intelligence also involves a sense of timing and the perfection of skills through mind–body union. Athletes, dancers, surgeons, and crafts people exhibit well-developed bodily kinesthetic intelligence.

  1. Linguistic Intelligence

Linguistic intelligence is the ability to think in words and to use language to express and appreciate complex meanings. Linguistic intelligence allows us to understand the order and meaning of words and to apply meta-linguistic skills to reflect on our use of language. Linguistic intelligence is the most widely shared human competence and is evident in poets, novelists, journalists, and effective public speakers. Young adults with this kind of intelligence enjoy writing, reading, telling stories or doing crossword puzzles.

  1. Intra-personal Intelligence

Intra-personal intelligence is the capacity to understand oneself and one’s thoughts and feelings, and to use such knowledge in planning and directioning one’s life. Intra-personal intelligence involves not only an appreciation of the self, but also of the human condition. It is evident in psychologist, spiritual leaders, and philosophers. These young adults may be shy. They are very aware of their own feelings and are self-motivated.

  1. Spatial Intelligence

Spatial intelligence is the ability to think in three dimensions. Core capacities include mental imagery, spatial reasoning, image manipulation, graphic and artistic skills, and an active imagination. Sailors, pilots, sculptors, painters, and architects all exhibit spatial intelligence. Young adults with this kind of intelligence may be fascinated with mazes or jigsaw puzzles, or spend free time drawing or daydreaming.

Perception Meaning and Features

“Perception is the process through which the information from outside environment is selected, received, organized and interpreted to make it meaningful to you. This input of meaningful information results in decisions and actions.”

A few definitions of perception as given by different authors are as explained below:

“Perception may be defined as a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.”

According to Joseph Reitz, “Perception includes all those processes by which an individual receives information about his environment seeing, hearing, feeling, tasting and smelling. The study of these perpetual processes shows that their functioning is affected by three classes of variables—the objects or events being perceived, the environment in which perception occurs and the individual doing the perceiving.”

In simple words we can say that perception is the act of seeing what is there to be seen. But what is seen is influenced by the perceiver, the object and its environment. The meaning of perception emphasises all these three points.

Features of Perception

(i) Perception is very important in understanding the human behaviour, because every person perceives the world and approaches the life problems differently- Whatever we see or feel is not necessarily the same as it really is. It is because what we hear is not what is really said, but what we perceive as being said. When we buy something, it is not because it is the best, but because we take it to be the best. Thus, it is because of perception, we can find out why one individual finds a job satisfying while another one may not be satisfied with it.

(ii) If people behave on the basis of their perception, we can predict their behaviour in the changed circumstances by understanding their present perception of the environment. One person may be viewing the facts in one way which may be different from the facts as seen by another viewer.

(iii) With the help of perception, the needs of various people can be determined, because people’s perception is influenced by their needs. Like the mirrors at an amusement park, they distort the world in relation to their tensions.

(iv) Perception is very important for the manager who wants to avoid making errors when dealing with people and events in the work setting. This problem is made more complicated by the fact that different people perceive the same situation differently. In order to deal with the subordinates effectively, the managers must understand their perceptions properly.

Thus, for understanding the human behaviour, it is very important to understand their perception, that is, how they perceive the different situations. People’s behaviour is based on their perceptions of what reality is, not on reality itself. The world as it is perceived is the world that is important for understanding the human behaviour.

Factor Influencing Individual Perception

Perception is the process by which individuals interpret and make sense of sensory information from their environment. It involves selecting, organizing, and interpreting stimuli to form meaningful experiences. Perception is subjective, influenced by factors like past experiences, emotions, expectations, and cultural background. Each person’s unique perceptions shape their understanding and reactions to the world, affecting decisions, behaviors, and interactions. The concept highlights how people perceive reality differently, even when exposed to the same situation or information.

Factor Influencing Individual Perception

  • Past Experiences:

Past experiences shape perception by providing a framework for interpreting new information. Positive or negative encounters with certain situations, people, or events can influence how we perceive similar situations in the future. For instance, a person who has been repeatedly disappointed by a particular brand may perceive future interactions with that brand negatively.

  • Cultural Background:

Culture plays a crucial role in shaping perception by influencing values, norms, and behaviors. Cultural differences affect how individuals interpret social cues, customs, and communication styles, leading to diverse perceptions. For example, people from collectivist cultures may emphasize group harmony over individual achievement, influencing their perception of success.

  • Expectations:

Our expectations shape how we perceive situations. When we expect a particular outcome, we are more likely to interpret events in a way that confirms those expectations, a phenomenon known as the expectancy effect. For example, expecting a product to be of high quality may lead to a more favorable perception, even if it doesn’t meet objective standards.

  • Emotions:

Emotions strongly influence perception. A person in a good mood may perceive a neutral situation as more positive, while someone feeling anxious or angry may interpret the same situation negatively. For instance, someone feeling stressed may perceive a colleague’s neutral comment as a criticism, skewing their perception of the interaction.

  • Motivation:

Motivation drives the focus of perception. People tend to perceive objects or events that align with their personal goals and desires more clearly. For example, a hungry person may be more attuned to food-related cues in their environment, while someone focused on career success may notice job-related opportunities more easily.

  • Social Factors:

Social influences, such as the presence of others, group norms, and social roles, impact perception. People tend to conform to social expectations, which can alter how they perceive behaviors and situations. For example, peer pressure in a group may lead an individual to perceive a behavior as acceptable, even if they personally disagree.

  • Physical Factors:

Physical factors, such as lighting, temperature, and surroundings, can influence perception. A dimly lit room may make people feel more relaxed, while a brightly lit environment may make them more alert. Similarly, extreme heat or cold can influence mood and, in turn, perception, altering how we interpret interactions or events.

  • Perceptual Set:

Perceptual set is a mental predisposition to perceive something in a particular way based on previous experiences, expectations, or cultural influences. This cognitive bias can cause individuals to overlook information that contradicts their beliefs or to interpret ambiguous stimuli in ways that align with their preconceived notions.

  • Attitude:

A person’s attitude—whether positive, negative, or neutral—affects how they perceive people and situations. A positive attitude may lead to more favorable perceptions, while a negative attitude can result in biased or distorted views. For instance, someone with a positive attitude toward a colleague may perceive their actions more kindly than someone with a negative attitude.

  • Selective Perception:

Selective perception refers to the tendency to notice and interpret information that confirms one’s preexisting beliefs, while disregarding information that contradicts them. People often focus on specific aspects of a situation that align with their attitudes or interests, leading to a skewed or biased perception of reality.

  • Age:

Age influences perception, as older individuals may interpret events and information differently than younger ones due to differences in life experience, cognitive processing, and social roles. Older adults may focus more on past experiences, while younger people might be more adaptable to new information or technologies, affecting their perception of various situations.

  • Context:

The context in which an event or object is perceived significantly affects how it is interpreted. People’s perceptions can change based on the surrounding circumstances, such as the environment, time, or social setting. For instance, a joke that may seem funny in a casual setting could be perceived as inappropriate in a formal context, altering the interpretation.

Effects of Perceptual Error in Managerial Decision Making at Work Place

Perceptual errors occur when individuals misinterpret information, people, or situations due to biases, limited information, or faulty judgment. In organizations, such errors can affect decision-making, teamwork, and evaluations. Common perceptual errors include stereotyping (judging someone based on group characteristics), halo effect (forming an overall impression from one trait), selective perception (focusing only on information that supports existing views), projection (attributing one’s own feelings to others), and contrast effect (evaluating someone in comparison with others rather than on merit). These errors can lead to unfair appraisals, poor communication, and conflicts in the workplace. Managers must be aware of perceptual biases to make objective decisions, promote fairness, and build stronger organizational relationships.

Types of Perceptual Errors:

  • Stereotyping

Stereotyping occurs when individuals judge others based on their membership in a particular group rather than personal characteristics. For example, assuming older employees resist technology or that young employees lack maturity. Such generalizations ignore individuality and lead to biased judgments. In organizations, stereotyping can negatively influence recruitment, promotions, and performance evaluations, resulting in discrimination and reduced morale. While it simplifies information processing, it distorts reality and creates unfair treatment. Managers must avoid relying on stereotypes and instead assess employees on actual performance and capabilities. Promoting diversity awareness and unbiased evaluation helps reduce stereotyping in the workplace.

  • Halo Effect

The halo effect happens when one positive trait of a person influences the overall perception of them. For example, if an employee is punctual, a manager might assume they are also hardworking, reliable, and productive, even without evidence. This bias often leads to inaccurate appraisals and overlooks weaknesses. Similarly, the reverse—called the “horn effect”—occurs when one negative trait dominates judgment. The halo effect affects promotions, rewards, and recognition by exaggerating certain qualities. In organizations, it reduces objectivity in evaluations. Managers must use structured performance criteria to ensure fairness and minimize the influence of single traits on overall judgment.

  • Selective Perception

Selective perception occurs when individuals interpret information based on their existing beliefs, values, or attitudes, ignoring information that contradicts them. For example, a manager who believes a specific employee is lazy may notice only mistakes while overlooking achievements. This error leads to biased decision-making and unfair evaluations. In organizations, selective perception can create misunderstandings, reinforce stereotypes, and prevent innovation. It causes individuals to see what they expect rather than what actually exists. Managers should encourage open communication, objective evidence-based decisions, and multiple perspectives to reduce selective perception and ensure fair treatment of employees and situations.

  • Projection

Projection refers to attributing one’s own feelings, motives, or attitudes to others. For example, a manager who values ambition may assume all employees are equally driven, or an insecure leader may think others doubt their capabilities. This error distorts reality and results in misjudgments about others’ behaviour and intentions. In organizations, projection can create unrealistic expectations, miscommunication, and conflicts. Employees may feel misunderstood or pressured to meet assumptions they do not hold. To overcome projection, managers must recognize personal biases, practice empathy, and evaluate employees based on actual behaviour rather than projecting their own thoughts and feelings.

  • Contrast Effect

The contrast effect occurs when individuals are evaluated by comparison with others rather than on their own merits. For example, a moderately performing employee may seem outstanding if compared to poor performers, but below average if compared to exceptional ones. This error skews performance evaluations, recruitment decisions, and promotions. It unfairly rewards or penalizes employees based on context instead of actual ability. In organizations, the contrast effect leads to inconsistency and dissatisfaction among employees. To minimize it, managers should use absolute standards and clear criteria for evaluation rather than relying on comparisons between individuals.

Effects of Perceptual Error in Managerial Decision Making at Work Place:

  • Biased Recruitment and Selection

Perceptual errors often lead to biased hiring decisions. For example, stereotyping may cause managers to prefer candidates from certain backgrounds, while the halo effect may result in overvaluing one positive trait, such as communication skills, over overall competency. Such errors can result in overlooking more qualified applicants, reducing workforce diversity, and lowering organizational efficiency. Poor hiring choices increase training costs, turnover, and dissatisfaction. To avoid this, managers must use structured interviews, standardized assessment tools, and multiple evaluators to ensure fairness and objectivity during recruitment and selection processes.

  • Inaccurate Performance Appraisal

Perceptual errors strongly affect performance evaluations. Managers may rely on selective perception, noticing only behaviours that confirm their beliefs, or the contrast effect, judging employees against one another rather than actual standards. This leads to unfair ratings, where hardworking employees may be undervalued while others are overrated. Such biased appraisals reduce employee motivation, trust, and morale, causing dissatisfaction and disengagement. In the long run, they undermine organizational justice and performance. Managers must rely on measurable performance indicators, consistent criteria, and multi-source feedback (such as 360-degree appraisals) to reduce errors and maintain fairness in evaluation processes.

  • Poor Communication and Misunderstanding

Perceptual errors can distort workplace communication. For instance, projection may cause managers to assume employees share the same goals or motivations, leading to unrealistic expectations. Similarly, selective perception may result in ignoring valuable employee input that contradicts managerial views. These distortions cause misunderstandings, misinterpretation of instructions, and reduced collaboration. Employees may feel unheard or misjudged, lowering trust and openness in communication. Such errors hinder teamwork and effective decision-making, reducing organizational performance. Managers can avoid this by practicing active listening, clarifying assumptions, and encouraging feedback to ensure messages are interpreted correctly and all perspectives are considered.

  • Conflict and Employee Dissatisfaction

Perceptual errors contribute to workplace conflict and dissatisfaction. For example, stereotyping may foster discrimination, while the halo or horn effect may lead to perceptions of favoritism in appraisals or promotions. These errors create resentment, reduce morale, and weaken trust in management. Employees who feel unfairly treated may disengage, resist cooperation, or even leave the organization. Conflicts arising from misjudgments also consume managerial time and resources. To minimize these effects, managers must ensure transparency, adopt fair evaluation systems, and implement diversity and inclusion initiatives. This builds trust, reduces conflict, and fosters a healthier work environment.

Group Behaviour

Individuals form groups. They live in groups. They move in groups. They work in groups. Groups are important. They influence work and work behaviour. They cannot be ignored. They exert significant influence on the organization. They are inseparable from organization. They are useful for the organization. They form foundation of human resources. The study of group behaviour is important. Individual and group behaviour differs from each other. Group behaviour affects productivity.

The importance of group behaviour has been realized from time to time. Elton Mayo and his associates way back in 1920 conducted the famous Hawthorne experiments and came to know that the group behaviour have major impact on productivity.

Human resources comprise individuals and individuals move in groups. Every manager must possess the knowledge of group behaviour along with individual behaviour. He must understand group psychology. He should understand individual behaviour in the context of group behaviour. Individual behaviour is influenced by the group behaviour.

An individual’s work, job satisfaction and effective performance is influenced by the group in which he moves. At lower level of the organization it is the small groups of employees work as a team. They have the responsibility to finish a task assigned to them within a stipulated period of time.

If they come across a problem they tackle it by themselves. They get guidance from senior fellow workers in solving the problem and accomplishing it. It is needless to say that groups are important in employee’s life. They spend increasing proportion of time with the group at workplace.

M.E. Shaw defined a group “as two or more people who interact and influence one another.” Viewers in a theatre, passengers in a train are not a group unless they interact for long and exert some influence on each other. Such people’s gatherings are referred to as collection.

They interact at a very low level nor they get influenced with each other but enjoy being in collection. The collection of people may get-converted into a group temporarily if they are caught up in a dangerous situation like fire, robbery etc. They will come over a problem fighting as a group unitedly.

Reasons for Group

Man is a social animal and he lives in groups, he moves in groups. So, group is inherent to human beings.

Following are the few reasons why group is essential:

  1. Management of modern organizations is making concerted efforts to introduce industrial democracy at workplace. They are using task force, project teams, work committees where workers get due representation. They participate very often in decision-making. This takes place in groups.
  2. The tasks in modern industries are becoming more complex, tedious and monotonous. To change these conditions and make the environment at workplace more lively, work committees and work groups and teams are formed to monitor the work and change.
  3. To make participative management more effective and relieve executives of petty responsibilities employees are given these responsibilities to carry on successfully and effectively. Group of employees are also given joint responsibility to carry on the work.
  4. Groups of all kinds and types are used by inviting their cooperation in all matters related to production as well as with human relations to make the organization effective.
  5. There are several works which an individual cannot perform. To complete such tasks, group efforts are required for its completion, e.g. building of a ship, making of a movie, construction of a fly-over, a complex etc.

All these require coordinated and unified efforts of many individuals i.e. groups. A group can do the work which cannot be performed by an individual or beyond his capabilities.

  1. A group can make better judgment as compared to an individual.
  2. While accomplishing tasks group can use creative instinct and innovative ideas than a single individual.
  3. When group is working, all the benefits of division of labour accrue.
  4. Individuals in a group communicate with each other and discuss work performance and suggestions to make it better and excellent.
  5. Group efforts substantially affect individual, his attitude and behaviour.
  6. Group has the ability to satisfy the needs of its members. In a group an individual member feels secured and he can directly get technical and work related assistance. They also get special support when they are emotionally depressed.

Types of Groups

Groups can be classified in many different ways on various bases.

Following are the basic groups

  1. Formal Groups

Formal groups are created as part of organization structure to accomplish organizational tasks. A work group in a plant is the example of formal group. They are bound by hierarchical authority in the organization. They have to follow rules, regulation and policy of the organization. These groups are required by the system. The organization provides a system of rules and regulation for attaining organizational objectives.

According to A.L. Stencombe, “a formal group is said to be any social arrangement in which the activities of some persons are planned by others to achieve a common purpose”.

Formal groups help in achieving goals without any difficulty. They facilitate coordination of activities and help in forming logical relationship among people and positions. They create group unity. Leonard R Sayles has subdivided formal group into command group and task group.

(a) Command Group: Command group consists of subordinates who are directly responsible to a supervisor. Command groups are structured by the organisation. The subordinates working in enforcement department of a town planning authority are reporting to and directly responsible to the enforcement officer. This group is responsible for removal of encroachment on public land. There is a specific department established for the purpose and is busy throughout with its activities.

(b) Task Group: Task group is formed to complete a project. This type of group is also known as task force. The job of the group is to complete the task within allotted time period. If one task is completed they are allotted new task to work with. Project teams, quality circles, audit teams are the examples of task group.

  1. Informal Groups

Informal groups exist within the formal organizations and arise because of individuals’ social needs and desire to develop and maintain relations with people. Working at a plant or office leads to formation of informal groups. They work together and this leads to their interaction. Through interaction groups are formed. These groups are spontaneous and emotional. Keith Davis has defined informal group as, “the network of persons and social relations which is not established or required for formal organization.”

These are the groups formed by the employees themselves at the workplace while working together. The organization has not taken any active interest in their formation. According to M. Dalton, “informal groups are cliques.” Cliques are a group of people of different organization levels coming together with a common interest. Cliques are horizontal, vertical, and random. Horizontal Cliques comprise people from the same rank and work area. Vertical Cliques consist of people of different organization levels. Random Cliques are made up of employees from both horizontal and vertical lines coming together with a common interest.

Informal groups are very effective and powerful. Some managers view them harmful and disruptive to the interest of the organization. They suspect their integrity and consider as a virtual threat. Some managers seek their help in getting the task completed quickly. They do not consider them as threat. The strength of these informal groups can be utilized for accomplishment of organisational objectives.

Informal groups are of following types:

(a) Interest Group: A group of employees coming together for attaining a common purpose. Employees coming together for payment of bonus increase in salary, medical benefits and other facilities are the examples of interest group. The people with common interest come together.

(b) Membership Group: A group of persons belonging to the same profession knowing each other e.g. teachers of the same faculty in the university.

(c) Friendship Group: A group outside the plant or office, having similar views, tastes, opinions, belonging to same age group. They form clubs and associations based on the friendship.

(d) Reference Group: It is a primary group where people shape their ideas, beliefs, values etc. They want support from the group. Family is an important reference group. A team of players playing a game is a reference group.

Again according to purposes groups can be classified into the following:

Vocational Groups

Association of the same vocation e.g.: Class I officers association, teachers association etc.

Instructional Groups

The people who have enrolled themselves for the same course e.g. students doing M. Tech in the same subject

Government Group

Association formed for the governing e.g. municipal council, management board.

Religious Group

People belonging to same religion coming together and forming a group.

Recreational Group

Group formed with a purpose of recreation e.g. football club, cricket club etc…

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