Disclosure to Promote the Right To Information

Whereas the Parliament of India has set out to provide a practical regime of right to information for citizens to secure access to information under the control of public authorities, in order to promote transparency and accountability in the working of every public authority, and whereas the attached publication of the Bureau of Indian Standards is of particular interest to the public, particularly disadvantaged communities and those engaged in the pursuit of education and knowledge, the attached public safety standard is made available to promote the timely dissemination of this information in an accurate manner to the public.

इंटरनेट मानक

“!ान $ एक न' भारत का +नम-ण”Satyanarayan Gangaram Pitroda

“Invent a New India Using Knowledge”

“प0रा1 को छोड न' 5 तरफ”Jawaharlal Nehru

“Step Out From the Old to the New”

“जान1 का अ+धकार, जी1 का अ+धकार”Mazdoor Kisan Shakti Sangathan

“The Right to Information, The Right to Live”

“!ान एक ऐसा खजाना > जो कभी च0राया नहB जा सकता है”Bhartṛhari—Nītiśatakam

“Knowledge is such a treasure which cannot be stolen”

“Invent a New India Using Knowledge”

है”ह”ह

IS 15198 (2002): Glossary of Terms in Human ResourceDevelopment [MSD 4: Management and Productivity]

IS 15198:2002

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Indian Standard

GLOSSARY OF TERMS IN HUMANRESOURCE DEVELOPMENT

Ics 01.040.03; 03.100.30

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0 BIS 2002

BUREAU OF INDIAN STANDARDSMANAK BHAVAN, 9 BAHADUR SHAH ZAFAR MARG

NEW DELHI 110002

August 2002 Price Group 6

Management and Productivity Sectional Committee, MSD 4

FOREWORD

This Indian Standard was adopted by the Bureau of Indian Standards, after the draft finalized by the Managementand Productivity Sectional Committee had been approved by the Management and Systems Division Counci 1.

Human Resource Development (HRD) is part of Human Resource Management (HRM) function of anorganization, focused at development of employees through a wide range of interventions including Recruitment,Training, Career Planning, Job Enrichment, Job Rotation, Job Enlargement, Competence Building — Knowledge,Skills and Attitudes, Organizational Behaviour — Communication, Team BuiIding, Interpersonal Relations,Performance Management including Reward and Recognition. HRD focuses on enhancing employee capacity,better quality of work life and achievement of organizational goals and objectives through increased organizationaleffectiveness.

The composition of the Committee responsible for formulation of this standard is given in Annex A.

This standard has been prepared for the guidance of all organizations to assist them in the correct interpretationof terms used in HOman Resource Development. It is hoped that this glossary of terms will help in establishinga generally recognized usage and eliminate ambiguity and confusion that might arise from individualinterpretation of terms. This standard is intended mainly to cover definitions of terms relating to human resourcedevelopment, and it does not necessarily include all the legal meanings of the terms.

IS 15198:2002

Indian Standard

GLOSSARY OF TERMS IN I-K.JMANRESOURCE DEVELOPMENT

1 SCOPE

This standard is intended to define and explain theterms commonly used in Human ResourceDevelopment,

2 TERMINOLOGY

2.1 Absenteeism — An employee being away fromwork on a working day or during working hours.

2.2 Accountability — Reportability of the individual,group or organization regarding its function to theauthority.

2.3 Action Learning — A process by whichindividuals take on tasks to act on and change.

2.4 Action Research — It is intervention forachieving better results through experimenting withnew ideas.

2.5 Alienation — A feeling of dejection, loss of asense of identity and detachment.

2.6 Aptitude — Natural orientation to acquire andutilize types of knowledge or skills.

2.7 Aptitude Test — Device to assess a person’saptitude.

2.8 Assertiveness — Ability to express one’s point ofview in a candid manner without evoking negativefeelings in others.

2.9 Assertiveness Training — Learning to beassertive.

2.10 Attitude — A state of mind related to feeling,thinking or behaviour of an individual.

2.11 Audio-visual Aids — A tool for training throughthe use of sound and picture.

NOTE — Audio-visual aids include overhead projector (OHP),computers, etc.

2.12 Authority — The power formally vested in aperson by an organization to make decisions.

2.13 Autonomy — Freedom to make certain decisionsand act without reference to higher authority.

2.14 Behaviour — Manifestation of feeling, attitudeand values through written, verbal or body language.

2.15 Body Language — A form of non-verbalcommunication based on body movementi expression/gestures.

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2.16 Brainstorming — A group process forencouraging uninhibited generation of ideascommonly used in real problem solving situations.

2.17 Business Game — A technique based onsimulation of real life business situations havingmultiple applications.

2.18 Career Planning — A conscious and plannedprocess for the development of employees of anorganization with a view to utilize their full potential.

2.19 Case Study — A method to study, contemplateand discuss a real life business situation to define vitalquestions that need to be answered in a given situation.

2.20 Change — In the context of HRD, this termapplies to forces that bring in dynamic effects inorganizations such as attitudinal change andbehavioral change.

NOTES

1Aftirudirrulchange — Change in employee’s thoughts, feelingsand values.

2 Behavioral change — Manifestation of change in feelings,thoughts and values of employee (s) through written, verbal mbody language.

2.21 Change Agent — A person or group, whichinitiates or facilitates, desired changes in theorganization.

2.22 Coaching — A planned process aiming atimproving on employee’s capabilities throughinstructions and evaluations.

2.23 Collective Bargaining — A process ofnegotiation and joint discussion between authorizedrepresentative of management and trade union relatedto conditions of service.

2.24 Commitment — A sense of obligation anddedication of an employee towards an organization.

2.25 Communication — Transference andunderstanding of ideas, information and opinion.

a)

b)

c)

Formal communication — Communicationcarried out through prescribed channels.

Informal communication — Communicationarising out of personal relationship betweentwo or more people.

Vertical channel of communication — Anupward or downward communicationbetween different hierarchy of employees inan organization.

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d) Upward channel of communication —Communication from subordinate to superiorin an organization.

e] Downward channel of communication —Communication from superior to subordinatein an organization.

Q Horizontal channel of communication —Communication between people holdingsame or similar position in an organization.

2.26 Competence — Demonstrated ability to applyknowledge and skills.

2.27 Competition — A situation where an individualor a group of people strive to do better than others.

2.28 Conflict — Disagreement or diverse opinionsdue to factors related to resources, ideology,philosophy,psychology; may be with others or withinoneself.

2.29 Conflict Management — A process ofunderstanding and resolving the conflict.

2.30 Consultation — A process of seekinginformation, opinion and viewpoint.

2.31 Controlling — A process of measuring andcorrecting the deviation from expected workperformance and behaviour.

2.32 Cooperation — Individual or group efforts,concerns and attitudes towards meeting organizationalobjectives.

2.33 Coordination — It is process of integration ofefforts of individuals to achieve organizational goals.

2.34 Core Values — Basic values of an individual/institution which are uncompromising in nature anddo not change frequently.

2.35 Corporate Culture — It is a sum total of values,beliefs, attitudes shared by people working in anorgan ization.

2.36 Corporate Strategy — A plan of action by anorganization to meet the challenges keeping in mindits inherent strength and weaknesses and likelyopportunities and threat to achieve corporateobjectives.

2.37 Corporate Values — The philosophical andethical values, beliefs, attitudes and standardsexplicitly and implicitly shared and adhered to by thecompany personnel for achieving organizationalobjectives and mission.

2.38 Counseling — Face-to-face facilitation processwith a view to increasing self-awareness and decidinghow to improve. The principles followed in counselingare rapport building, empathy, objectivity, listenin-g,

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confidentiality, self-judgement and self-determination. \i..

2.39 Creativity — Ability to generate new and usefulideas. !

2.40 Credibility — Dependability/trust of anindividual/institution.

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2.41 Credibility Gap..

— Variance in the degree of

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trust and understanding between two or more t

individuals/institutions. Jf

2.42 Decision Making — A process of choosing outof the given alternatives, the one whkh gives optimumresults based on wisdom, intelligence and availableinformation.

2.43 Refreezing — A process of preparing anindividual or a group to shed preconceived notionsand inhibitions to receive HR interventions.

2.44 Delegation — A process of giving authority andpower in an organization.

2.45 Delphie Technique — Consensus of group ofexperts from within and outside, based on subjectiveand objective results.

2.46 Development — A process for improvingcompetency and capacity of employees in anorganization.

2.47 Disciplinary Action — A process of takingdepartmental action against an employee forcommitting an alleged act of misconduct.

2.48 Discussion Method — A training method inwhich learning takes place through informationsharing and debate.

2.49 Down Sizing — Planned reduction in manpower.

2.50 Ego — An individual’s self-perception.

2.51 Ego State — A state of mind of an individual’sself-perception. In transactional analysis there arethree ego states, namely, parent, adult and child.

2.52 Emotion — A type of behaviour exhibiting onesfeelings.

2.53 Employee Participation — Involvingemployees

in activities of organization and decision makingprocess.

2.54 Employer-Employee Relations — Aharmonious relationship between the employer/management and the workforce of the organizationbased on shared responsibility.

2.55 Employee Satisfaction — A sense ofcontentment among the employees in relation to theirexpectation from the organization.

2.56 Employees Productivity — Making one’s best

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efforts in performing the assigned tasks.

2.57 Evaluation of Training — Assessing the impactof training in relation to the defined objectives.

2.58 Executive Development — A conscious andplanned process of preparing executive for takinghigher responsibilities.

2.59 Exit Interviews — A method of obtainingfeedback from an employee Ieaving the organizationin order to improve organizational effectiveness.

2.60 Employee’s Expectancy — A level of employeesdesire from the job.

2.61 Expectation — The degree of responsibilityanticipated from others.

2.62 Experiential Method — A learning process intraining by sharing work experience.

2.63 Faculty — In the context of HRD, this term refersto members involved in the process of impartingtraining.

2.64 Feedback — Process of obtaining informationabout various systems in order to evaluate theiroperation and make corrections whenever necessary.

2.65 Fish Bowl Method — A syndicate method inwhich a small group consisting of a person each drawnfrom other groups, consider problems and makedecisions while the other participants of the groupsact as observers.

2.66 Frustration — A negative state of mind of anindividual/group bringing dejection and alienation.

2.67 Goal — A description of a condition which willexist as the desired result of an action plan.

2.68 Goal Setting — A process of establishing goalsto be achieved in a specified time with specified,resources.

2.69 Grapevine — An informal channel ofcommunication based on hearsay information.

2.70 Grievance — A complaint relating to work orenvironment.

2.71 Grievance Redressal — A process of resolvingthe grievance (s) of an employee (s).

2.72 Group — Collection of a number of individualsfor achieving common objective by sharing commonnorms and depending on each other.

a)

b)

Formal group — A group of people havingstructured relationship, well defined tasks andsharing common norms to achieve commonobjectives.

Informal group — A collection of two or more

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people having no predetermined roles andrelations but sharing common object ives.

2.73 Group Discussion — A process where numberof individuals having common norms deliberate onsome identified issues to bring about a commonconsensus.

2.74 Group Dynamics — Forces operating in a groupwhich influences its behaviour.

2.75 Guidance — Method of improvement of anemployee by giving direction.

2.76 Hierarchy — Structure with different verticallevels having a clear line of authority.

2.77 Human Resource Accounting (HR Accounting)— A means of accounting for people as anorganizational resource and a measure of cost incurredtowards recruitment, selection, training anddevelopment of human assets.

2.78 Human Resource Audit (HR Audit) — Amethod of assessing the contribution of humanresource to an organization and their weakness toachieve organization objective.

2.79 Human Resource Information System (HRInformation System) — A periodic communicationof future plans, changes in HR policies/practices ofthe organization to all concerned.

2.80 Human Resource Utilization (HR Utilization)— Effective deployment of human resource forachieving the organization’s objectives.

2.81 Human Resource Development (HRD) — Acontinuous process to upgrade and developinformation, knowledge, skill, behaviour, performanceand potential of employees.

2.82 Human Relations — Understanding, trust andinteraction between two or more people.

2.83 Human Excellence — A sense of achievementor actual achievement of the employees to contributethe best of their potential to organization.

2.84 Human Value System — A set of shared valuespromoting trust and understanding among employees.

2.85 Hygiene Factor — Those working conditionsand conditions of work which may lead a person to astage of no dissatisfaction from a stage ofdissatisfaction.

2.86 In-basket Game — A form of training whichattempts to simulate the working situation by settingthe trainees realistic tasks with a view to developcapabilities.

2.87 Incident Method —A varjation of the case study

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in which a small team or group analyze the case to 2.104 Job Enrichment —A process of motivatingreveal the critical facts. employees by providing additional responsibi 1ities so

2.88 Induction — A process of interaction between aas to make the job more rewarding and satisfying.

newly appointed employee and the organization with 2.105 Job Evaluation — A process of determininga view to facilitating adjustment in the organization. the relative economic worth of jobs.

2.89 Induction Plan — Systematic exposure of a newentrant to various aspects of an organization.

2.90 Industrial Relations — Relations betweenemployer and employee and different sets of people inan industry.

2.91 Information Sharing — A process of impartingand sharing information relating to plans, changesand other organization related activities withemployees.

2.92 Innovation — A process of finding out new anddesirable methods, procedures and other aspects forthe betterment of the organization.

2.93 Institution Building — A long-term strategy forthe development of an organization with activeinvolvement and participation of all its members.

2.94 Integration — Harmonization of activities andsynthesis of views, ideas and beliefs.

2.95 Inter-union Rivalry — Conflicts and differencesexisting between two or more trade unions.

2.96 Interpersonal Competence — Knowledge andskill to understand relations and successfully resolvedisputes between individuals and group.

2.97 Interpersonal Relations — Interaction betweentwo or more people.

2.98 Interview Method — A process of seekinginformation through face-to-face interaction. In thecontext of HRD, generally used for recruitment andpromotion.

2.99 Intra-union Rivalry — Conflicts and differencesexisting within the same trade union.

2.100 Job — All the work carried out by a worker ora group of workers in the completion of their prescribedduties and grouped together under one title ordefinition.

2.101 Job Analysis — The process of determiningand recording pertinent information relating to thenature of a specific job.

2.102 Job Description — A written statementcovering the duties and responsibilities of a job.

2.103 Job Enlargement — Providing variety offunctions to be performed at the same horizontal levelto reduce monotony and broaden the perspective.

2.106 Job Redesign — A process of changing the jobstructure to achieve a new performance objective foroverall improvement in the quality of work.

2.107 Job Rotation — A process of planned transferto a different job to broaden employees exposure andincrease their knowledge and skill.

2.108 Job Satisfaction — Contentment derived fromthe job and the work environment.

2.109 Job Stress — Tension, anxiety relating toperformance of a job.

2.110 Joint Decision Making — A process of makingcollective decision with the employee onorganizational issues and sharing equalresponsibilities for the same.

2.111 Joint Management Council — A participantiveforum for joint decision making at the organizationallevel.

2.112 Leadership — The process of influencingpeople’s behaviour so that they strive willingly andenthusiastically for the attainment of organizationalgoals.

The various styles of leadership are given below:

a) Autocratic — Style of leadership with a highdegree of ego, self-assertion, high concernfor task and low concern for people.

b) Democratic — Participative style ofleadership with equal concern for task as we]ias people.

c) Laizer-faire — Style of leadership with leastinterference with high concern for people andlow concern for work.

2.113 Learning — Enhancement of knowledge, skilland change in behaviour occurring as a resu It oftraining, insight, experience and practice.

NOTE —Cognetic learning is defined as learning through one’sexperience.

2.114 Learning Curve — The curve showingrelationship between training time and theperformance of trainees.

2.115 Learning Environment — A congenialatmosphere in an organization which facilitatesacquisition of knowledge and germination of newideas.

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2.116 Lecture Method — A training methodologygiving theoretical and conceptual input of a subjectby an individual speaking to the trainees.

2.117 Line Function — Activities directly related toachievement of primary objectives of the organization.

2.118 Management by Objectives (MBO) — Aprocess of setting quantifiable time-bound targets andachieving these with willing cooperation of employees.

2.119 Management Development — Planned effortsto improve managerial abilities and effectiveness.

2.120 Management Education — Formal educationin basic principles and practices of management.

2.121 Management Game — A training method inwhich participants group into teams, consider asequence of problems in the form of simulation andmake decisions.

2.122 Management Training — Systematicdevelopment of knowledge, skill and attitude, with aview to enhancing performance and potential ofexecutives.

2.123 Managerial Grid — A model representingdifferent styles of leadership indicating task and peopleorientation.

NOTE — This is sometimes also referred to as leadership grid.

2.124 Manpower Planning — To forecast and assess,both qualitative and quantitative, needs of humanresource in an organization.

2.125 Mentoring — A process of inducting a newemployee in the work culture of an organization underthe supervision and guidance of an experienced senior.

2.126 Method Improvement — A scientific analysisof existing work procedure with a view to find out themost economical and effective way of doing a work.

2.127 Method Study — A systematic recording andcritical examination of existing and proposed ways ofdoing work, as a means of developing and applyingeasier and more effective methods and reducing costs.

2,128 Mission — A broad policy statement forfulfillment of the declared objectives of theorganization.

2.129 Morale — State of mind of employees reflectinglevel of enthusiasm, satisfaction and willingness towork together.

2.130 Motivation — An urge/drive of an individualto put one’s best to accomplish organizational goalsand objectives.

a) Extrinsic motivation — Motivation createdthrough external rewards.

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b) Intrinsic motivation — Motivation createdthrough internal rewards.

2.131 Need — An urge to acquire and use any goodsor services.

2.132 Negative Reinforcement — It is an externaland undesirable behavioral motivation which anindividual gets from the organizational environment.

2.133 Negotiation — A process of joint discussionbetween union and management or employees andemployer to share the fruits of the organization andfor achieving industrial harmony.

2.134 Occupational Health Programme —Preventive medical measures for keeping employeesin sound health.

2.135 Organization — A collective human endeavourto accomplish common objectives through definedroles and relationships.

a)

b)

c)

d)

Formal organization — A structuredorganization with established chain ofcommand and roles assigned to individuals.

Informal organization — An unstructuredorganization without established chain ofcommand and assigned roles or where normsare decided by the members themselves.

Flat organization — An organ izat iona Istructure with least possibl~ number ofhierarchy.

Matrix organization — An organizationa Istructure wherein a set of individuals isaccountable to two or more people.

2.136 Organization Hierarchy — [t is a structuredvertical relationship between people having assignedrole and working for achievement of organizationalgoals.

2.137 Organizational Climate — A sum total ofphysical and psychological environment of anorganization.

2.138 Organizational Development — It is asystematic, integrated and planned intervention toimprove organizational effectiveness.

2.139 Organizational Structure — An organ izat ionclarifying the relationship among the people, their roleand organizational goals.

2.140 Participation — Involvement of employees inorganizational activities.

2.141 Participative Forum — Formal and informalforums providing opportunities for interaction andinvolvement of employees.

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2.142 Participative Management — A style ofmanagement based on involvement of employees invarious activities of the organization.

2.143 Perception — An individual’s sensing,understanding, learning and behaving in a givensituation.

2.144 Performance Appraisal — A systematicevaluation of employees with respect to performanceon the job and his potential for development.

2.145 Performance Counseling — A process ofhelping an employee by a senior in analyzingperformance and other job behaviour in order toincrease effectiveness in the job.

2.146 Personality — Unique combination of physical,human and social qualities of an individual.

2.147 Placement — It is a process of assigning aposition to an individual in an organization accordingto his knowledge and skill, with a view to put the rightperson on the right job.

2.148 Positive Reinforcement — It is an externaland desirable motivation which an individual gets fromthe organizational environment.

2.149 Potential — Capability of an individual or agroup to perform a given job.

2.150 Potential Appraisal — A process of assessmentof the capability and capacity of an employee with aview to assigning higher responsibilities.

NOTE — Potential appraisal is a part of performance appraisal.

2.151 Potential Development — A process ofimparting knowledge, enhancing skill, changingattitude with a view to assigning higher responsibilitiesand duties.

2.152 Power — Ability to influence others’ opinionand behaviour arising out of knowledge, competenceor position.

2.153 Proactive Approach — An anticipatory planof action for the situations likely to arise in future.

2.154 Problem Solving — A process of facilitatingmanagers to diagnose issues and arrive at solutionthereof.

objective activity to find out the extent to whichrequirements related to agreed productivity norms havebeen met.

2.158 Productivity Bargaining — A process ofnegotiation and joint discussion between authorizedrepresentative of management and trade union relatedto productivity norms.

2.159 Programmed Learning — Trainee teachinghimself through a prepared text in stages — masteringone step and then going to other leading to a goal.

2.160 Promotion — A process of placing an employeeon a job carrying higher duties and responsibilities.

2.161 Psychoanalysis — Psychotherapeutic techniquebased on bringing out of unconscious meaning ofwords, actions and mental images.

2.162 Psychometric Test — Psychological testsdesigned using mathematics, for measurement andapplications in psychology particularly mental testing.

2.163 Punishment — Punitive action against anemployee.

2.164 Quality Circle — [t is a small group of peopledoing similar work, meeting voluntarily and regularly,to identify and analyze work-related quality and theirproblems, recommending/implementing theirsolutions themselves.

2.165 Quality of Work Life — Itrelates to factorscontributing to job satisfaction, well being, welfare,productivity and delight of an employee.

2.166 Questionnaire Method — It is a technique ofcollecting information with the help of a structuredquestionnaire seeking written responses from therespondents.

2.167 Reactive Approach — Action taken to dealwith a situation subsequent to the occurrence of theevent.

2.168 Recognized Union — A union which has beengranted formal recognition by the management.

2.169 Recruitment — It is a positive process ofencouraging prospective candidate to apply for a job.

2.155 Productivity — Productivity is the measure of2.170 Redundancy — A superfluous resource; in the

efficiency of utilization of resources. It can becontext of HRD, it refers to surplus manpower.

quantitatively expressed as the ratio of the output in 2.171 Refreezing — A term used in Kurt ‘Lewin’sterms of the goods/services and the input in terms of learning model, refers to the process of consolidationthe resources used. and stabilization of the new knowledge, skills and

2.156 Productivity Agreement — A mutually arrived behaviour styles acquired during a training

consensus through collective bargaining relating to programme.

productivity norms in an organization. 2.172 Registered Union — A union registered under

2.157 Productivity Audits — Systematic and Trade Union Act, 1926.

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2.173 Reinforcement — Refers to conditions whichmay be introduced into learning situations to increasethe probability that a given response will reappear inthe same situation.

2.174 Relaxation — A psychotherapeutic proces”sofgetting rid of stress and strain.

2.175 Responsibility — An obligation to dischargeone’s assigned task in the best possible manner.

2.176 Retirement — Cessation of active service onreaching the age of superannuation.

2.177 Retrenchment — ‘Retrenchment’ means thatthe business itself is being continued but that a portionof the.staff or the labour force is discharged as surplus

2.178 Reward — Appreciation for good work.

2.179 Right Sizing — A planned process ofoptimization of manpower.

2.180 Role — A set of expectations of how theoccupant of a particular position in an organizationought to behave.

2.181 Role Analysis — [t is a process of analyzingthe role to describe and list out various functions andactivities in a job.

2.182 Role Efficacy — It is the effectiveness of anindividual occupying a particular role in anorganization.

2.183 Role Play — It is a training technique in whichtrainees assume an identity other than their own todeal with real or hypothetical situations.

2.184 Selection — A process of choosing the rightperson for the job.

2.185 Self-actualization — A stage of highestmotivation wherein one achieves the highest level ofone’s potential.

2.186 Self-development — A process of growth andlearning for an individual by personal efforts.

2.187 Self-management — A stage in managementwhere one understands one’s responsibilities andconducts accordingly.

2.188 Sensitivity Training/Sensitivity Labi’T Group— Unstructured group training with no agenda orstated goals. It aims at developing sensitivity withinpeople towards thoughts, feelings and behaviour ofother persons and through this, improve upon one’shuman interactions.

2.189 Shop Council — A participative forum todiscuss and solve problems and issues at the shop level.

2.190 Simulation — The training provided in a

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specially created environment which reproducesimportant conditions of the working situation, inwhich formal instruction can be followed and anopportunity given for practicing and applying the skillslearnt in workshop or classroom.

2.191 Skill — Operational competence to perforlm ajob.

2.192 Small Group Activity — A group with a highdegree of cohesiveness, understanding and clarity ofroles with a view to improve or enhance the ability toachieve assigned task.

2.193 Staff Organization — Activities facilitating/supporting the line function.

2.194 Succession Plan — System of replacement athigher managerial levels.

2.195 Suggestion Scheme — A suggestion scheme isa management supported scheme through which theemployees can offer their ideas. voluntarily forrectification of deficiency, improvements leading tobetter method of work andfor financial savings.

2.196 Supervision — A process of over viewing theperformance or conduct of a subordinate.

2.197 Supportive Behaviour — A positive behaviourto encourage an employee to perform and conductbetter with a view to learn and improve.

2.198 SWOT Analysis — Procedure for analyzingstrength, weakness, opportunities and threats of anorganization.

2.199 Syndicate Method — A small group of traineesformed to consider and to report on a question, problemor exercise set as a part of the training course. Theobject of the exercise is t,opromote learning by intra-and inter-group analysis and discussion.

2.200 Transactional Analysis (TA) — Itis a methodof examining communication between two or morepersons in light of their ego states (see also 2.51).

2.201 Target — An identified goal to be achieved byan individual or a group of individuals in a given timeframe.

2.202 Task — A set of jobs which an employeeperforms in any organization.

2.203 Team — A group with a high degree ofcohesiveness, understanding and clarity of rolesworking together to achieve assigned goals.

2.204 Team Building — A process of bringingcohesiveness, understanding and clarity of roles andallowing people to work together to achieve assignedgoals.

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2.205 Team Work — A concerted group effort forachieving organizational goal collectively utilizingindividual’s knowledge, skill, competence andpotential.

2.206 Training Programme — It is a structured setof sessions/modules airned at achieving desiredIearnihg.

2.207 Training Programme Objectives — A set ofmeasurable learning outputs, related to the trainingprogramme.

2.208 Training Program me Session — Specific timeschedule relating to programme content(s).

2.209 Training Programme Module — Anindependent unit(s) of training programme sessionsaimed at achieving training programme objectives.

2.210 Training Programme Content — A set oftopics and issues related to a training programme.

2.211 Training Program me Design — A plannedtraining programme package containing aims,learning objectives, sequencing of contents andmethodology.

2.212 Training Programme Evaluation — Asystematic process of assessing the impact ofprogramme objectives which is carried out during thetraining programme or later on.

2.213 Training Programme Logistics — Asystematic way of providing intlastructure and supportservices for conducting training programme.

2.214 Training Programme Sequencing —Systematic arrangement of training programmesessions in relation to training programme objectives.

2.215 Training Program me Methodology — Theway of imparting learning inputs. Some of the methodsare lectures, discussions, case study, role play, in-basketgame, etc.

2.216 Transcendental Meditation (TM) — It is atechnique of understanding and a process of selfdevelopment by reaching out to one’s subconscious.

2.217 Total Quality Management (TQM) —Management approach of an organization, centeredon quality, based on the participation of all its membersand aiming at improving performance in all aspectsof organization.

2.218 Training Budget — Allocation of funds fortraining activities.

2.219 Training Needs — Assessed trainingrequirements for better performance and developmentof potentials.

2.220 Training Plan — Identification and projectionof the employees’ needs in terms of upgrading theirknowledge, developing skill and modifying attitudeas per the requirements of the organization.

2.221 Understudy — It is a process of assigningresponsibility to an individual for a specific role orproject, under the guidance of a supervisor, with aview to grooming him for higher position.

2.222 Union — The Trade Unions Act, 1926 (India)defines trade union as follows:

‘Trade Union’ means any combination, whethertemporary or permanent formed primarily forthe pu~ose of regulating the relations betweenworkmen and employers or between workmenand workmen, or between employers andemployers or for imposing restrictive conditionson the conduct of any trade or business andincludes any federation of two or more tradeunions.

2.223 Values — Moral philosophy based onconviction.

2.224 Vision — Ability to foresee and plan accordingto future needs.

2.225 Wage and Salary Administration — It ismanagement of reward and compensation policy ofan organization.

2.226 Wage Negotiation — A process of discussionbetween the authorized representative of employeesand management for wage and salary revision.

2.227 Work Culture — A set of values and normsshared among employees in an organization.

2.228 Work Ethics — A set of norms expected to befollowed by employees in an organization.

2.229 Work Ethos — A set of norms shared by peopleat their work places.

2.230 Work Life — Span of employ$e’s working timethroughout his career.

2.231 Work Measurement — Application oftechniques designed to establish the time for a qualifiedworker to carry out specified job at a defined level ofperformance.

2.232 Work Stations — A team of employeesentrusted with the task of managing given work place.

2.233 Work Study — A generic term for thosetechniques particularly method study and workmeasurement, which are used in the examination ofhuman work in all its contexts, and which leadsystematically to the investigation of all the factorswhich affect the efficiency and economy of the

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&—

IS 15198:2002

situation being reviewed in order to effect 2.235 Working Environment — A sum total ofimprovement. working conditions (including physical faci lit ies),

2.234 Worker’s Participation — Involvement of interpersonal relations and quality of supervision atthe place of work.workers in the decision making process of the

organization.

---

1s 15198:2002

ANNEX A

(Forewor@)

COMMITTEE COMPOSITION

Management and Productivity Sectional Committee, MSD 4

Organization

In personal capacity (3/48, Sector D, Pocket 3, Vasant Kunj,

New Delhi 110070)

All India Management Association. Chandigarh

All India Manufacturers’ Organization, Mumbai

Associated Chambers of Commerce and Industry of India(ASSOCHAM), New Delhi

Bharat Heavy Eiectricals Limited, New Delhi

Central Building Research Institute, Roorkee

Deputy Directorate General of Management Studies, Ministry of Defence,New Delhi

G. Management Services Pvt Ltd, New Delhi

Indian Institute of Materials Management, New Delhi

Indian Institute of Public Administration, New Delhi

Indian Institute of Technology, New Delhi

Indian Oil Corporation Limited, New Delhl

Indian Statistical Institute, New Delhi

Institute of Secretariat Training & Management, New Delht

Institute of Technology Managemetr~ Mussorie

Maruti Udyog Ltd, Gurgaon

DRDO, Ministry of Defence, New Delhi

Ministry of Railways, Vadodara

National Institute of Industrial Engineering, Mumbai

National Productivity Council, New Delhi

Naval Headquarters, New Delhi

Ordnance Factory Board, Kolkata

Peico Electronics & Electrical Ltd, (Philips), Mumbai

Steel Authority of India Limited, New Delhi

Representative(s)

SHRIT. K. GUFTA(Chairmen)

SmuG. S. DEEP

SHRIBABOLALTODISHJUR.AnvCHUGH(Alternate)

SHJUAVIKMITRASHJUA. ROY(Alternate)

SHRJD. K. SHARMASmu P. K. JINOAL(Alferna[e)

SHRIG. C. SOFATSHIUAJAYSINGH(Alternate)

SHRiG. C. JIT

BRIGM. L. GARGWINGCDRA. K. DSUNGRA(Alternate)

Ssnu V. K. JAINSHRIM. K. BHARDWAJ(Alternate)

PROFR. K. SACHDEVA

DRJ. M. MAHAJANSHRIA. D. GUF-TA(Alternate)

SHRJV. C. AGRAWALSHJUA. K. RAUMAR(Alternate)

PROFARVrNDSSTHPROF.S. S. HANDA(Alternate)

SW K. P. THOMASSmu S. S. YADAV(Alternate)

BRJGR. C. SuruSHRJV. K. DEVGAN(Ahernate)

SHRJR. B. MADHEKARSHJUS. MITTAL(Alternate 1)

Mu S. BOSE(Alternate 11)

SHRIRAJWANTSINGHSHJUNARSSHKUMAR(Alternate)

SW K. M. THOMASSHRJS. C. AGNIHOTRI(Alternate)

DRTHOMASMATHEW

SHJUA. K. VOHRA

&OR SHSELKANTCMORP. L. BAIAJ(Ahernafe)

Smu A. K. SINGHSHRJN. M. SESHADRJ(Ahernare)

SHJUP. s. RAoSHJUE. R. BATLIWALA(Alternate)

SHRJT. TIWARJSHJUR. P. SINGH(Alternate)

---

(Continued on page I 1)

10

At—

(Cmrfinuedfrorn page 1O)

Organization

The Institute of Cost and Works Accountants of India, New Delhi

BIS Directorate General

IS 15198:2002

Representative(s)

%uukf. K. ANAtwSsnu D. C. BAJAJ(Alternate)

Ssrru P. K. GAMRHIR,Director& Head (MSD)[Representing Director General (Ex-oficio)]

Member SecretmySmu SANJAYGOSWAMJ

Deputy Dkector (MSD) BIS

Panel on Glossary of Terms in Human Resource Development, MSD 4/P- 11

[n personal capacity (80/67, Malviya Nagar, New Delhi 11O(.J17)

.go4i. com India (Pvt) Ltd, New Delhi

Indian Farmers Fertilizer Co-operative Limited (IFFCO), New Delhi

in personal capacity (37, Sector 37, Arun Vihar, Noida 20 J303)

Indian Airlines Limited, New Delhi

Indian Institute of Public Administration, New Delhi

Indian Society of Training and Development, New Delhi

Institute of Management Technology, New Delhi

National Productivity Council, New Delhi

DR O. P. MINOCHA(Convener)

SIUUMA~PJUIHACHATlElrL5E

SsuuD. BHAmACHARYA

MAJ-GEN(Rsm) (DR) SI.IWJNDARKUMAR

!+rraKAPILKAOL

DRLm MOJWOPAOHVAY

DRSUNJLABROL

DRVESNASETHJ

Smu O. P. GUPTA

11

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Amendments Issued Since Publication

Amend No. Date of Issue Text Affected

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