INTRODUCTION TO THE STUDY

INTRODUCTION
Individuals, irrespective of their biographical, academic and professional qualifications, exhibit themselves to the external world, from either one of the psychological states-parent, adult and child at a point of time. These psychological states manifest themselves in individuals from either an either or ineffective mode. This may affect their interaction with others positively or negatively. This reflects in their performance in various domains of life, inclusive of the same in their work life as well. The study aims to find the predominant ego styles of employees in two of the countrys leading banks I!I!I and !anara "ank. It serves as a useful model for organi#ations to be aware of the psychological states of employees which influence the performance of employees. Transaction Analysis $T%& is a theory of personality and behavior and a systematic tool for personal growth and personal change. T% gives a clear picture of how people are structured psychologically. 'eople are structured into three basic ego states of-parent, adult and child. It is based on the state they are in which determines their day to day behavior $(arris,)*+*&.These ego states are pro,ected by individuals in either of the effective or ineffective forms, which henceforth influence their interactions with others. This further enhances or deteriorates their performance in their work place. This study has brought out the ineffective and effective styles of employees in the banking sector.

-go .tate -go .tate is a consistent pattern of feeling and experience directly related to a corresponding consistent pattern of behavior. $(arris, )*+*& T% is a theory of personality and a systematic psychotherapy for personal growth and personal change.

%s a theory of personality, T% describes how people are structured psychologically. It uses what is perhaps its best known model, the ego-state $'arent-%dult-!hild& model to do this. This same model helps understand how people function and express themselves in their behaviour. %s a theory of communication it extends to a method of analysing systems and organisations. it offers a theory for child development. It introduces the idea of a /0ife $or !hildhood& .cript/, that is, a story one perceives about ones own life, to answer questions such as "What matters", "How do I get along in life" and "What kind of person am I". This story, T% says, is often stuck to no matter the consequences, to /prove/ one is right, even at the cost of pain, compulsion, self-defeating behaviour and other dysfunction. Thus T% offers a theory of a broad range of psychopathology. In practical application, it can be used in the diagnosis and treatment of many types of psychological disorders, and provides a method of therapy for individuals, couples, families and groups. 1utside the therapeutic field, it has been used in education, to help teachers remain in clear communication at an appropriate level, in counselling and consultancy, in management and communications training, and by other bodies

%t any given time, a person experiences and manifests their personality through a mixture of behaviors, thoughts and feelings. Typically, according to T%, there are three ego-states that people consistently use

%dult a state in which they behave, feel and think in response to what is going on here and now, using all their resources as an adult human being with many years of experience of life to guide them. 'arent a state in which they behave, feel and think in response to an unconscious mimicking of how their parents $or other parent figures& acted thus a person may shout at someone out of frustration because they learned from an influential figure in childhood the lesson that this seemed to be a way that worked. !hild a state in which they revert to behaving, feeling and thinking close to how they did in childhood - thus a person being told off by the boss at work may look down and feel shame or anger, as they used to when told off as a child Transactions and Strokes

Transactions are the flow of communication, and more specifically the unspoken psychological flow of communication that runs in parallel. Transactions occur simultaneously at both explicit and psychological levels. -xample sweet caring voice with sarcastic intent. To read the real communication requires both surface and non-verbal reading. Strokes are the recognition, attention or responsiveness that one person gives another. .trokes can be positive or negative. % key idea is that people hunger for recognition, and that lacking positive strokes, will seek whatever kind they can, even if it is recognition of a negative kind. 2e test out as
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children what strategies and behaviours seem to get us strokes, of whatever kind we can get. 'eople often create pressure in $or experience pressure from& others to communicate in a way that matches their style. Thus a boss who talks to his staff as a controlling parent will often engender self-abasement or other childlike responses. Those employees who resist may get removed or labelled as /trouble/. Transactions can be experienced as positive or negative depending on the nature of the strokes within them. (owever, a negative transaction is preferred to no transaction at all, because of a fundamental hunger for strokes. The nature of transactions is important to understanding communication. Reciprocal Transactions % simple, reciprocal transaction occurs when both partners are addressing the ego state the other is in. -xample ) % /(ave you been able to write the report3/ $%dult to %dult& " /4es - I5m about to email it to you/ $%dult to %dult& -xample 6 % /2ould you like to come and watch a film with me3/ $!hild to !hild& " /I5d love to - what shall we go and see3/ $!hild to !hild& -xample 7 % /Is your room tidy yet3/ $'arent to !hild& " /2ill you stop hassling me3 I5ll do it eventually8/ $!hild to 'arent&

!ommunication like this can continue indefinitely. $!learly it will stop at some stage - but this psychologically balanced exchanged of strokes can continue for some time&. Crossed Transactions !ommunication failures are typically caused by a 5crossed transaction5 where partners address ego states other than that their partner is in. !onsider the above examples ,umbled up a bit. -xample )a % /(ave you been able to write that report3/ $%dult to %dult& " /2ill you stop hassling me3 I5ll do it eventually8/ $!hild to 'arent& is a crossed transaction likely to produce problems in the workplace. /%/ may respond with a 'arent to !hild transaction. 9or instance % /If you don5t change your attitude you5ll get fired/ -xample 6a % /Is your room tidy yet3/ $'arent to !hild& " /I5m ,ust going to do it, actually/ $%dult to %dult& is a more positive crossed transaction. (owever there is the risk that /%/ will feel aggrieved that /"/ is acting responsibly and not playing his role, and the conversation will develop into % /I can never trust you to do things8/ $'arent to !hild& " /2hy don5t you believe anything I say3/ $!hild to 'arent& which can continue indefinitely. Duplex or Covert transactions %nother class of transaction is the 5duplex5 or 5covert5 transactions, where the explicit social conversation occurs in parallel with an implicit psychological transaction. 9or instance,

% /2ould you like to come and see the barn3/ " /I5ve loved barns ever since I was a little girl/ .ocial level adult-to-adult: psychological level childto-child flirtation. i!e "or C#ild#ood$ Script

.cript is a life plan, directed to a pay-off. .cript is decisional and responsive, ie decided upon in childhood in response to perceptions of the world and as a means of living with and making sense of. It is not ,ust thrust upon a person by external forces. .cript is reinforced by parents $or other influential figures and experiences& .cript is for the most part outside awareness .cript is how we navigate and what we look for, the rest of reality is redefined $distorted& to match our filters.

-ach culture, country and people in the world has a ;ythos, that is, a legend explaining its origins, core beliefs and purpose. %ccording to T%, so do individual people. % person begins writing their own life story $script& very young, as they try to make sense of the world and their place within it. %lthough it is revised throughout life, the core story is selected and decided upon typically by age +. %s adults it passes out of awareness. % life script might be /to be hurt many times, and suffer and make others feel bad when I die/, and could result in a person indeed setting themselves up for this, by adopting behaviours in childhood that produce exactly this effect. 1r it could as easily be positive

Philosophy of TA

'eople are 1< - thus each person has validity, importance, equality of respect. -veryone $with only few exceptions& has full adult capability to think. 'eople decide their story and destiny, and this is a decision, it can be changed. 9reedom from historical maladaptations embedded in the childhood script is required, in order to become free of inappropriate unauthentic and displaced emotion which are not a fair and honest reflection of here-and-now life $such as echoes of childhood suffering, pity-me and other mind games, compulsive behaviour, and repetitive dysfunctional life patterns&. T% is goal oriented, not merely problem oriented. The aims of change under T% are autonomy $freedom from childhood script&, spontaneity, intimacy, problem solving as opposed to avoidance or passivity, cure as an ideal rather than merely 5making progress5, learning new choices.

Understandin% t#e &arts o! Our &ersonality If we reali#ed the many different parts of our personality, we should be better able to discover what we are really like inside--what /makes us tick./ 'ersonality theories provide a kind of road map of the parts of our personality which generate the complex and conflicting feelings, thoughts, and behaviors we experience. .uch theories fill entire books $e.g. ;onte, )*=>: "yrne ? <elley, )*=): ;ischel, )*=)&. 9reud5s parts of the personality--id, ego and superego--and -ric "erne5s $)*@A, )*+7& parts--the

/child,/ /adult,/ and /parent./ are similar and together they probably are still the most commonly used theories $'sychoanalysis and Transactional %nalysis or T%& for understanding ourselves and others. The id or the /child/ The id contains the primitive biological urges assumed $by 9reud& to strive for expression in all of us. These drives include the needs to be loved and cuddled, the desires to have all kinds of sexual stimulation, and the tendencies to be aggressive and destructive in general and hostile in particular towards anything that interferes with our gaining the pleasures we seek. The id is not rational or realistic: it has no morals. It seeks immediate gratification. .ome of its urges may be conscious, like wanting to look at your mother5s breasts: some are unconscious, perhaps homosexual urges or murderous impulses. The id5s motto is /If it feels good, do it./ -ric "erne5s /child/ ego state is similar to 9reud5s id $or /it/ in Berman& except he divided this part of our personality into three sub-parts ). The natural c#ild is the fun-loving, carefree, impulsive, creative, pleasure-seeking, impatient part of us that provides much of our motivation, excitement, and energy. The natural child part also provides some of our important emotions, such as ,oy and curiosity when we are happy and anger and vengeance when we are frustrated. 2ithout this part, life would not be nearly so much fun or as mean. 6. The adaptive c#ild is the compliant, orderly, neat part of us that encourages us to act /grown up,/ attempts to please others,

hides our anger and greed, and generally seeks the rewards of doing what we are supposed to do. It is the need to be a /good boy/ or /good girl./ %s we learned in chapter =, however, the needs to be /good/ and conform are often opposed by the needs to rebel: dependency is followed by resentment. Thus, the adaptive child also contains urges to subtly resist orders and tradition. It may procrastinate rather than openly rebel: it may get sick to get attention: it may devise a /script/ $a life plan& to please a parent5s /child/ which wants the son or daughter to fail or to be /bad:/ it may play /games/ to hurt itself or others: it may become neurotic or psychotic or ,ust unhappy and grouchy if such an adaptation has a payoff $see .ooty .arah in chapter @&. 7. The ittle &ro!essor is the intuitive, clever, observant, conniving, manipulative part of us which figures out how to relate to others to get what we want. -xamples it may say, /if I5m nice to my brother and sister/ or /if I5m cute and smile a lot/ or /if I say 5I love you5 frequently/ or /if I throw a temper tantrum/ then I5ll get what I want. The 0ittle 'rofessor may help us be good or it may be a trouble-maker. 4our /child/ is probably in control when you

act on feelings andCor act impulsively andCor make an emotional decision. use words such as won5t, can5t, hate, love, give me, now, damn, and so on.

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get upset with other people or when something gets in your way. look for and do whatever seems to be the most fun $rather than what you should do in terms of common sense or morals&. notice that people are playful and comfortable with you and en,oy being around you $at least at a party&.

These three sub-parts of the /child/ are responsible for much of our personality and interaction with others. The key questions to ask are Is my /child/ happy or unhappy3 Is it free and having fun $part of the time&3 Is it suppressed and angry3 (as it felt forced to adapt by being sickly $and complaining& or weak or disruptive or rebellious or deceptive3 0ater in this chapter we will study the /games people play:/ these /games/ are devised primarily by the unhappy adaptive /child/ to get some pay off to replace the love and attention it can5t get by straight-forward interactions . The superego or the /parent/ -arly in life we start to reali#e that all of our pleasure, love, and sexual needs can not be satisfied. .ome desires may be impossible to fulfill: other urges are taboo: still other urges anger people who are important to our survival. Thus, a part of us starts to say, /4ou can5t do that/ or /4ou shouldn5t think about those kinds of things: they are bad./ This internal voice becomes the superego or /parent/ part of our personality. 9reud gave detailed explanations of how the superego developed. 9or instance, in chapter D we have already learned how the scary 1edipus and -lectra !omplexes are resolved by identifying with the same sexed parent. 9or example, for girls /If I ally myself with ;ommy--become like her--then she will like me and
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not hate me./ Thus, the parent5s values, morals, and attitudes are absorbed as part of this identification process. 9urthermore, parents, baby sitters, relatives, and older siblings have morally guided the young child by repeatedly encouraging good behavior and reprimanding bad behavior, so that the superego of the child takes over that controlling role. 9reud recogni#ed two aspects of the superego the conscience and the egoideal. The conscience is learned through criticism and punishment by parents and others. The ego-ideal, a perfectionist ideal $often a glorified image of the same sexed parent& held up for the ego to strive for, is acquired by being rewarded for being good. 0ikewise, "erne divided 9reud5s superego functions into two /parents / ). The nurturin% 'parent' is the part of all of us that is caring, loving, helping, supportive, giving, and protective towards others and towards one5s self. This part of our personality may include giving ourselves and others practical hints about coping, bits of wisdom, values, wise sayings, and other suggestions about how to live. This part talks to us and says things like, /4ou are a good person when you help your parents/ or /4ou don5t have to do what others want you to do, you have good ,udgment, make up your own mind./ 6. The critical 'parent' is the part of us which critici#es our own or others5 behavior $or feelings or thoughts& when we do something we shouldn5t. It is our conscience: it is filled with /shoulds/ and /thou shall nots/ and /oughts./ 2hen we do something wrong, the critical parent can be very severe and harsh with us, causing shame, guilt, and depression. 9reud believed that the stronger the id5s unacceptable love-sex needs and aggressive tendencies, the

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more critical the superego must become. Thus, there is a constant struggle between the id and the superego--between the /child/ and the /parent./ 4our /parent/ is probably in control when you

obey rules or follow customs unquestioningly. use words such as awful, good, silly, cute, disgraceful, disgusting, dirty and so on. do what others think you should rather than what you prefer to do. are bossy, give advice or instructions, and explain a lot of things to others. talk and act the way your mother or father did. stand over others, point your finger at them, and lecture. The ego or the /adult/ 1bviously, both the pleasure-seeking, destructive id and the cruel, demanding superego must be controlled, which is one of the assignments given the ego $9reud5s word was /I/ in Berman& or the /adult./ The ego tries to find realistic ways to placate the passions of the id and still stay within the moral boundaries set by the superego. ;oreover, the ego must learn to deal with the outside world--what others will tolerate and what demands are made on us for survival and for approval by others. The ego is the perceiving, thinking, reasoning, logically deciding part of us--our ;r. .pock or our computer which helps us decide what is rational to do. $%ctually, it was later psychoanalysts who in the )*D>-+>5s developed theories, called -go 'sychology, which emphasi#e the normal, conscious, coping functions of the ego.&

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Eeither the id nor superego is realistic. The id demands constant gratification: the superego is impossibly idealistic. The ego or /adult/ has to deal with reality--and reality includes $)& the id5s emotional impulses, $6& the superego5s moralistic demands and censure, and $7& complex external reality, including understanding how things really work in the outside world and how to get along with others. %s 9reud said, /0ife $for the ego& is not easy8/ It has an enormous task and, as we saw in chapter D, when our ego becomes overwhelmed, we feel anxious. The anxiety may come from the id $the urges are about to break loose&, the superego $the criticism is devastating&, or reality $things are falling apart in the external world&. Eot all of the work of the ego is conscious, i.e. it does many things without telling us. 9or instance, the ego represses some of the id5s desires because consciously thinking about these selfish or sexually perverse or brutally hostile urges makes us anxious $the urges are still there&. The ego5s defense mechanisms, as discussed in chapter D, operate unconsciously. In a similar way, our ego unconsciously devises a variety of excuses which enable us to escape the critical wrath of our superego $see chapters 7 ? +&. The best solution is to acknowledge $as we become able to do so& all parts of us, the good and the bad. That5s why this road map to your psyche should be helpful for self-exploration. 4our /adult/ is probably in charge when you

gather information for making a rational decision. check out reality to see if certain beliefs are actually true. weigh the pros and cons for several courses of action, considering the longterm practical consequences, the moral values, and the pleasure involved.
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make decisions in a reasonable way and then assess the effectiveness of those decisions. <eeping the parts in balance %sk yourself, /Is my adult free to make rational decisions or is it so 5contaminated5 with emotions from the child or false beliefs from the parent that it can5t think logically3/ -xamples 9eeling others are against us may come from a scared or frustrated /child./ The angry /child/ may convince the /adult/ that /no one likes me/ or /they hate me/ $a pro,ection&. 1ur /adult/ must learn to recogni#e the /child5s/ unconscious attempts to influence our thinking. 're,udices are false beliefs held by the /parent/ part of the personality. If the /adult/ doesn5t rationally check out these false beliefs, we may genuinely believe that all Fews are shrewd, untrustworthy businessmen, all blacks are la#y $except in sports&, and all whites are materialistic chauvinists and pre,udice. The /adult/ must check reality to keep the /child/ and the /parent/ under control. .ometimes they overwhelm the /adult./ %lso, ask yourself, /%re the three parts of my personality reasonably well balanced with the 5adult5 in charge3/ If not, there are problems Underdeveloped Results The parent 'oorly developed The child conscience %ll work and The child no play Overdeveloped Results The parent 1verly critical of child and play, adult %ll impulsive, angry or sick
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The adult

0oss contact reality,

of The adult with

1verly serious, intellectuali#ing

impulsiveness, or insanity 9or each of these deficiencies, the solution is for the /adult/ to recogni#e the situation and strengthen the weak part, so there is a healthy balance. If the /parent,/ for instance, is too strong, we feel beaten down and guilty. In this case, (arris and (arris $)*=D& suggest relaxation, en,oy the moment, tell yourself /it ain5t so bad,/ go to a calming place, exercise, and do something fun. 2e need all three a strong conscience, a playful, creative /child,/ and an even stronger /adult/ in charge. Ho( to use t#is personality t#eory It is vital to /know thy self,/ i.e. all parts of you. 4ou can practice doing this by frequently asking yourself how each of your parts feel, reali#ing that each part has a different answer to almost any question. 9or example, suppose you were asked how you like going to school. 4ou might ordinarily say, /It5s all right./ %ctually, there are six $using T% theory& answers

even

The natural child--/It5s boring, I hate it, I want to travel/ or /!lasses are dull but the parties and the menCwomen are great./ The adaptive child--/It5s going fine, thank you/ or /I have to work so hard. I never get to bed before midnight $feel sorry for me&./

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The little professor--/I5m doing really well. 1ne teacher told me I was the best student he had ever had. "ut I may have to drop out because my money is running out $so how about a donation or a loan3&./ The nurturing parent--/I reali#e that a good education is priceless and can never be taken away from you. I feel real good about doing well in school./ The critical parent--/2ell, I goof-off a lot and I5m not a good student anyway. I ,ust can5t make myself work./ The adult--/.ome parts are en,oyable and some are not, but I need good grades to get an assistantship in a good graduate school, so I5m trying to do as well as I can./ 0ike Eeuro-linguistic programming $E0'&, T% is pragmatic, that is, it seeks to find /what works/ and where applicable develops models to assist understanding. Thus it continually evolves. )unctional *odel o! t#e E%o States 9unctionally ego states manifest as !ritical 'arent$!'&, Eurturing 'arent $ E'&, %dult$%&,%dapted !hild$%!&, and 9ree !hild $9!&.

!ritical 'arent G 2hile in !ritical 'arent, people manifest themselves as disappointed, aggrieved, feeling HalwaysI right, patroni#ing, controlling, critical, and putting down others. Eurturing 'arent G %s Eurturing 'arent, people act loving, caring, concerned and understanding. %dult G 9rom %dult, we function as a computer, process data, organi#e information estimate probabilities, make logical statements, and provide non- ,udgmental feedback.

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 %dapted !hild G In %dapted !hild, we exhibit behavior of rebellion or compliance. Jebellious child disobeys, throws temper tantrums, feels bored and distracts. !ompliant child acts loyal, withdraws, pleases others, feels hurt, and sulks 9ree !hild G 2hen we are in our free child, we tend to laugh, share fun, feel excited and enthusiastic, and express our anger, sadness and fear freely without any inhibition $(arris, )*+*&. E%o Styles There are various forms of -go .tates. They are represented in various of effective and ineffective modes of psychological representations. 'areek$6>>6& has categori#ed -go .tates into either of these as represented as follows

O+ E,O STATES .upportive 'arent Eormative 'arent v s v

NOT O+ E,O STATES Jescuing 'arent 'rescriptive 'arent Task 1bsessive %dult "ohemian !hild %ggressive !hild .ulking !hild

s 'roblem .olving %dult v Innovative !hild !onfronting !hild Jesilient !hild s v s v s v s

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The findings show a certain degree of shift in the 'ublic .ector "ank profile which is a clear indicator of the culture shift happening post privati#ation of the banking sector. 'ublic sector banks are moving towards becoming more supportive, problem solving and resilient. The 'ublic .ector is also moving from nurturing parent to critical parent style because they need to get their act together and start performing or else get wiped out by competition from private sector. Transactional Analysis $T%& is theory of personality and human interaction. 9undamental to T% is the concept that a person5s mind can occupy different -go .tates and that people5s interactions $/transactions/& can be better understood as transactions between different ego states. T% is an approach to psychotherapy. Transactional analysis defines the basic unit of social intercourse as a /transaction./ There are three /ego states/ from which transactions emanate-that of a /parent/, an /adult/, or a child./ The transactions between individuals can be classified as complementary, crossed, simple or ulterior, based upon the response that an individual receives to a /transactional stimulus/- any action that consciously or unconsciously acknowledges the presence of other individuals. The transactional analysis framework has become a popular means of helping managers to assess the nature and effectiveness of their interpersonal behavior. "y striving for more adult-to-adult transactions, managers may eliminate many of the /games people play./ (e identified three /ego states/, the 'arent, %dult and !hild states that co-exist in all people. (e then

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considered how individuals interact with one another, and the ego states that were participating, both ostensibly and actually, in each set of transactions.

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O&ERATIONA DE)INITION O) CONCE&TS

E%o State G -go .tate is a consistent pattern of feeling and experience directly related to a corresponding consistent pattern of behavior. Typically, according to T%, there are three ego-states that people consistently use

%dult a state in which they behave, feel and think in response to what is going on here and now, using all their resources as an adult human being with many years of experience of life to guide them. 'arent a state in which they behave, feel and think in response to an unconscious mimicking of how their parents $or other parent figures& acted thus a person may shout at someone out of frustration because they learned from an influential figure in childhood the lesson that this seemed to be a way that worked. !hild a state in which they revert to behaving, feeling and thinking close to how they did in childhood - thus a person being told off by the boss at work may look down and feel shame or anger, as they used to when told off as a child

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These -go .tates are made known by administering re questionnaire Transactional %nalysis Inventory $Kdai 'areek,6>>6&, which brings out the 1< and Eot 1< states to which the individual belongs and the 1perative -ffective !o--fficient$1-L& is found for each of the states. Supportive Parent -mployees wit high supportive parent score give support where and when needed only. They know the adequate amount of support to be given and the right time to provide them. Rescuing Parent -mployees with high rescuing parent score are too much supportive and render help to others even in situations when not really needed. They encourage subordinates to develop a kind of over dependency. ormative Parent -mployees with high normative parent character make things clear to the subordinates to the adequate extent. They help develop trust in the employees. Prescriptive Parent -mployees with high prescriptive parent character prescribes all that has to be done concerning a particular situation. They tend to create over dependency among the employees. Pro!lem Solving "dult This is an 1< state where the person gets involved in the situation only when he is really required to. 1nly when there is a problem or issue, that has to be taken care of by the supervisor, will he get involved. Task #!sessive "dult This is a Eot 1< state where the employees get too much involved in the task or tend to make the task too perfect. This would create problems for the subordinates.

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Innovative $hild This is an 1< state where the person thinks of creative and innovative ideas, but always completes the task given to him. %ohemian $hild& This is a Eot 1< state where the employees tend to try out new things and look out for new opportunities without completing the ,ob they are doing. This is often referred to as the Brass (opper stage and such employees ,ump professions often. $onfronting $hild& This is an 1< state, where without any inhibitions, the employees come out with clear ideas and their opinions in the public. "ggressive $hild This is a Eot 1< state where the employees are very much task oriented rather than people oriented. These employees are not related to people. Resilient $hild This is an 1< state where the employees standup to the requirements and expectations of others. They would have got experiences in their childhood. Sulking $hild This is a Eot 1< state where the employees are complaining and are usually left out. They tend to be introverts.$Kdai 'areek,6>>6& 0ets take a look of some of the studies done in the area of Transactional %nalysis. -ric "erne, an eminent psychologist, introduced the concept of Transactional %nalysis $T%&. (is book, /The Bames 'eople 'lay,/ has sold millions of copies worldwide. "erne5s theory is concerned with aspects of interpersonal behavior. 1ne central theme of T% is the notion that in everyday life people indulge in Mpsychological games.5 This article

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illustrates how psychological games arise in the workplace by taking a lighthearted look at the interplay between managers and management services specialists. There are a variety of games. % distinguishing feature of all games is that one of the two parties involved ends up with a negative pay-off. % negative outcome is achieved when a game player manages to Mwin5 by forcing the other person into a losing position. Bames are based upon communication between three basic ego states child, parent and adult. This does not mean to say that a manager will actually mimic in a precise way the behavior associated with any of these three groups. In addition to ego states, games can be seen as comprising of a series of messages which frequently contain Mstrokes5.$Navis, Fames: 1swick, !liff, ;anagement .ervices: %pr*A, Ool. 7= Issue A, p7>, )p &. % paper on Transactional %nalysis approach to the categori#ation of corporate marketing behavior says that companies, like people, possess an 5ego5: an ontological 5inner self which emerges from its internali#ed core values and affects its marketing style and activities, particularly in relation to its dealings with customers. 'areeks $)*=A& well-established and extensively validated 7@-item instrument for assessing ego-states and life positions within individuals is adapted for completion by marketing executives in connection with the activities of their firms. .ix ego-states $two parent, one adult and three child& are combined with two generic life positions $1< and not 1<& to obtain twelve possible marketing styles $e.g., prescriptive, bohemian, task obsessive Pall not 1<Q: or supportive, normative or problem-solving Pall 1<Q&. The instrument was administered to )>+ companies in the K< computer supply and software industry and the results factor analy#ed in order to explore the

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relationships between a business5s dominant ego-state and, inter alia, its degree of customer orientation, innovativeness, financial performance, and the likelihood of it possessing a dedicated marketing department. $"ennett, Joger: Fournal of ;arketing ;anagement:;ay**, Ool. )D Issue A, p6@D, 6Dp & %n article titled encountering others at work--a transactional analysis approach to training- says that Transactional %nalysis $T%& is a method of explaining what happens when I do something to you and you do something backP), 6, 7, A, DQ. It is developed from the work in psychotherapy by -ric "erne, whose famous book, Bames 'eople 'lay, you may have read. 2hen people meet, something happens I do something to you, you do something back. This is a basic unit of behavior and is called a transaction. 1ne way of looking at a transaction is in terms of strokes a stroke is positive $e.g. praise, recognition& or negative $e.g. rebuke, reprimand&, and people need them to give them recognition, affection, attention, etc. % transaction can be seen as stroke and counter-stroke. R"JS "erne thought that people had three ego states. These were parent, child, and adult. These were like internal tape recorders, which record experiences and play them back throughout our lives. %n easy mnemonic is '%! we are all '%!-men and '%!-women8 In transactions, the person who initiates the transaction is $unconsciously& trying to hook the complementary ego state in the other person. R"JS The three ego states can be readily seen in the three replies to the simple question /2hat5s the time3/ The first response might be /A.7> pm/: the second response might be /Time you got down to work/: the third response might be /Time you left me alone./ The first is adult, the

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second is parent, and the third is child. $(annabuss, .tuart: Industrial and !ommercial Training: ;arC%pr==, Ool. 6> Issue 6, pD, Dp, @ diagrams& % study on influence of T% -go .tyles on the 'erformance of employees in a leading Telecommunication firm aims to find the predominant ego styles of employees in the levels in the countrys leading telecommunication firm and analy#e the influence the influence of the same on their performance at work. The study shows that ma,ority of employees have an 1< state of all Transactional %nalysis .tyles, but mostly high for the child state. It serves as a useful model for organi#ations to be aware of the psychological states of employees, which influence the performance of employees. $Jani Beetha 'riyadarshini, .unita Thomas: Fan 6>>D: I!9%I Kniversity 'ress& "erne postulated that recognition is a basic, biological need with profound motivational implications. (e called the unit of interpersonal recognition a /stroke./ !ontact and recognition with and from others is an essential part of human relationships. % stroke has been defined as a unit of contact or recognition. !ontact or strokes are essential to a person5s life. 2ithout them, "erne said, /the spinal cord will shrivel up./ This classic "ernean aphorism refers to research that demonstrates that a very young child needs actual physical strokes to survive and that early development of the human brain is greatly affected by the kinds of contact that the child receives $.iegel, )***&. 'eople of all ages require adequate levels of contact. The exchange of strokes is one of the most important activities in which people engage in their daily lives.

26

That the procurement of strokes-the /need to belong/-is a fundamental human motivation has been investigated by "aumeister and 0eary $)**D& in an excellent and exhaustive review of the literature. They concluded that /existing evidence supports the hypothesis that the need to belong is a powerful, fundamental, and extremely pervasive motivation/ $p. D6&. That nurturing physical strokes are needed to maintain physical and psychological health has been investigated in innumerable research studies. -xcellent reviews of these studies, showing the pervasive relationship between stroking and health, are provided by 0ynch and 9ord $)*++& and 1rnish $)**=&. These concepts are also embedded in the all-important series of attachment studies by "owlby $)*@*& and %insworth $)*=6&, which also support the view that secure reliable contact with a caretaker is essential for positive development.

27

INDUSTRY &RO)I E

28

INDUSTRY &RO)I E
India has an extensive banking network, in both urban and rural areas. %ll large Indian banks are nationali#ed, and all Indian financial institutions are in the public sector. 9inancial sector reforms were initiated as part of overall economic reforms in the country and wide ranging reforms covering industry, trade, taxation, external sector, banking and financial markets have been carried out since mid )**). % decade of economic and financial sector reforms has strengthened the fundamentals of the Indian economy and transformed the operating environment for banks and financial institutions in the country. The most significant achievement of the financial sector reforms has been the marked improvement in the financial health of commercial banks in terms of capital adequacy, profitability and asset quality as also greater attention to risk management. The Jeserve "ank of India $J"I& is India5s central bank. Though the banking industry is currently dominated by public sector banks, numerous private and foreign banks exist. India5s government-owned banks dominate the market. Their performance has been mixed, with a few being consistently profitable. .everal public sector banks are being restructured, and in some the government either already has or will reduce its ownership. Private and foreign banks The J"I has granted operating approval to a few privately owned domestic banks: of these many commenced banking business. 9oreign banks operate more than )D> branches in India. The entry of foreign banks is based on reciprocity, economic and political bilateral relations. %n inter-departmental

29

committee approves applications for entry and expansion. ;ost Indian banks are well behind foreign banks in the areas of customer funds transfer and clearing systems. They are hugely over-staffed and are unlikely to be able to compete with the new private banks that are now entering the market. 2hile these new banks and foreign banks still face restrictions in their activities, they are well-capitali#ed, use modern equipment and attract highcaliber employees. The banking sector in India is poised for a quantum ,ump in productivity and scope for expansion in view of the competitive strengths acquired in Indian industry. 'ublic sector banks have shown substantial improvements, though in view of their large presence and some institutional constraints, further progress in reform is desirable. "anking in India has its origin as early as the vedic period. It is believed that the transition from money lending to banking must have occurred even before ;anu, the great (indu Furist, who has devoted a section of his work to deposits and advances and laid down rules relating to rates of interest. Nuring the ;ogul period, the indegenous bankers played a very important role in lending money and financing foreign trade and commerce. Nuring the days of the -ast India !ompany, it was the turn of the agency houses to carry on the banking business. The Beneral "ank of India was the first Foint .tock "ank to be established in the year )+=@. The others which followed were the "ank of (industan and the "engal "ank. The "ank of (industan is reported to have continued till )*>@ while the other two failed in the meantime. In the first half of the )*th century the -ast India !ompany established three banks: the "ank of "engal in )=>*, the "ank of "ombay in )=A> and the "ank of ;adras in )=A7. These three banks also known as 'residency "anks, were independent units and functioned well. These three
30

banks were amalgamated in )*6> and a new bank, the Imperial "ank of India was established on 6+th Fanuary )*6). 2ith the passing of the .tate "ank of India %ct in )*DD the undertaking of the Imperial "ank of India was taken over by the newly constituted .tate "ank of India. The Jeserve "ank which is the !entral "ank was created in )*7D by passing Jeserve "ank of India %ct )*7A. In the wake of the .wadeshi ;ovement, a number of banks with Indian management were established in the country namely, 'un,ab Eational "ank 0td, "ank of India 0td, !anara "ank 0td, Indian "ank 0td, the "ank of "aroda 0td, the !entral "ank of India 0td. 1n Fuly )*, )*@*, )A ma,or banks of the country were nationalised and in )Dth %pril )*=> six more commercial private sector banks were also taken over by the government. Today the commercial banking system in India may be distinguished into &u-lic Sector .anks a. .tate "ank of India and its associate banks called the .tate "ank group b. 6> nationalised banks c. Jegional Jural "anks mainly sponsored by 'ublic .ector "anks &rivate Sector .anks a. 1ld generation private banks b. Eew generation private banks c. 9oreign banks in India d. .cheduled !o-operative "anks e. Eon-scheduled "anks

31

CO/O&ERATI0E SECTOR The co-operative banking sector has been developed in the country to the suppliment the village money lender. The co-operatiev banking sector in India is divided into A components ). .tate !o-operative "anks 6. !entral !o-operative "anks 7. 'rimary %griculture !redit .ocieties A. 0and Nevelopment "anks D. Krban !o-operative "anks @. 'rimary %gricultural Nevelopment "anks +. 'rimary 0and Nevelopment "anks =. .tate 0and Nevelopment "anks

DE0E O&*ENT .AN+S ). Industrial 9inance !orporation of India $I9!I& 6. Industrial Nevelopment "ank of India $IN"I& 7. Industrial !redit and Investment !orporation of India $I!I!I& A. Industrial Investment "ank of India $II"I& D. .mall Industries Nevelopment "ank of India $.IN"I& @. .!I!I 0td. +. Eational "ank for %griculture and Jural Nevelopment $E%"%JN& =. -xport Import "ank of India *. Eational (ousing "ank

32

'ublic sector banks have sought to prune operating expenses through the twin measures of employee rationali#ation under the voluntary retirement scheme and simultaneous computeri#ation. They also seek to reduce costs by rationali#ing the number of branches. The strategic factors therefore for existing banks competing with private and international players would be banks si#e, quality service and low cost finance through achieving Hcritical massI. India has about )>> commercial foreign, private and state-run banks and several hundred co-operative banks. There are about *> scheduled commercial banks, A nonscheduled commercial banks and )*@ regional rural banks $JJ"s&. The .tate "ank and its seven associates have about )7,+>> branches: the )* nationali#ed banks about 77,D>> branches: the JJ"s about )A,D>> branches: and foreign banks around 6)D branches. "anking operations are becoming increasingly customer dictated. The demand for Tbanking super malls offering one-stop integrated financial services is well on the rise. The ability of banks to offer clients access to several markets for different classes of financial instruments has become a valuable competitive edge.

33

Canara .ank 9ounded as 5!anara "ank (indu 'ermanent 9und5 in )*>@, by late .ri. %mmembal .ubba Jao 'ai, a philanthropist, this small seed blossomed into a limited company as 5!anara "ank 0td.5 in )*)> and became !anara "ank in )*@* after nationali#ations. T#e .ank Today !anara "ank is one of the premier banks in the country, accredited with umpteen distinctions. The present stature of the "ank is due to its strong fundamentals and quality customer orientations. 'rofit making since inception, the "ank today epitomi#es a perfect blend of commercial and social banking. 9or the year ;arch 6>>A, the "ank clocked the highest net profit $ Js.)77= crore & among nationali#ed banks, with significant improvement in capital adequacy ratio $)6.@@U& and asset quality $net E'% ratio of 6.=*U&. The "ank has already carved a niche in providing IT-based services. 2ith )>>U computeri#ation of the branches, the bank provides a wide array of services, such as, Eetworked %T;s, %nywhere "anking, Telebanking, Jemote %ccess Terminals Internet ? ;obile "anking, Nebit !ard etc. The "ank was the first among banks to launch networked %T;s and obtain I.1 !ertification.

34

!ommercial consideration has, no way, diluted the "ank5s role in national priorities. !anara "ank is in fact the first bank to be conferred 9I!!I award for contribution to rural development !anara "ank has a network of 6D>= branches, spread over 6D .tatesCA Knion Territories of the country and, one overseas branch at 0ondon, which are administered through

(ead 1ffice at "angalore - 1rgani#ational .tructure )7 !ircle 1ffices and ) International Nivision

7= Jegional 1ffices. .RANCHES AND O))ICES A.ROAD

!anara "ank established its International Nivision in )*+@, to supervise the functioning of its various foreign departments, to give required thrust to foreign exchange business, particularly exports and to meet the requirements of EJIs. Though small in si#e, the "ank5s presence abroad has brought in considerable foreign business, particularly EJI deposits. The "ank has its presence abroad, as under

!anara "ank, 0ondon, K< $ branch& Indo (ong <ong International 9inance !o. 0td., (ong <ong $ subsidiary& !anara "ank, ;oscow $representative office& %l Ja#ouki Intl. -xchange !ompany, Nubai, K%-. $.econdment agreement and NN drawing facility on !anara "ank& -astern -xchange -stablishment. Noha, Latar.

35

$;anagement agreement and NN drawing facility on !anara "ank&

!anara "ank has achieved cent per cent computeri#ation which included all the branches in the in rural and semi rural areas of the country, a bank release said that all the 6,A+@ branches, D+ per cent of which were rural, were fully computeri#ed as on .eptember )D, 6>>A.

ISO CERTI)ICATION In the Indian "anking .ector, !anara "ank was the first bank to get I.1 certification for HTotal "ranch "ankingI G for its .eshadripuram "ranch, "angalore in )**@

'resently the "ank is having @7= branches and * administrative units with I.1 certification

)OUNDIN, &RINCI& ES ). To remove .uperstition and ignorance. 6. To spread education among all to sub-serve the first principle. 7. To inculcate the habit of thrift and savings. A. To transform the financial institution not only as the financial heart of the community but the social heart as well. D. To assist the needy. @. To work with sense of service and dedication. +. To develop a concern for fellow human being and sensitivity to the surroundings with a view to make changesCremove hardships and sufferings.

36

%s on 7).)6.6>>A !anara "ank have a manpower strength of A+AA*. .ound founding principles, enlightened leadership, unique work culture and remarkable adaptability to changing banking environment have enabled !anara "ank to be a frontline banking institution of global standards.

37

ICICI .AN+ Overvie( I!I!I "ank is India5s second-largest bank with total assets of Js. 7,+AA.)> billion $K.V ++ billion& at Necember 7), 6>>= and profit after tax Js. 7>.)A billion for the nine months ended Necember 7), 6>>=. The "ank has a network of ),A6> branches and about A,@AA %T;s in India and presence in )= countries. I!I!I "ank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialised subsidiaries and affiliates in the areas of investment banking, life and non-life insurance, venture capital and asset management. The "ank currently has subsidiaries in the Knited <ingdom, Jussia and !anada, branches in Knited .tates, .ingapore, "ahrain, (ong <ong, .ri 0anka, Latar and Nubai International 9inance !entre and representative offices in Knited %rab -mirates, !hina, .outh %frica, "angladesh, Thailand, ;alaysia and Indonesia. 1ur K< subsidiary has established branches in "elgium and Bermany. I!I!I "ank5s equity shares are listed in India on "ombay .tock -xchange and the Eational .tock -xchange of India 0imited and its %merican Nepositary Jeceipts $%NJs& are listed on the Eew 4ork .tock -xchange $E4.-&.

38

History I!I!I "ank was originally promoted in )**A by I!I!I 0imited, an Indian financial institution, and was its wholly-owned subsidiary. I!I!I5s shareholding in I!I!I "ank was reduced to A@U through a public offering of shares in India in fiscal )**=, an equity offering in the form of %NJs listed on the E4.- in fiscal 6>>>, I!I!I "ank5s acquisition of "ank of ;adura 0imited in an all-stock amalgamation in fiscal 6>>), and secondary market sales by I!I!I to institutional investors in fiscal 6>>) and fiscal 6>>6. I!I!I was formed in )*DD at the initiative of the 2orld "ank, the Bovernment of India and representatives of Indian industry. The principal ob,ective was to create a development financial institution for providing medium-term and long-term pro,ect financing to Indian businesses. In the )**>s, I!I!I transformed its business from a development financial institution offering only pro,ect finance to a diversified financial services group offering a wide variety of products and services, both directly and through a number of subsidiaries and affiliates like I!I!I "ank. In )***, I!I!I become the first Indian company and the first bank or financial institution from non-Fapan %sia to be listed on the E4.-. %fter consideration of various corporate structuring alternatives in the context of the emerging competitive scenario in the Indian banking industry, and the move towards universal banking, the managements of I!I!I and I!I!I "ank formed the view that the merger of I!I!I with I!I!I "ank would be the optimal strategic alternative for both entities, and would create the optimal legal structure for the I!I!I group5s universal banking strategy.

39

The merger would enhance value for I!I!I shareholders through the merged entity5s access to low-cost deposits, greater opportunities for earning feebased income and the ability to participate in the payments system and provide transaction-banking services. The merger would enhance value for I!I!I "ank shareholders through a large capital base and scale of operations, seamless access to I!I!I5s strong corporate relationships built up over five decades, entry into new business segments, higher market share in various business segments, particularly fee-based services, and access to the vast talent pool of I!I!I and its subsidiaries. In 1ctober 6>>), the "oards of Nirectors of I!I!I and I!I!I "ank approved the merger of I!I!I and two of its wholly-owned retail finance subsidiaries, I!I!I 'ersonal 9inancial .ervices 0imited and I!I!I !apital .ervices 0imited, with I!I!I "ank. The merger was approved by shareholders of I!I!I and I!I!I "ank in Fanuary 6>>6, by the (igh !ourt of Bu,arat at %hmedabad in ;arch 6>>6, and by the (igh !ourt of Fudicature at ;umbai and the Jeserve "ank of India in %pril 6>>6. !onsequent to the merger, the I!I!I group5s financing and banking operations, both wholesale and retail, have been integrated in a single entity. I!I!I "ank has formulated a !ode of "usiness !onduct and -thics for its directors and employees. I!I!I "ank is India5s second-largest bank with total assets of about Js.),@+,@D* crore at ;arch 7), 6>>D and profit after tax of Js. 6,>>D crore for the year ended ;arch 7), 6>>D $Js. ),@7+ crore in fiscal 6>>A&. I!I!I "ank has a network of about D@> branches and extension counters and over ),*>> %T;s. I!I!I "ank offers a wide range of banking products and
40

financial services to corporate and retail customers through a variety of delivery channels and through its specialised subsidiaries and affiliates in the areas of investment banking, life and non-life insurance, venture capital and asset management. I!I!I "ank set up its international banking group in fiscal 6>>6 to cater to the cross border needs of clients and leverage on its domestic banking strengths to offer products internationally. I!I!I "ank currently has subsidiaries in the Knited <ingdom and !anada, branches in .ingapore and "ahrain and representative offices in the Knited .tates, !hina, Knited %rab -mirates, "angladesh and .outh %frica. I!I!I "ank5s equity shares are listed in India on the .tock -xchange, ;umbai and the Eational .tock -xchange of India 0imited and its %merican Nepositary Jeceipts $%NJs& are listed on the Eew 4ork .tock -xchange $E4.-&. %s required by the stock exchanges, I!I!I "ank has formulated a !ode of "usiness !onduct and -thics for its directors and employees. I!I!I "ank was originally promoted in )**A by I!I!I 0imited, an Indian financial institution, and was its wholly-owned subsidiary. I!I!I5s shareholding in I!I!I "ank was reduced to A@U through a public offering of shares in India in fiscal )**=, an equity offering in the form of %NJs listed on the E4.- in fiscal 6>>>, I!I!I "ank5s acquisition of "ank of ;adura 0imited in an all-stock amalgamation in fiscal 6>>), and secondary market sales by I!I!I to institutional investors in fiscal 6>>) and fiscal 6>>6. I!I!I was formed in )*DD at the initiative of the 2orld "ank, the Bovernment of India and representatives of Indian industry. The principal ob,ective was to create a development financial institution for providing medium-term and
41

long-term pro,ect financing to Indian businesses. In the )**>s, I!I!I transformed its business from a development financial institution offering only pro,ect finance to a diversified financial services group offering a wide variety of products and services, both directly and through a number of subsidiaries and affiliates like I!I!I "ank. In )***, I!I!I become the first Indian company and the first bank or financial institution from non-Fapan %sia to be listed on the E4.-. %fter consideration of various corporate structuring alternatives in the context of the emerging competitive scenario in the Indian banking industry, and the move towards universal banking, the managements of I!I!I and I!I!I "ank formed the view that the merger of I!I!I with I!I!I "ank would be the optimal strategic alternative for both entities, and would create the optimal legal structure for the I!I!I group5s universal banking strategy. The merger would enhance value for I!I!I shareholders through the merged entity5s access to low-cost deposits, greater opportunities for earning feebased income and the ability to participate in the payments system and provide transaction-banking services. The merger would enhance value for I!I!I "ank shareholders through a large capital base and scale of operations, seamless access to I!I!I5s strong corporate relationships built up over five decades, entry into new business segments, higher market share in various business segments, particularly fee-based services, and access to the vast talent pool of I!I!I and its subsidiaries. In 1ctober 6>>), the "oards of Nirectors of I!I!I and I!I!I "ank approved the merger of I!I!I and two of its wholly-owned retail finance subsidiaries, I!I!I 'ersonal 9inancial .ervices 0imited and I!I!I !apital .ervices 0imited, with I!I!I "ank. The merger was approved by shareholders of I!I!I and I!I!I "ank in Fanuary

42

6>>6, by the (igh !ourt of Bu,arat at %hmedabad in ;arch 6>>6, and by the (igh !ourt of Fudicature at ;umbai and the Jeserve "ank of India in %pril 6>>6. !onsequent to the merger, the I!I!I group5s financing and banking operations, both wholesale and retail, have been integrated in a single entity. I!I!I "ank5s evolution from a financial institution to a retail bank is one of the best-known stories in the modern Indian banking sector. 1ver the years, I!I!I "ank has come to be recogni#ed as the company that changed the concept of banking in India. !ore to its strategy and success are technology and continuous innovation. I!I!I "ank5s products and services encompass all aspects of financial services. ;oreover, it has established its presence rapidly across segments through organic growth and acquisitions $"ank of ;adura and %nagram 9inance&. It expanded its customer base using multiple delivery channels like %T;s, Internet banking, phone banking, 2eb trading and a host of other financial products that are delivered through optimal use of technology. %s on 7) Necember 6>>A, the bank5s total assets stood at Js).D lakh crore. Jetail deposits account for D+ percent of total deposits. The bank has a presence in about 7>> cities, and scores high on reach and accessibility from around A.+ million depositors two years ago. it has some + million depositors today. 9urther: I!I!I "ank has some 7 million credit cardholders, and twice as many debit cardholders.

43

;E! banks like !itibank may have introduced the concept of %T;s in India, but it is I!I!I "ank that set the pace in %T;s and virtual banking. 2ith ),=*> %T;s and DD> branches $as of Necember 6>>A&, the bank5s reach is formidable. %nd with +> percent of its transactions- including opening accounts, utility payments, account verification and operation, and web trade- it has transformed the concept of virtual banking into reality. 1ne of its more hi-tech innovations, a network of ),D>> Internet kiosks in rural areas, has given it an enviable presence beyond the cities. Jetail loans constitute @7 percent of the bank5s total advances. 1f this, D) percent accrues from the housing loan category, where the bank is very competitive. 1ther loans include auto loans $around 66 percent&, personal loans, niche category loans like those for women and professionals, and construction and office equipment loans. The bank is now coming up with Innovative concepts in lending to the .;- sector. I!I!I "ank is also strengthening its position in general and life insurance segments, as well as mutual funds 2ithin I!I!I there are the following groups International .usiness ,roup The primary task of the I"B is to develop and implement the global components of our Kniversal "anking strategy. I"B has the following business teams

!ountry Teams EJI .ervices International - 9inancial Institutions Broup

44

Do1estic .ankin% ,roup It comprises of 6 key groups which works closely with each other. They pursue distinct customer segment strategies.

Jetail "anking Broup $J"B& 2holesale "anking Broup $2"B&

&ro2ect )inance ,roup 'ro,ect finance has historically been the mainstay of I!I!I "ank5s activities. The existing focused group in the infrastructure area has developed expertise in the areas of telecom, powers, ports, roads and urban infrastructure, which can be leveraged for funding as well as for government related policy advisory assignments. Boing forward, '9B will function as a credit-product group and will take limited exposures in carefully selected infrastructure and large manufacturing pro,ects structured to ensure easy syndication.

Infrastructure 'ro,ects Broup ;anufacturing 'ro,ects Broup including 1il ? Bas .trategy and %nalytic Broup Technology 0ines Broup .hipping 9inance Broup

Special Asset *ana%e1ent ,roup

45

The .pecial %sset ;anagement Broup $.%;B& is a group of people with speciali#ed skills in managing the /stressed/ assets of I!I!I "ank. % career in the group offers the following things

Niverse learning opportunities !overage of entire gamut of corporate finance !redit appraisal !apital structuring Oaluation Innovative work-out strategies 1pportunities of interacting with international lenders $vi#. I9!, 2ashington, "ank of %merica, K".& 1pportunities of interacting with investment bankers and consultants $vi#. Fardine 9leming, %ccenture, <';B, - ? 4& % /senior management/ perspective - Interactions with the top management in I!I!I "ank as also client hierarchy are frequent % /work hard, play hard/ way of life

Corporate center The various functional groups within corporate center, are as follows

!orporate 9inance Jisk !ompliance and %udit Broup $J!%B& !orporate "rand and !ommunication Broup $!"!B& 0egal Broup $0B& 9acilities ;anagement and %dministration Broup $9;%B& !orporate (J

46

%s a part of its overseas expansion plans, I!I!I "ank has acquired a small Jussian banking entity W Investitsionno-<reditny "ank $I<"& W which will help boost its corporate business and deposit franchise. The bank has registered office in "alabanovo in <aluga region of Jussia and one branch in ;oscow, I!I!I "ank said in a release here on Thursday. . India has a strong trade links with Jussia and the acquisition would help propel corporate business for I!I!I. I!I!I used the acquisition route to reduce time to access the Jussian market. If they were to go through the route of establishing bank, it would have taken a minimum of two years to begin acceptance of deposits.

47

RESEARCH *ETHODO O,Y

48

DESI,N O) THE STUDY

Need !or t#e study The study was conducted in the banking sector $a public sector and a private sector bank&. The primary constituent of success in an organi#ation is its human interface and it largely depends on their interactive ability with clients as well as among themselves. This has necessitated the researcher to analy#e the predominantly manifested ego styles among employees. These ego styles influence the performance level of the individual employees to a large extent. The study is concerned with analysis of the Transactional %nalysis -go .tyles of employees in 'ublic .ector and 'rivate .ector "anks. "efore moving ahead with the study we take a look at the meaning of Transactional %nalysis.

.tatement of the 'roblem Individuals, irrespective of their biographical, academic and professional qualifications, exhibit themselves to the external world, from either one of the psychological states-parent, adult and child at a point of time. These psychological states manifest themselves in individuals from either an either or ineffective mode. This may affect their interaction with others positively or negatively. This reflects in their performance in various

49

domains of life, inclusive of the same in their work life as well. The study aims to find the predominant ego styles of employees in two of the countrys leading banks I!I!I and !anara "ank. It serves as a useful model for organi#ations to be aware of the psychological states of employees which influence the performance of employees

1b,ective of the .tudy To find the influence of the -go .tyles among the employees in "anking .ector. To compare the -go styles of employees in 'ublic .ector with 'rivate sector employees .cope of .tudy The pro,ect can be considered as a general study based on the Transactional %nalysis !oncept. The study aims to find whether there exists a link between the various hierarchical levels of employees and their Transactional %nalysis styles. Jesearch ;ethodology The type of research used is -xploratory Jesearch. It is the initial research, before more conclusive research is undertaken. -xploratory research helps determine the best research design, data collection method and selection of sub,ects. The results of exploratory research cannot be generali#ed: as they are not representative of the whole population being

50

studied. -xploratory research can be quite informal, relying on secondary research (owever 'rimary Nata was used here. .ource of Nata 'rimary data was collected was for the study. 'rimary data is first hand information collected through various methods like observation, interview, mailing etc. a questionnaire was developed and data was collected through a combination of electronic mail and interviewing. .ampling 'lan Type of sample G !onvenience or %ccidental .ampling was used. This sampling means selecting sampling unit which are conveniently available. This method is also called accidental sample because the respondents whom the researcher meets accidentally are included in the sample. .i#e of sample G The study was conducted in the banking sector. 1ne bank each in both 'rivate and 'ublic sector was covered. The total sample si#e was @> i.e 7> each in both public sector and private sector bank. Jesearch Instrument Kdai 'areeks Transactional Styles Inventory'TSI()*anagers was administered to the bank employees. T.I-; has been created to help the respondents examine their transactional styles or interactional styles and develop strategies to enhance their interpersonal effectiveness. The scores obtained in the test can be used for training. % respondent can

51

examine the operating effectiveness scores for each of his ego states: if he feels concerned about low scores, he can prepare a plan for behavior changes, based on the related items, by reducing E1 1< behavior and increasing 1< behavior. 0imitations Nata was not correlated with performance scores of the employees because of non-accessibility of confidential documents like performance appraisal reports .ince %ccidental sampling was used, results are not very reliable. Jespondents gave socially desirable answers to the questionnaires in some cases

52

DATA ANA YSIS AND INTER&RETATION

53

DATA ANA YSIS AND INTER&RETATION

)unctions

*ean3

SD33

SD &rivate &u-lic Sector )).D )7.@ )6.>) )> )7.6 )).>7 Sector )@.6 )@.A )6.7 )D.= )).>) ))

Eurturing Jegulating Task !reative Jeactive %daptive

D> D> DD @D @> @D

)> )> )> )> )> )>

X ;ean as per the norm table XX .N as per the norm table $ .ource 'areek, Kdai: Training Instruments in (JN and 1N, Tata ;cBraw (ill: Eew Nelhi&

54

Co1parison o! *ean Scores as per t#e nor1 ta-le )unctions 0ery urturing Regulatin g Task $reative Reactive "daptive lo( "elow 7@ "elow 7@ "elow A) "elow D) "elow A@ "elow D) o( Av%4 7@AD 7@AD A)D> D)@> A@DD D)@> Hi%# 0ery &rivate Sector DA.= D@.= D@.= @7.A @).* @@.* &u-lic Sector DA.@ D6.@ D).+ D6.= DD.>) @).>@ Hi%# A@-AD D@-@D %bove @D A@-DD D@-@D %bove @D D)-@> @)-+> %bove +> @)-+> +)-=> %bove => D@-@D @@-+D %bove +D @)-+> +)-=> %bove =>

The nurturing style score is on the higher side for private sector as well as public sector. The regulating style score is high for private sector and average for public sector. Though private sector has higher ;ean scores on task orientation function, both sectors fall in the average range. 1n creativity function, the private sector bank has average mean scores but the public sector bank has low mean scores. 1n the reactive function, the private sector bank has high mean scores but the public sector bank has low scores. 1n the adaptive function, both the banks have average mean scores.

55

9or both the sectors there are ma,or deviations from the norm .N scores. (owever, a word of caution needs to be added here. The sampling is accidental sampling which might have contributed to the deviations. In a 'ublic .ector bank, the company offers a lot of ,ob security. (owever the scenario is changing now with the banking sector being privati#ed. % noticeable fact for public sector banks is that support is conditional, contingent on deference to the provider. The general attitude is one of superiority: the persons support constantly reminds others of their dependency. This style does not help other people to become independent and to act by themselves. In a private sector, the manager encourages the subordinate and provides the necessary condition for support (ence both the banks have high nurturing style scores. The private sector bank has high regulating scores because they are facing stiff competition. They want to develop proper norms of behavior for the subordinates. 2ith the banking sector being privati#ed, the pubic sector banks have started shrugging off their complacency and getting task focused rather than doing ,ust minimum necessary to get by. % trend has been noted that private sector banks are more open to new, innovative ideas .1ne reason could be that their systems, policies and procedures are still in a nascent stage of development. (ence they are open to ideas that give them competitive edge in the market. This would explain the high scores of private sector bank vis a vis the public sector bank. 1n the reactive function, the private sector bank has high mean scores but the public sector bank has low scores. The private sector banks have a more open
56

work culture vis a vis the public sector bank. 'eople confront problems, fight for their ideas and suggestions. 1n the adaptive function, both the banks have average mean scores. This is a result of the cultural shift happening due to privati#ation. 'ublic sector bank employees are showing creative adaptability-learning from others, accepting others ideas, and changing their approach when required.

Comparitive Analysis of Ego styles in Public Sector and Pvt. Sector 25

% of sample size(30 eac !

20 15 10 5 0
Publ&c sec pvt' Sce'

Sp pr Rs tv cu n Nr g m t Pr ve s Pr crp bl m tv Ts slvn k O g bs ve nv ! "# tv $m !n %s r tv e %g rs R v es l&n t Sl kn g

Ego Styles
57

The comparative percentage analysis clearly reflects the stark contrast between the 'ublic .ector and 'rivate .ector on certain dimensions like Innovativeness, "ohemian, and %ssertiveness the public sector. (owever on dimensions like prescriptive and problem solving both the banks have similar percentage scores.

58

SU**ARY O) )INDIN,S

59

SU**ARY O) )INDIN,S
The personality of a 'ublic .ector "ank -mployee is E%o State Eurturing 'arent Jegulating 'arent %dult Style in li!e Jescuing 'rescriptive Task 1bsessiveC'roblem !reative !hild Jeactive !hild %daptive !hild .olving %ggressive Jesilient E1T 1< 1< O+5NOT O+ E1T 1< E1T 1< E1T 1<C1<

The personality of a 'rivate .ector "ank -mployee is E%o State Eurturing 'arent Jegulating 'arent %dult Style in li!e .upportive Eormative Task 1bsessiveC'roblem !reative !hild Jeactive !hild %daptive !hild .olving Innovative C"ohemian %ssertive Jesilient 1<CE1T 1< 1< 1< O+5NOT O+ 1< 1< E1T 1<C1<

% certain degree of shift is seen in the 'ublic .ector "ank profile which is a clear indicator of the culture shift happening post privati#ation of the banking sector. 'ublic sector banks are moving towards becoming more supportive, problem solving and resilient. The 'ublic .ector is also moving from nurturing parent to critical parent style because they need to get their act together and
60

start performing or else get wiped out by competition from private sector. The '.K bank had low scores on creativity because they are comfortable with the systems they have in place. %lso they have more experienced workforce which is crucial in the financial sector.

61

RECO**ENDATIONS

62

RECO**ENDATIONS
The public sector bank should evolve a plan of action to evolve into a supportive parent style. The public sector bank should evolve a plan of action to make the workforce more creative. This would help them shrug complacency and stay ahead of competition. The private sector bank has creative employees. "ut they seem to be impatient with their ideas. They should allow an idea or practice to stabili#e before going on to another. "oth the public sector and private sector banks have high scores on rescuing style which encourages dependency in the organi#ation. The banks need to evolve a plan of action to reduce the dependency. The public sector bank should develop an open work culture.

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)URTHER SCO&E )OR RESEARCH4

The study could have been more comprehensive in nature giving more reliable and valid results. .ome suggestions for further research Oariables like performance index, organi#ational hierarchy could have been considered along with predominant ego styles of employees. ;ore banks could have been covered in each of the sectors making the study more reliable and valid. % larger sample si#e could be taken Jandom sampling units from the ,unior management, middle management, and higher management could be taken.

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.I.I IO,RA&HY

65

Bibliography
Pareek, Udai, Training Instruments in HRD and OD, Tata McGraw-Hill, New Delhi, 2002 Harris Tho!as, I am OK You are OK, "#st $d,

Harper a%d &ow P'blishers (%c), #*+*, -a%dathil George, Neey'% N.a%'!, e !o%thly

/o'r%al o0 Psychology 0or Healthy 1i2i%g, " No) 3, (4T P'blicatio%, March 2005,) /a%)20067 (48 ( U%i2ersity Press %alysis http9::e%)wikipedia)org:wiki:Tra%sactio%al

66

Transaction Styles Inventory/*ana%ers This instrument will help you to know more about how you interact with others, an important part of your organi#ational role. There are no right or wrong answers. 4ou will learn more about yourself if you respond to each item as candidly as possible. %nswer serially. 6rite 7 6rite 8 6rite 9 6rite : 6rite ; rarely or never behave this way occasionally behave this way sometimes behave this way often behave this way almost always behave this way

)& I assure my people of my availability to them 6& I delay doing things that I do not like 7& I raise questions with my people about what should or should not be done. A& I communicate strong feelings and resentment to my colleaguesCseniors without caring whether this will effect my relationship with them. D& I collect all the information needed to solve various problems @& I discuss new ideas with my people without working out the details of these ideas. +& I respect and follow organi#ational traditions that seem to give the organi#ation its identity =& I provide my people with the solution to their problems. *& I take up the cause of my department Cpeople and fight for them )>& I admonish my people for not acting according to my instructions ))& I think of new and creative solutions )6& I collect information and data, even when these are not immediately used or needed
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)7& I help my people to become aware of some of their own strengths. )A& I avoid meeting my seniors and colleagues if I have not been able to fulfill their expectations )D& I help my people to see the ethical dimension of some of our actions. )@& I champion my peoples cause, even at the cost of organi#ational effectiveness )+& I think out many alternative solutions to problems before adopting one for action. )=& I overwhelm my colleagues with new ideas. )*& I accept others suggestions that appeal to me. 6>& I instruct my people in detail about work problems and their solutions. 6)& I #ealously argue my point of view in organi#ational meetings 66& I give clear instructions to my people about what should or should not be done 67& I try out new things 6A& I go into all the details of the specific work to be performed 6D& I assure my people of my continues help 6@& I do not express my negative feelings during unpleasant meetings but continued to be bothered by them 6+& I help my people and colleagues to examine the appropriateness of proposed actions 6=& I express strong resentment to my seniors or colleagues about things that have not been done as promised.

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6*& I continuously search for various resources from which needed information can be obtained in order to work out solutions to problems. 7>& I try out new ideas or methods without waiting to consolidate the previous ones. 7)& I accept help from others and appreciate it. 76& I encourage my people to come to me frequently to seek my advice and help. 77& I express my feelings and reactions frankly in meetings with seniors and colleagues 7A& I clearly prescribe standards of behavior to be followed in my work unit. 7D& I en,oy trying out new ways and see a problem as a challenge 7@& I work primarily on organi#ational tasks, sometimes at the cost of sensitivity and attention to the feelings of people.

69