Organizational Behavior in Indian Army Introduction This article is about the post-independence Indian Army. For British Indian Army, see British Indian Army . For Indian National Army, see Indian National Army . The Indian Army (Bharatiya Thalsena) is one of the armed forces of India and has the responsibility for land- based military Indian Army Headquarters New Delhi History and traditions Indian military history British Indian Army Indian National Army Army Day (15th January) Equipment Equipment of the Indian Army Components Regiments Personnel Chief of Army Staff Ranks and insignia
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Organizational Behavior in Indian ArmyIntroduction
This article is about the post-independence Indian Army. For British Indian Army, see British Indian
Army. For Indian National Army, see Indian National Army.
The Indian Army (Bharatiya Thalsena) is one of the armed forces of India and has the responsibility
for land-based military operations. Its primary objectives include maintaining the peace and security
of the country, patrolling the borders and conducting counter-terrorist operations. It also conducts
Successful leadership is now beginning to recognize that the employee is the most valuable asset
they have. Without motivated employees the product or service they have to offer is not going to be
very successful in the marketplace. Recent surveys reveal that pay is not the most important thing in
"job satisfaction." Personal satisfaction, feeling appreciated, and a feeling of doing something worth
while all out rank pay as the reason employees stay in their present job.
An example of the new outlook of a company toward it's troops would be that of India's Cadet Uniform
Service. Cadet's executives have successfully addressed the problems of employee turnover. Cadet's
annual growth for the last 20 years has averaged 22% per year. The customer defection rate is less
than 1%. The employee turnover rate is now at 7%. A spokesman for Cadet said that: "The jobs we
do aren't so special. The pay is good, but it's not great. The main thing we have to sell to employees
is the culture of the organization."
A. Clear Message to the Guard
In many ways there is a definite advantage in belonging to an all voluntary service. Everyone who
joins wants to be there -- at least initially. Our ranks are filled by those who have had Federal or
National Guard service or they have had close ties to the military forces with other family members. A
quick look at our assets:
1. We are staffed by people who are patriotic and want to express or demonstrate that patriotism
through service to the state or community.
2. We are staffed by people who want to be part of a military organization. They like to wear a military
uniform. They like the camaraderie, the discipline, and the feeling of order.
3. We are staffed, for the most part, by people who wish to show gratitude for the freedom and liberty
that we enjoy as Americans.
4. The basic ingredients are present to make this the greatest conceivable organization of it's kind.
What Kind of Leaders Do Volunteers Deserve to Have?
Our troops are all volunteers to an organization which has a valid mission and they usually volunteer
for valid, noble, and legitimate reasons! What should they be able to expect from the leaders of an
organization to which they give their time, and in many cases, a considerable amount of money?
WORDS AND BEHAVIOR: Officers should always;
A. Praise subordinates for hard work and faithfulness.
As the superior officer you have the opportunity,
authority, and duty to praise those who serve under your command when they act in a praiseworthy
manner. The key to success in command is giving praise and guidance to others.
B. Commend and reward praiseworthy action in subordinates.
It is a complement to you
as well when someone under your command is worthy of a reward. You should rejoice when your
subordinates are recognized by others. Petty jealousy or resentment at the good fortune of others is
unbecoming in an officer. It may be tough to reward people for hard work and faithfulness if you do
not particularly like them -- but you must treat them fairly. If they are good at their jobs, do their duty,
and are a credit to the unit -- reward them. Reward their action, not their personality. Remember, the
demonstration of power and authority is in giving rewards not in withholding them.
C. Avoid vulgarity and profanity.
The use of such language in the presence of seniors or
subordinates leads to a loss of respect. Foul language and lewd jokes are not a sign of good breeding
and good manners. You should set the tone of moral, as well as military, leadership.
The three basic things which have the most "social" impact, and which should serve as starting points
for building trust among subordinates are: following the chain of command, avoiding gossip, and
developing true comradeship.
D.Chain of command.
In giving orders, or requesting permission, the jumping of an echelon of
command is to he avoided at all times. This holds true whether the information or request is being
passed up or down the chain of command. This is a sign of disrespect for the person being skipped.
You cannot expect subordinates to follow the chain of command if they observe you going outside of
the chain of command yourself.
E.gossip.
Avoid being known as a "gossip". Do not strive to be an information merchant.
You should be frank and honest in, and about, your communication. It is appropriate to use "I am not
at liberty to say," or "I don't know" to requests for information which should be passed along by senior
officers. Don't tear the organization down with gossip or rumors!
Style of leadership
A.directing.
THE LEADER PROVIDES SPECIFIC INSTRUCTION AND CLOSELY SUPERVISES TASK
ACCOMPLISHMENT.
B.coaching.
THE LEADER CONTINUES TO DIRECT AND CLOSELY SUPERVISE TASK ACCOMPLISHMENT,
BUT ALSO EXPLAINS DECISIONS, SOLICITS SUGGESTIONS, AND SUPPORTS PROGRESS.
C.supporting.
THE LEADER FACILITATES AND SUPPORTS SUBORDINATES' EFFORTS TOWARD TASK
ACCOMPLISHMENT AND SHARES RESPONSIBILITY FOR DECISION MAKING WITH THEM.
D.delegation.
THE LEADER TURNS OVER RESPONSIBILITY FOR DECISION-MAKING AND PROBLEM-
SOLVING TO SUBORDINATES.
These leadership styles are very different yet each can be effective
with the right target audience. In fact, what will work with one group might not work with another.
Leadership and the One Minute Manager also points out that "there is nothing so unequal as the
equal treatment of unequal." We must get across the idea that the performance of our troops does
make a difference. People loose their interest and commitment only after they realize that their
performance doesn't make a difference.
E.dicipline.
In an effort to ensure that people can know that their performance does make a difference leadership
should work to ensure discipline and morale. Lists two things which are essential for discipline in a
military organization. First, the leader must be careful that orders are militarily correct and capable of
execution by subordinates. Secondly, the leader must ensure by observation that orders are
meticulously complied with by each individual.
One of the most difficult things for an officer to do, especially in an organization consisting of
volunteers, is to exercise discipline. There are certain things which an officer can and must do if
he/she is to maintain order and unit cohesion. It is the duty and responsibility of the commander to
insure that discipline is maintained within the unit. That is a part of leadership. Some people may still
think of discipline as the old fashion formation where the commander rants and raves for about an
hour. I am happy to announce that this concept is now dead and gone in most places. It was
ineffective in the past and is now a dangerous practice for many reasons.
This is an over simplification of a valid management theory but "it only takes a minute" to give
someone praise or a reprimand. If it takes longer than that there is probably something wrong with the
"Boss." A careful reading of Putting the One Minute Manager to Work should help solve this problem.
The argument of that book is that it should take only a minute to get your point across.
The following is a summary of the section dealing with discipline in FM 22-100 (pp. 151-156). As is
pointed out in FM 22-100, discipline exists in a unit when the unit is functioning in an orderly,
controlled, and dependable way. The forces which drive a disciplined unit come from within that unit.
Discipline is based on the character of the leaders and the individual troops. Such a unit deeply
values self-discipline. The surest way to develop such a unit is by TRAINING. A leader should be
guided by the following principles in order to insure discipline:
1. Ensure that norms which contribute to discipline are established and strengthened. Stress the fact
that you must operate on truthfulness and candor. Inform subordinates of the fact that evaluations will
be lowered if there is a failure to inform you candidly of a problem which affects unit discipline and
cohesion.
2. Set high, yet realistic, standards in all things that relate to the success of your units training. Make
sure that these standards are communicated clearly to each individual member.
Consist of.
1. A sustained training program in which every member of his unit knows his job and his place within
the organization -- and its importance.
2. The troops must know that the unit as a whole, and each individual within it, will be treated with
fairness and objectivity regardless of their role or rank.
The senior level officers must know something about human personality, philosophy, and educational
methods if he hopes to properly mold "character" in his troops. For example, younger officers must be
taught that when one takes an oath to do the "duty" of his commission that duty carries a moral
obligation, and the non-performance of that duty is a reflection of a character flaw. Obedience to
lawful orders is part of that obligation just as telling the truth on reports and getting them done on time
is a part of that duty.
Meetings.
A note about the unavoidable activity called "meetings." As a leader in the State Guard you will spend
a considerable amount of time in meetings. A good leader must learn how to conduct an effective
meeting. Meetings can serve a very useful purpose and should be used, if used effectively.Expanded
on that theme with a check list of principles a leader should adhere to in order to insure having an
effective meeting. They are as follows:
1. Write an agenda, with staff input, and stick to it.
2. Have a recorder to write up the minutes.
3. Limit comments by a clear requirement to stick to the subject.
4. Forbid smoking.
5. Start and end the meeting at the announced time. The CO must be on time. That requirement
derives from courtesy, but it also saves valuable time.
Meetings, in short, should only be held when there is a clear exchange of ideas or information and
from which action can be taken.
Leadership and Change: Finding a Starting Point
Most of those who make up our present leadership are excellent people who have had prior military
service. They either served as an officer or NCO, or have some sort of supervisory or management
jobs in civilian life. Since that is the case they have a great deal to offer in the way of experience.
However, everyone assuming a position in a new organization should, to a certain extent, start fresh
and be open to the possibility of learning new and better, or more appropriate ways to do things in the
new context.
It is essential to successful leadership that one learn the ways of the new organization. The "ways of
the organization" include, but are not limited to:
--- Learning the governing laws and regulations of the organization.
--- Learning the people and personalities which have guided the organization to it's present position.
--- Learning the reasons for the present laws and regulations and the present position of the
organization.
--- Learning to be inventive in suggesting ways of improving the organization while living within the
rules of the organization.
One would expect that the State Guard will be made up of the typical profile of society. In almost any
society there will be about ten percent (10%) who are exceptionally hard working, about sixty percent
(60%) who will fall in to the average category, and about ten percent (10%) who will fall into the poor
achiever category with another twenty percent (20%) who can be molded into the average or low end
of the scale. This will probably be the ratio in which the State Guard receives them. Most people who
are willing to belong to a volunteer service will also be willing to follow the rules and regulations of
that organization. They just need to be taught what, how, when, and where, however, there are a few
people who have no intention of being under authority and must be disciplined before they ruin the
morale of the unit as a whole. If they cannot be brought "into the fold" and show a willingness to
follow the rules they must be discharged for the good of the whole unit.
Personality In Indian Army
introduction
A career as a soldier or an officer requires a special type of personality. The screening tests that the
Indian army conducts are primarily designed to check a candidate's personality. More emphasis is
laid on the candidate's personality than on his (there is only a Short Service Commission (SSC) for
women called the Women's Special Entry Scheme (Officers), all the other posts in the Indian armed
forces can only be filled by men) physical abilities. The Services Selection Board (SSB) tries to find
out whether a candidate has it in him to handle mental and physical pressure. Since life as a soldier
or officer involves combat and the harsh realities of it, there are only a few who can handle such
mental and physical pressure. The tests that the Services Selection Board conducts are not
physically very gruelling but are meant to assess the candidate's mental character more than
anything else. A successful candidate needs to withstand physical and mental pressure. Even the
courses in the National Defence Academy (NDA) or the Indian Military Academy (IMA) test a
candidate's ability to handle pressure to an extreme. Punishments (which are the only form of ragging
allowed in these institutes) are justified on the basis that they are part of the training - they are meant
to build a prospective soldier or officer's ability to withstand and not succumb under physical and
mental pressure.
. Personality is define as:
External Appearance & Behaviour Or Social Stimulus Value:
Here if we gonna Compare the
concept in terms of army, we can see that the army personnel external appearance is as follows
1. They wear Khakhi clothes a specially designed one for them which is tight fitting
2. We can always fin them in an attention position during their duty
Inner Awareness Of Self As A Permanent Organizing Force :
Here the personnel has a full
awareness about protecting the nation through the assigned duty to him and react according to the
post he is being assigned. We find respect, Command following characteristics as we find when they
meet their senior officers they salute them.
The Particular Pattern Or Organizational Of Measurable
Traits, Both Inner And Outer:
In this the characteristic of the army we can configure as they are very much active and
posses a strict personality they are very much disciplined and time bound (always in time ) and
physically they look strong and bold to take up any challenge to be faced .
So overall we can determine that the army personnel posses a very strict
personality and disciplined in their works and coordination is at a maximum level in them. They are
very obedient to the orders of their superiors heads give them.
Instructional Objectives.
(a) Organize his thoughts in a logical sequence and express himself
systematically in a convincing manner with confidence before an audience.
(b) Acquire an authentic self-concept thereby to identifying his weakness
and strong points and working towards overcoming his weakness while
reinforcing his strong points.
(c) Upgrade his general awareness to acquire a well informed
understanding of all matters of general and current interest in the national and
international arena.
(d) Acquire confidence in the use of reasoning and organizing ability in the
planning and conduct of elementary outdoor tasks and exercises.
(e) Build confidence in facing SSB related tasks.
Scope.
The scope of the course covers the following areas:-
(a) Development of communication skills.
(b) Psychological inputs and interaction.
(c) Practical and outdoor trg.
(d) Service ethos, etiquette and social graces.
(e) General Knowledge and Current Affairs. (f) Orientation to SSB.
(g) Guidance and Counseling.
Personality test
A personality test aims to describe aspects of a person's character that remain stable throughout that person's lifetime, the individual's character pattern of behavior, thoughts, and feelings. An early model of personality was posited by Greek philosopher/physician Hippocrates. The 20th century heralded a new interest in defining and identifying separate personality types, in close correlation with the emergence of the field of psychology. As such, several distinct tests emerged; some attempt to identify specific characteristics, while others attempt to identify personality as a whole.
The four temperaments as illustrated by Johann Kaspar Lavater Shell shock" redirects here. For other uses, see Shell Shock (disambiguation).
Image from World War I taken in an Australian Dressing Station near Ypres in 1917. The wounded soldier in the lower left of the photo has a dazed, thousand yard stare - a frequent symptom of "shell-shock".
Combat stress reaction, in the past commonly known as shell shock or battle fatigue, is a military term used to categorize a range of behaviours resulting from the stress of battle which decrease the combatant's fighting efficiency. The most common symptoms are fatigue, slower reaction times, indecision, disconnection from one's surroundings, and inability to prioritize. Combat stress reaction is generally short-term and should not be confused with acute stress disorder, post-traumatic stress disorder, or other long-term disorders attributable to combat stress although any of these may commence as a combat stress reaction.
The ratio of stress casualties to battle casualties varies with the intensity of the fighting, but with intense fighting it can be as high as 1:1. In low-level conflicts it can drop to 1:10 (or less).
In World War I, shell shock was considered a psychiatric illness resulting from injury to the nerves during combat. The horrors of trench warfare meant that about 10% of the fighting soldiers were killed (compared to 4.5% during World War II) and the total proportion of troops who became casualties (killed or wounded) was 56%. Whether a shell-shock sufferer was considered "wounded" or "sick" depended on the circumstances. The large proportion of World War I veterans in the European population meant that the symptoms were common to the culture, although it may not have become popularly known in the US. Many generals considered those who suffered shell shock to be cowards, and a large number were executed[citation needed]. They were not executed for having shell-shock, they were executed for specific military wartime offenses, such as desertion under fire. The British Army executed a significant number of soldiers for such offenses[citation needed
shape of personality and training
different activities that help to shape and train the personality was given below
:Activities
White Water Rafting
Rappelling, Rock Climbing
Artificial rock climbing
Valley Crossing
Rope Cycling
Lake rafting (building the raft and crossing the river)
Treasure hunt (Trekking – Day and Night time)
Riffle Shooting
Pottery
Para Sailing
Star gazing
Facilities
Accommodation in spacious commando tents and AC cottage as well
The debrief sessions made us feel at ease and were facilitated in a non - threatening manner, which made us imbibe the learnings from the O.E.L back to our workplaces. The levels of creativity, enthusiasm, feeling of belonging, supportiveness and empathy were discovered by all the participants.
"In our experience of several out bound training, the above through you has been one of the most exciting in terms of variety of events and facilitation."
Outdoor programme is predetermined to meet the set objectives and the activities are designed as per the
composition of the participants.
Each participant undergoes activities of intense and real experience under the supervision of outdoor experts of the ZbAC Team, which form the basis of the sharing and the same are powerfully facilitated by OEL trainers using metaphoric transfer technology to derive learnings, which can be applied in their personal and professional spheres.
“Enjoy a wide spectrum of adventure sports merely for the love of it.”
Treks, White Water Rafting, Kayaking, Rappelling, Rock Climbing, Firing, Tenting in Wilderness, Treasure hunts, Stress
busters, Adventure Induction programmes and lot more...
Rappelling Rock Climbing
Valley Crossing Raft Building
Treasure Hunt White water rafting
“Enjoy memorable business events” Exotic locations
Business events amalgamated with quality
wilderness experience
Add value to self
Special programmes for kids
Childhood learning determines the kind of person and
individual shall become
"In our experience of several out bound training, the above through you has been one of the most exciting in terms of
variety of events and facilitation."
Z-BAC has a campsite at Sutarwadi village of Kolad, with a perennial lake on one side
and a deep valley forest on the other.
Accommodation in the jungle campsite is in “Spacious Commando Tents” with cots
and mattresses with attached washrooms.
The campsite also has the stone structured conference facility with traditional touch.
The experts involved in all the adventure activities are trained.
The food and dining facility is very hygienic and homely.
Specifically designed stone cottages add color to the serenely peaceful and beautiful camping area.
Adventure Possibilities
Rappelling, Rock climbing, Valley Crossing, Raft Building, Parasailing, Paragliding Treasure Hunt and White water
rafting.
ARMY EDUCATION CORPS TRAINING COLLEGE AND CENTRE
The Army Education Corps (AEC) Training College was initially raised at Belgaum in 1921. It was shifted to its present location at Pachmarhi in 1939. Situate at an altitude of 3400 ft, Pachmarhi is an enchanting hill resort interspersed with streams, lakes, waterfalls and scores of flora - fauna. The college is recognized by Barkatullah University, Bhopal and has been granted the status of autonomous college since 1985. The institution imparts training in selected foreign languages to nominated all ranks of the army. It has all the modern facilities and keeps itself abreast with the state of the art technologies and methodologies in conducting such training.
ROLE
To function as Autonomous college conducting graduate and post-graduate courses and examinations of Barkatullah University, Bhopal.
To devise need based educational training packages for the soldiers of the Indian Army and Para-military Forces.
To create a corpus of able bodied educational and map craft instructors.
To be the nodal agency for foreign language training in the Army. To create a corpus of instructors and experts in the field of foreign languages, computer
applications and military music. To function as a nodal centre for Personality Development and Communication Skill enhancement
programmers for personnel of the Armed Forces.
To create a trainer training facility for optimizing the training import of the trainers of Indian Army. To be the nodal centre for English language training for personnel of Armed Forces from friendly
foreign countries.
MILITARY INTELLIGENCE TRAINING SCHOOL
The Military intelligence School was initially raised on 20 Jan 1941 at Karachi, now in Pakistan, and was later shifted to Pune. The School is responsible for imparting training in intelligence, security, counter intelligence and allied subjects. The school motto Sada Satark, meaning Always Vigilant, is very apt, as is the school's formation sign which signifies the following:-
The star and the rapier indicate combat intelligence. The black shield represents the security and counter intelligence activities. The silver rays represent the intelligence knowledge concerning the combat intelligence, security,
counter intelligence and signal and electronic intelligence.
ROLE
To impart training in intelligence, counter intelligence and secure
withstand and not succumb under physical and mental pressure.
ty aspects to officers, JCO's and other ranks of all arms.
To impart training to selected personnel from the other two Services, Para Military Forces and CPO forces.
To impart training on security aspects to personnel from friendly foreign countries
Motivation in Indian army
Motivation gives subordinates the will to do everything they can to accomplish a mission. It results in
their acting on their own initiative when they see that something needs to be done. The best military
leaders learn the fine art of motivation early on. “You have a lot of smart people in the military, and
you can’t just order them to take a hill. You have to tell them why they’re taking the hill and get them
to want to do it,” says Col. Patterson. Major Nate Allen says: “The military is definitely a different
environment, but people are people. They don’t want to be managed. They want to be led. They want
to understand what they’re doing and why.”
There are different kind of theory of motivation that was given below:-
1. Maslow theory
2. Herzberg (two factor theory)
3. theory x
4. theory y
5. theory z
6. vroom expectancy theory of motivation
7. maturity and immaturity theory
From the above only few theories were used in Indian army that was given below:-
In army there exist theory x it given by Douglas McGregor .for example we found that if any
mission is declared the soldiers have to kept continues watch on the different situation they
have tend to fulfilling his duty even they have no time for their own work. They have to do
their work day and night without arguing because there is autocrative leadership in it.
For these reason there may came chances of disliking their work, feeling of emotion, leisure,
avoiding their work etc. for that the leader take punitive action into consideration to take work from
the soldiers. A leader does not take it consideration about their liking, needs, their satisfaction etc.
Different punitive action was given below:
Punitive action like standing for whole days by holding the heavy gun.
Punishment is given for the collection of the paper work
Many other like resignation, fire for 5 days, taking 50 round of the ground by holding the gun etc…
Here leader guidance is strictly followed because there is centralization in delegation of authority and
responsibility.
Second theory is used that is theory y that is also given by George in the theory there is
decentralization of authority and responsibility. Here work is allotted to the different soldiers
according to his ability. As we find in the army that different soldiers have their different
work like some one has to stand as a guard outside the office of the military, some person
involved in completing the target that is given to them, some involve in secret mission etc
….
These all work is given according to the ability of the person here there is no forcefully
action is taken by the leader, as all the soldiers were able to complete their own task.
Third theory that is used in army that is theory z. these theory said that the person should
self motivated from the different situation. For example in the army the soldiers is motivated
by their attachment towards the other person, towards their work, their loyalty towards the
organization etc…. this thing is only possible when the person have positive attitude and
have satisfied with their own work.
Forth theory is the theory is the vroom expectancy theory of motivation. In it is said that
expectancy is based on the idea that work effort is directed towards the behavior that
people believe will lead to the desired outcome. in army every soldiers has make their
different efforts to achieve their appropriate result so for that they have to take different
situation in the positive manner, their behavior towards the work should be positive then
only they get expected result.
Today also it is found that many soldiers in the army have their negative approaches
towards their work their might be due to heavy burden, leisure, jealousy, fear of loosing their
life, fear about their family
Etc………..
Thus these are the important theory used in the army for the motivational purpose.
There is some Picture Related to Indian Army. These indicate how they motivate, take
leadership and also indicate how they work as a team.
Above picture indicate Leadership. One army man take leadership and give task to all soldier.
And also give responsibility to all soldiers.
Above picture indicate Team work and Achievement.
Above picture indicate motivation. The person in this picture who received reward he is a motivated
person. Give appreciation whatever he done. And this type of appreciation and reward person
