 Dear students, I welcome you in the course of Leadership, Emotion and Intelligence and CNN making. This is module number 22, and we are going to talk about bringing the human dimension back into organization. Psychodynamically, when we analyze organizations, psychodynamically, when we look at leadership perspective, we need to understand clearly why people behave the way they do. As a very famous quote goes, that leaders must understand that why human beings act as they do. And in a leadership perspective, it is very important that the leaders understand the thought of their followers. The leaders understand the need for their followers. And the leaders understand why a person is behaving in a given situation. As long as the leader does not develop this understanding, it will be very difficult to establish the relationship between a follower and a leader over a longer period of time. To understand this psycho-dynamic perspective, we have got a psychoanalysis and organizational perspective. Let us now understand these two things. The first thing that we need to analyze as a leader is focusing on practical problems of organization theory perspective, that how an organization developed, how its structural detail was developed. An organization is not just a building of an entity, an organization is not just a departmentalization. We will have to see what its structural details are, how the operational ability is developed and how the perspectives of organization theory are important for a leader. Then it will be known in practical terms how an organization operates, what are the practices and procedures there, what are the rules and regulations there. Similarly, in an organization, there will be no structural detail. There will be no perspectives of organization theory. There will be a psychological contract there, which does not exist in written format. And this psychological contract is basically between a follower and a leader. And the foundation on the trust, the foundation on how people understand its credibility and how they idealize it. So a leader who is associated with his employees should understand that psychological contract as well. It will be necessary for that. Along with that, a leader should also think that the processes and structures defined within the organization, what are their details, what are the SOPs there, what are the procedures to follow, what are the standards we need to follow. But there are not just standards, there are emotions and moods, there are creative thoughts and ideas of people, there are emotions and such. So a leader will have to create balance in processes, structural details, and on the other hand, emotions, moods and ideas of people. And psychodynamically, he will have to understand these things. He will have to do psychoanalysis to find out how we can best establish these associations. If we take psychoanalysis further, then we have to diagnose the issues, the problems of the organization. And for that clinical diagnosis, we have to operate on three levels. We need to talk about individual level diagnosis. When we talk about individual level diagnosis, then there we have to look at individual perspectives, their psychological development, their emotions and moods. And in terms of jobs, when we are discussing individuals, we have to talk about the JCM. JCM stands for Job Characteristic Model. And in Job Characteristic Model, we understand this between the diagnosis that how people's skill, variety, task identity, task significance, autonomy, feedback, how we associate all these aspects with jobs. And how much enrichment and enlargement there is in the job. In executing that job, people will have to face the problems, what will be their stress level, what will be their motivational perspectives. These are all things that we discuss in individual level job diagnosis. The second thing is group level analysis. And when we talk about group level analysis, then in group diagnosis, group dynamics, group formation, what potential is there in the group, what are the backgrounds of the group, what are the task structures of the group, we will go through their associations in the diagnosis of the group. And when we talk about organizational level diagnosis, in organizational level diagnosis, no doubt we have to talk about structural environment and we have to talk about cultural environment. And when we discuss the cultural environment, then in organizational diagnosis, the culture organization is not just inside, there is also the outside of the culture organization. And we will have to see that outside culture and what is the association between the cultural and the inside culture so that we can know that the cultural detail of the organization came from high context and low context. And in the same way, we will have to do cultural comparisons. We will also have to see the mission vision of the organization that what direction the organization wants to go in development. So all these diagnostic aspects help us to know that we should be able to know the groups and departments in the organization and the individuals in those groups. If we conclude all this, then remember that organizations develop when a leader knows to do psychoanalysis. When he knows that according to his diagnosis what are the individual level, group level, organization level issues and then to solve those issues, he has a solution. Thank you.