Introduction Social work is a profession for those with a strong desire to help improve people's lives.

Social workers help people function the best way they can in their environment, deal with their relationships, and solve personal and professional problems. Social workers practice in a variety of settings. Hospitals and psychiatric facilities they provide or arrange for a range of support services. In mental health, community centers, and private practice they provide counseling services on marriage, family, and adoption matters, and they help people through personal or community emergencies, such as dealing with loss or grief or arranging for disaster assistance. Industrial social work is one of the area in which the social worker extend their skill and expertness in helping personnel managers in the industry directly and organisational development indirectly, by intervening the employee management. Industrial Social Work Industrial organisation forms a secondary setting for the proactive of professional social work. It is different from other secondary welfare setting due to its primary orientation to production and profit rather than to the welfare needs of the workers. There is a growing recognition of the fact that the human personality is influenced by and influences the organisation. Hence it is necessary to have a basic understanding of organisational structure of the industry in relation to its communication pattern and its system of authority. The workers and the problems can be better perceived against the holistic background of his work place, his work family, and his community. The industrial social worker whose work covers an intangible out put can work with conviction and commitment in a profit oriented setting only if his/her functions are balanced with the primary interest of the organisation. A clear understanding of the social workers role responsibilities and status in relation to the concerned department of great relevance. Although it was felt earlier that a personnel or welfare programmes need not have any connection with the economic potentials of the industry. It is increasingly felt that "A well formulate Social Work Practice," is as much as economic proposition as production or sales programme. It helps to improve the attitude of employees towards their job. As in the ultimate analysis it is the attitude of employees, which control the quality of production, quantity of the production and the productivity. Improvement in the attitude improves productivity and there by increases profit. Role of Industrial Social Worker It is essential to understand the areas of responsibilities associated with each functionary, so as to gain a clear perspective of role and status of the industrial social worker. The development of the industrial social work in India is recent. It is primarily voluntary and is influenced by the emphasis placed by the government on certain programmes in organized sector. The place of social worker in an industrial organisation is within the administrative preview of Personnel or Human Resource Management department. Occasionally is under the direct control of the line managers. The workers are occasionally involved in the decision making in the development of the welfare services. However, since

he/she is enjoys autonomy in their day-to-day functioning, they are in a position to build a purposeful relationship with the operative employees. This will enable them to relate freely to the social worker with trust and confidence.

TYPES OF INDUSTRY Extractive industries are concerned with supplying are generally used by manufacturing and constructive industries for making finished goods. Genetic industries refer to industries under which plants and animals are grown for the purpose of to the consumers. Manufacturing industries are those, which convert the raw materials or semifinished goods into finished products. Construction are concerned with the construction of building, dams, road and etc. the raw materials that are used by these industries are the products of manufacturing industries provides not only goods but also services. Services industries do not produce any tangible goods. These are engaged in providing services to the public. NEED OF GROUP WORK IN INDUSTRIAL SETTING We use the words "team" and "group" interchangeably in this paper, although we more frequently use the term "team." The popular management literature has tended to use the term "team," for example, empowered teams, quality improvement teams, and team effectiveness. The academic literature has tended to use the word "group," for example, group cohesion, group dynamics, and group effectiveness. Groups vary in their degree of "group ness," with some groups being more interdependent and integrated than others. Some authors have used the label "team" for groups that develop a high degree of "group ness" (see for example, Katzenbach and Smith, 1993). This convention is not yet widely shared and, thus, we do not differentiate in our use of these terms. Autonomous work groups are involved in goal setting and planning and hence can define their jobs and the outcome idiosyncratically. Our interest lies in how job design restricts or creates possibilities for groups to redefine their work and thus go beyond formal requirements. The aim was to test a model of the relationships between dimensions of job design, group processes, group initiative, and selforganizational activities. The results are based on work task analyses and questionnaires administered to 31 work groups at four Swedish industrial companies. The theoretical input-process-output model received substantial support. Dimensions of job design affect whether a group, through collective reflexivity, can redefine work and proactively create conditions and organize work so that uncertainty can be handled and new tasks mastered. Group processes such as cooperation and social support enhance group initiative to achieve such meaningful change. In this study,

reflexivity does not impact on group initiative, but does explain the major amount of variance in self-organizational activities. Work task analyses can be a useful tool for providing groups with the prerequisites for self-organizational activities. We believe these to be essential for the groups' capacity to be involved in the innovation process from idea to finished product Social work is a profession for those with a strong desire to help improve people's lives. Social workers help people function the best way they can in their environment, deal with their relationships, and solve personal and professional problems. Social workers practice in a variety of settings. Hospitals and psychiatric facilities they provide or arrange for a range of support services. In mental health, community centers, and private practice they provide counseling services on marriage, family, and adoption matters, and they help people through personal or community emergencies, such as dealing with loss or grief or arranging for disaster assistance. Industrial social work is one of the area in which the social worker extend their skill and expertness in helping personnel managers in the industry directly and organisational development indirectly, by intervening the employee management. INDUSTRIAL SETTING - TASK GROUPS Task groups consist of people who work together to achieve a common task. Member of assigned tasks are the development of a new product, the improvement of a production process, or the proposal of a motivational contest. Other common task groups are brought together to accomplish a narrow range of goals within a specified time period. Task groups are also commonly referred to as task forces. The organization appoints members and assigns the goals and tasks to be accomplished. Examples are ad hoc committees, project groups, and standing committees. Ad hoc committees are temporary groups created to resolve a specific complaint or develop a process. Project groups are similar to ad hoc committees and normally disband after the group completes the assigned task. Standing committees are more permanent than ad hoc committees and project groups. They maintain longer life spans by rotating members into the group. Professional Social Work Ethics It is at this point that the issue of professional social work ethics assumes importance, both for the social worker and the employing organisation. They are: 1. The social worker should be outside the chain of command of the management, even though officially she may have to operate from the personnel or administrative department. 2. The worker should not have any responsibility involving his functionary, directly controlling the work life of the employee in so far as it affects the production process. 3. The worker should maintain the professional confidentiality. This does not mean

that the worker should not share the workers problem with staff at other levels and management. His work necessarily demands contact with different levels of management in the industry for effective discharge of his functions. It is equally important for the workers to note that 'the strategic role of social worker in industry stem from his intimate contact with the rank and file workers as well as the access he has to in decision making channel and the upper echelons of the power structure in industry but he should be very cautious of the dangers involved in his multiple identification with people in a variety of status of roles and in having his skills used manipulatively. This is particularly true of his role in enhancing positive communication between workers and managers. This is highly complex, due to the growing importance of the trade unions, which now has great influence on the management. It is primarily delegated to the Personnel Officer and rather than to the Labour welfare Officer, or the social worker. It is the personnel officer who has to act as spokes men of the workers and advice the management on the action to be taken on their problem. He also have to strive to maintain a neutral stand to hold the balance between the management and employees and the situation which can arise possible conflicts between the trade unions and the management objectives. Here the positive and the neutral stand of the industrial social worker can be of great value to the personnel officer. The responsibility of the social worker fall mainly in the category of non statutory services such as: 1. Family individual and group, counselling and home visit in relation to adjustment of the work orientation, personality and other problems at preventive level. 2. Active participation in corporate social responsibility activities and community development initiatives of the industry. 3. Employee management and effective intervention of labour management problems. 4. Industrial counselling. 5. Case work interventions. 6. Health and educational help, which would involve referral to other agencies. 7. Coordination of welfare services with other welfare agencies. 8. Workers education. 9. Family planning and Family life education.

10. Workers recreation management. Although personnel officer welfare officer and the industrial social worker are all concerned with the human relation aspect in the industry, a comparison of their rights and duties reveal that the former are organisation oriented and the social worker is essentially employee oriented. He/she can effectively sustain her working relation with other specialist for implementing the social welfare policy. Qualities of Industrial Social worker The knowledge and personality traits deemed essential in a social worker in the industry are: * * * * * * * * * * Maturity Warm and genuine interest in people adjustability Good communication skills in dealing with people at different levels Resourcefulness Sound physical health Effective intervention skills Knowledge of industrial psychology Knowledge of labour laws Expertness in corporate-community interaction Expertness in industrial counselling

Communication: Organisations can not operate without communication. Communication can take various forms but all forms involve the transfer of information from one party to the other. In order for the transfer of information to qualify as communication, the recipient must understand the meaning of the information transferred to them. If the recipient does not understand the meaning of the information conveyed to them, communication has not taken place. Communication is the life source of organisations because organisations involve people. People cannot interact with each other without communication. In the absence of communication, everything would grind to a halt. For example; The workers in an organisation would not know the organisations objectives so they would not strive to achieve the organisations objectives.

The workers in an organisation would not know what their roles and responsibilities were, so they would not be able to carry out their daily tasks and duties. The managers would not be able to train their workers reports so the workers would not possess the skills they needed to carry out their jobs. The managers would not be able to inform workers of changes The organisation would not be aware of their competitors activities On the whole people are able to communicate with each other as this is a basic

human function. However successful organisations strive not only for communication but effective communication. Interpersonal Communication This is defined as communication between two or more people and involves the transfer of information (or message) from one person to the other(s). The person transferring the information is called the sender or transmitter. The people receiving the message are known as receivers. The transmitter will need to send the information in a format that the receiver(s) will understand. Converting the information into a format that the receivers will understand is known as Encoding. Messages can be encoded into a variety of formats oral, written or visual. After encoding the message is transferred via a medium called a channel, for example a letter, fax, phone call, or e-mail. After transference the information will need to be interpreted by the receiver. This process of interpretation is known as decoding. Finally the receiver will send a message back to the transmitter confirming whether the information sent has been understood. This back check is known as feedback. The communication process involves seven key elements as illustrated in the diagram below.

Barriers to effective Communication (leaky bucket) At each stage in the process encoding, transference, and decoding there is the possibility of interference which may hinder the communication process. This interference is known as noise. Often a comparison is made between communication and a leaky bucket. If you use a leaky bucket to carry water, water will be lost at various points in your journey from the water tap to your destination. It is not possible to stop losing water because the bucket contains holes. The amount of water you will lose will be determined by the number of holes in the bucket, the size of the holes, the route you take to your final destination and length of time it takes you to get to your destination. There may also be other events that occur during your journey which increase the amount of water lost.Similarly when information is transferred from the transmitter to the receiver not all of the information may be received by the receiver because of holes called noise. Each of the noise may be affect the amount of information transferred. Just as in a leaky bucket, more holes decrease the amount of water, more noise decreases the amount of correct information received. Noise can take a variety of forms including

Language issues and Cultural Differences : the receiver(s) may not (fully) understand the language used by the transmitter. This may occur if the transmitters language is foreign to the receiver. There may also be language problems (that the communication process) if the message contains technical information and the receivers is not familiar with the technical terms used. Cultural differences created by an individuals background and experience affect their perception of the world. Such cultural differences may affect the interpretation (decoding) of the message sent. Environmental issues: If the environment that the transmitter or receiver are in, is noisy and full of sound, the sounds may prevent the message being fully understood. Background noise is often created by colleagues or machinery. Channel issues: If the channel used to transfer the information is poor it may prevent all or some of the information being transferred. Examples include a faulty fax machine, a crackling phone, handwriting that cannot be read or in the case of oral messages incorrect facial gestures. Receivers Attitude and behaviour: If the receiver(s) is not interested in the message (or unable to give their full attention to decoding) this may reduce the amount of information received or the accuracy of the information transmitted to them. Similarly the receiver(s) may misinterpret the message by "jumping to conclusions" or reading the message in a manner that suits their own interests/objectives and distort the true meaning of the message. Transmission journey :i.e. steps in the message, If the message is complicated or there are lots of steps taken to transfer the message it may affect the accuracy or interpretation. Comparing with the leaky bucket if the leaky bucket has to carry water over a longer distance more water will probably lost than if the journey was shorter. Organisation and leadership Organisation At every university/college, there is a formal organisation that is regulated in the Higher Education Act and is completed with local organisational forms. Alongside this organisation, there is a research organisation that is headed by professors. In every organisation, three essential parts can be distinguished: 1. One part that handles overall management and unites all functions in order to achieve a certain goal. 2. One part usually the largest one that is responsible for operations. 3. One part that provides with special services. The organisational development of today means refining these three functions and providing them with as clearly defined areas of responsibility as possible. For the Personnel Department, this development results in a division into three different roles: 1. A strategic role 2. A consultative role

3. A service role The strategic role entails being a contributing part in issues regarding policies for the management and coordination of important HR-questions. This may include, among other things, salary policy, presenting managers or overall measures in the labour market. The consultative role entails being a professional support for Deans, unit managers, section managers etc. when it comes to personnel issues. These may include recruitments, transfers, phase-outs and salary issues, but also competence analyses, training measures, problems with sick absence, work organisation or work environment. The manager has the overall responsibility for the implemented measures, but the Personnel Department has the responsibility of giving the correct advice. The third part, the service role, entails managing shared tasks within the HR-field when coordination is suitable. This often includes management of salaries, personnel services, certain reoccurring education services, as well as checking against laws and regulations. Leadership Current research within the field of leadership distinguishes between three roles in leadership. The first is the administrative role, i.e. being an administrator, planner and the one responsible for money, equipment etc. This also contains checking against laws and regulations. The second role is the psychological one, i.e. handling everything that has to do with motivation, work climate, relations between employees, conflicts at work, and so on. A leadership that is situation based is an example of this, i.e. a good leader must, as a manager, be able to adjust his or her leadership according to every situation rather than doing the same in all situations. The third role is the strategic one, and has the word pathfinder as a key word. It involves directions, competitive advantages, image and relations, but also monitoring, analysing and understanding changes, drawing conclusions and finding new approaches, adapting the operation and formulating new goals, and also the ability to explain and motivate changes for both the personnel, students and the surrounding world. Many things suggest that the tasks of almost all leaders/managers contain these three roles to be strategic, administrative and psychological in his or her approach and all parts must be handled professionally. They cannot be separated but are closely linked. In addition to this, leaders/managers must have good self-knowledge to be able to perform the duties demanded by the organisation. This speaks in favour of a development in new leaders/managers that consists of all these three roles and their areas of expertise. In the labour market SAF and PTK, among others, have signed a treaty of development where it has been agreed upon that managers and supervisors should have three main functions: 1. To lead the work 2. To develop the work 3. To represent the employer The tasks of the leader

Several inspections have shown that a leaders/managers daily work is bound to be disorganised and difficult to plan. You are so eager to be available for everything and everyone. This makes the ability to prioritise especially important, as well as the ability to delegate responsibility. When you prioritise a number of tasks in order of importance, and, at the same time, think in terms of what other people might do for you, it shows that you are thinking as a leader and are not trying to do everything on your own. Many organisations recruit leaders/managers who are specialised in one or more fields of expertise. This does not necessarily mean, however, that a good specialist is a good leader/manager. When an organisation recruits leaders/managers, it is vital that the criteria of leadership qualities set up in the organisation are guiding principles in the recruitment process. As a leader/manager, you are given a number of work tasks that demand knowledge in labour law, finance, administration, psychology and planning methodology. It is important that the employer formulates and supports the training that a new leader/manager might need. This should be planned together with the leader/manager. In colleges and universities, where the role as Dean is a time-limited assignment, it is an advantage to carry out the training as soon as the new manager has been appointed. An introduction by the Dean is vital and may, when appropriate, be given by a predecessor, who could afterwards also function as a mentor. When a leadership/management is ended, it is important that an individuals return back to his or her regular work or transfer to other work tasks is facilitated. Leadership runs through the organisation and forms a culture The leader/manager must be able to have a flexible behaviour, given that your coworkers influence you, and you react to and have to adjust to their behaviour. The more a leader can work together with his or her co-workers, the clearer a set of roles and norms become, which will function as guidelines in the collaboration. The classical image of a leader as a strategic and controlling decision-maker is more and more seen as a myth. Research shows that many leaders do not even use the majority of their time to make strategic decisions. On the contrary, a large part of a leaders/managers time entails handling different issues, personal visits, telephone calls etc. and based on these, a number of decisions are made on an operational level. The process of decision-making is therefore not always rational. The means determine the goals just as often as the other way around, with the result often being that the process of decision-making is often hurried through. To work like this on a permanent basis may lead to a situation when the dictated goals are never fulfilled. In certain cases, however, it may be suitable to act intuitively and then draw conclusions and gain experience rather than thinking ahead and establish goals. People with vast experience from decision-making in various situations are often more inclined to act intuitively and still make the right decisions. This kind of behaviour makes the management adjustable to new situations. Processes Situation-based processes between people, as well as an individuals qualities, style and behaviour, determine leadership in the workplace. How an individual acts and reacts within an organisation is determined by personal qualities, qualifications and immediate motivation. The individual and the organisation meet in a mutual process

of influence. How an organisation treats an individual is determined by the culture of the organisation. THE ROLE OF THE GROUP LEADER A person who is not in a position of authority, who is outranked and is new to the organization, can still be a leader. Managing or Leading - refers to a person's ability to successfully lead a group of people. Organizations have realized that more leading characteristics are needed to be more competitive in the work world. Success of an organization or the individual person (nurse) can be examined and fostered through mentoring other nurses in reaching a professional or personal goal (i.e. furthering their education or obtaining certifications in specialized procedures or areas of nursing), in attaining a leadership role (i.e. charge nurse or supervisor) or being rewarded in performance (recognition or raises). The nurse leader provides an atmosphere that allows open communication among group members. Characteristics that may affect attitudes and behavior's of the group membersGroup size, gender composition, race, ethnicity and age Cohesion - refers to the degree of attraction and motivation to stay in the group. Commitment - refers to a person's feelings and how they identify and are attached to the group's goals or activities. The following are effective technique in group process leadership: Use open-ended questions to start discussions. Encourage all members to ask questions. Respond with a positive comment or summary each time a member makes a contribution. Give your full attention to each person's contribution. Refrain from negative comments about member's contributions. Don't take sides, instead summarize opinion differences. State those issues that can be viewed from different perspectives. Seek equal input from all members. ACTIVELY LISTEN to all members. Focus discussion on the purpose of the group. Check perceptions of the group. Convey the meaning of what a team member has said so that all members can understand.

Clarify statements. Sort out the confusing and conflicting. Restate and summarize major ideas and feelings. Summarize points of opinion differences among team members. Encourage open expression of member's feelings and thoughts. Avoid frequent questioning. Too many questions at one time are annoying.

Confirm members' ideas, emphasize the facts and encourage further discussion The Vice Chancellor has decided to carry out leadership development for Deans and managers within the administration and the University Library. The goal of the training is to develop the managers in order to make them more secure in their respective roles. The training should be designed/adjusted to current difficulties that arise in the daily work as a manager. Leadership development rests on four cornerstones: 1. Giving support and opportunities for development. 2. Collaboration between Schools and administration/University Library. 3. Collaboration and exchange of experience between other SydOst-colleges. 4. Setting up contents and scope together with involved participants. The main areas included in the training are: Leadership The role of the employer Individual training Personal requests The programme for leadership development demands an active participation, and should span over a longer period of time. Group cohasivness:Develop a Shared Vision and Unity of Purpose Team building comes from a clear vision of what the group is striving to achieve and is tied to commitment, collaboration, teamwork, individual and mutual accountability A shared vision that has meaning and purpose creates synergistic empowerment 2) Develop Pride in Group Membership and an Identity as a Team Point out sources and consequences of taking pride in group membership Get team to think about the legacy they would like to be remembered by this season 3) Develop a Meaningful and Inspiring Mission for the Team Mission statement: solemn unconditional agreement among group members that spells out meaning and purpose behind groups existence affirming This is who we are, this is what we are all about what do you want to accomplish this season, what will it take to get there?

4) Develop Complementary Roles and Synergistic Teamwork Everyone working together with a collective desire/passion to succeed Understanding and appreciation of each others roles (role clarity, role acceptance, role importance) Create weekly reward system to recognize athletes who excel within their roles (effort awards) 5) Individual and Mutual Accountability Everyone must be on the same page, working together to achieve goals that are deemed important 6) Positive Team Culture and Cohesive Group Atmosphere Psychosocial factors that influence team chemistry both on and off the field Note distinction b/w task cohesion and social cohesion Do things socially together, build a real sense of camaraderie 7) Strong Internal Leadership from Within the Group Genuine sense of peer helping and social support, stepping up for what is right, moving team along in the right direction 8) Ongoing Communication about How Things are Progressing Talk openly about the commitment and discipline required to reach team goals Monitor, evaluate, and adjust goals as needed (goal boards) 9) Open and Honest Communication Processes and Trust at All Levels Many communication problems on teams arise from miscommunication and/or misunderstanding Effective communication involves mutual sharing and mutual understanding Athletes respect coaches that are open, honest, genuine, sincere, and direct Listen to others, they will listen to you (demonstrates that you care) Non-verbal communication just as important as what you have to say Encouragement and support: Find things people are doing correctly and acknowledge it! Remember, just because you have communicated does not mean youll always get what you want Conclusion The industrial social worker with his basic knowledge of human dynamics and her skill in working with individuals at different levels will be a great asset in individualization service. The industrial social worker has to project his or her role as helper/moderator/facilitator rather than management appointed person. An ongoing coordination between training in social work institutions and industries is necessary and useful for effective feedback. Industrial social work should emerge as an accepted professional filed in India that will enable Human Resource Managers and

Personnel Managers in the effective employee management and organisational development.