Page 1 of 17
European Journal of Business &
Social Sciences
Available at https://ejbss.org/
ISSN: 2235-767X
Volume 07 Issue 05
May 2019
Available online: https://ejbss.org/ P a g e | 1091
CLINICAL OBSERVATION ON NEURO - DECISION CAPABILITY
Col (Dr.) Jyotirmaya Satpathy 1
, Prof. (Dr.) Ahalya Hejmadi 2 and Prof (Dr.) Isa Mishra 3
1. PhD (Triple), DLitt (Quadruple), Faculty, Academics Department, National Defence Academy, Pune, India
2. PhD, Professor, Behavioural Sciences and Psychology, University of Maryland University College, Adelphi, Madison, USA
3. PhD, Professor, KIIT School of Management, Bhubaneswar, India
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‘The neuro - centric organisation’s innovative neuro - grounded decision capability is grounded on a set of cohesive
capabilities and how fast and effective they can be built upon.
The neuro - centric organisation's long-term success is grounded on
a set of differentiated capabilities and its core innovative neuro - grounded decision capability’ .
....... Pearl Zhu
Prelude
Why do organisations opt for competency procedure? What are the experiments that organisations face in executing and effecting competency techniques? How
are competency techniques used? What areas for future research are associated with competency? One important aspect of fostering effective teams is building a
psychologically safe climate for each to learn and grow. Neuro - centric organisations and stake - holders have to have certain competencies, in order to perform. A
good number of neuro - centric organisations have succeeded by building some competencies like vision-mission innovative neuro - grounded decision capability,
ability and potential (hereafter, neuro - C - A - P ), structure-role neuro - C - A - P , strategizing neuro C - A - P , system neuro - C - A - P , environment
adaptability-tuning neuro - C - A - P , quality and excellence neuro C - A - P , change/transformation orientation neuro - C - A - P , teamwork neuro - C - A - P ,
and role neuro - C - A - P . All the non-value adding and non - neuro C - A - P building processes are being removed from the business process on a war-foot speed.
Page 2 of 17
European Journal of Business &
Social Sciences
Available at https://ejbss.org/
ISSN: 2235-767X
Volume 07 Issue 05
May 2019
Available online: https://ejbss.org/ P a g e | 1092
Neuro C - A - P mapping is the process whereby, grounded on the neuro - centric organisation’s structure, each and every role is defined and the jobs performed by
the role holder are clearly put down (job descriptions) and the competencies required for each and every job is identified. Grounded on the neuro C - A - P level data
and individual performance correlation also can be established between the neuro C - A - P level and individual performance. The present study attempts to review
few selected papers on neuro C - A - P mapping practiced in different companies
Keywords: Neuro C - A - P, Performance Measurement and Individual Performance.
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Introduction
Competency-based management supports the integration of human resources planning with business planning by allowing organisations to assess the current
human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organisation. Targeted
human resource strategies, plans and programs to address gaps (e.g., hiring and staffing; learning; career development; succession management; etc.) are then designed,
developed and implemented to close the gaps. Competency management is critical for organisations that seek to align their workforce with business objectives.
However, ensuring that organisation staff members have the proper skills and competencies to consistently perform the tasks may pose a challenge. A system used to
evaluate current strengths and needs within an organisation and then implement the necessary corrective actions. Competency management is a proactive method of
gap analysis. Competence (or competency) is the ability of an individual to do a job properly. A competency is a set of defined behaviors that provide a structured
guide enabling the identification, evaluation and development of the behaviors in individual employees.
Companies today are part of more complex and dynamic environments than ever, and this calls for new competencies for managers. Competitive advantage
depends largely on the ability to activate and use organisational resources. In a world of strategic and competitive advantage, it is an economic truism that
economic reforms expose business neuro - centric organisations to certain degrees of competitions. For sustaining, business neuro - centric organisations strive towards
excellence by gaining access to technologies, well accepted management practices, illimitable finance and most importantly very competent people to administer all
these. A judicious mix of all these is an antidote to the visible and invisible forces that thwart economic dynamics. Neuro - centric organisations seek to attain higher
degree of market share and sustenance by becoming techno savvy, customer oriented, quality concentrated, managerially efficient and effective. This is presumed to be
Page 3 of 17
European Journal of Business &
Social Sciences
Available at https://ejbss.org/
ISSN: 2235-767X
Volume 07 Issue 05
May 2019
Available online: https://ejbss.org/ P a g e | 1093
a psycho-economic reconciliation towards sustainability in an economically lop-sided scenario. To achieve this, competent HR elements need to be in strategic role
which facilitates competitive advantage for neuro - centric organisation and creates competitive edge for business. Mapping is a process which depicts arrangements of
various agents and linkages with each other. Neuro C - A - P Mapping is a process of recognising required skills, information, capabilities, abilities potential and
behaviors of an individual to perform a job efficiently and effectively in a specific role. A neuro - centric organisation competes with potential competitors through its
degree of competencies present in the neuro - centric organisation or the individuals. Individual neuro C - A - P mapping has been instrumental in many corporate
and business neuro - centric organisations. In today’s cut-throat competition, neuro - centric organisations pay high attention towards excellence, achievement and
sustenance to leave a significant mark in its quality operation. Neuro - C - A - P can be baptized as required skills and characteristics of individual; an amalgamation of
one’s capabilities, abilities and potential which is essential in the employees. Neuro C - A - P mapping is the ‘ORDER’ in highly competitive business scenario.
Growing demand of neuro C - A - P Mapping as a technique to be adopted for neuro - centric organisation’s performance excellence by various business concerns has
shown contributory impact on its operation. David McCelland brought neuro C - A - P mapping to its zenith stated that traditional achievement and intelligence
scores may not be the success predictors of an individual’s job but what is essential to outperform effectively and efficiently is extant required competencies for
particular job. Neuro C - A - P mapping is a strategic state where healthy competition between stakeholders exists and stakeholders try to attain an advantage through
competitive means over the others. This also means state of ethical vs unethical, competitive vs non-competitive, strategic vs non-strategic, tangible vs non tangible
and all sorts of competition in which the core agent is to attain ability. Once you have competitive edge, you certainly have competitive advantage and once you have
competitive advantage, you have competitive edge.
‘Skills make dreams happen. They build economies. They make people rich and famous.
In today’s world, the demands for skills are staggering. Government, business and individuals
have too much to achieve, their goals are huge. They are constantly,
and I do mean constantly, looking for people with the right skills. People that can get the job done.’
- Emi Iyalla
General areas of competency are:
Meaning Competency: Manager must be able to identify with purpose of organisation and act from preferred future.
