It is to be noted that the spirit of scientific enquiry is very important in industrial and business organisations also. This enquiry takes into three forms. Dakshata (Capacity) Sikshata (Training) Rakshata (Protection). These three aspects govern all the employees of an organisation at all levels of management and all departments.

Capacity

In order to understand the significance of capacity, one should examine the role and scope of a manager. Certain managers may find entry into organisation through formal recruitment procedure by chance, but such people may not possess the required capabilities and capacities. However, a capable manager ensures the success of an organisation by providing all the required inputs and facilities.

Training

The presence of mere facilities and inputs may not guarantee the success of an organisation, which however calls for ‘training’: imparting necessary knowledge and skills for the effective discharge of assigned  responsibilities. The absence of proper training will adversely influence the quality of the products.

Protection

The top-management should also take care of providing safety and security to human and non-human resources of the organisation. If the security of the organisation is not effective and if it cannot safeguard the finished products, the organisation will be jeopardised.

The performance of employees of all grades and levels in the organisation will depend on the effectiveness of its capacity, training, and protection. The organisation that has these three in perfect order is not likely to confront any formidable problems. The efficiency of the personnel engaged in these three functions depends on their individual character. It is not enough if people discharge their assigned responsibilities effectively, but their off-the-job-job-related and off-the-job-not-job-related behaviours should be stainless. Character connotes verbal transactions, actions, daily conduct, etc. A manager is required to communicate with subordinates in a sober manner and influence them positively even if some of them indulge in infractions. A manager will be able to evoke positive response from subordinates, only when he conducts himself appropriately in their presence. Labour unrest in organisations today is because of the unfavourable personal conduct of managers. A manager should also correct the subordinates if they happen to be on the wrong path, and can also be firm with them for their own good. The workers then would be willing to treat such managers as their role model. (M, pp. 32-33)