Organizational

Behaviour

MOTIVATION


Group members:

Sawan Agarwal 02
Drashti Gosalia 16
Khooshali Kalyani 22
Dhara Karia 24
Urvisha Parmar 36
Nikita Shah 45












What is MOTIVATION ?

Many people know motivation as the driving force behind an
action. Motivation can be considered the state of having
encouragement to do something.

Why do people do what they do? Why do we go on everyday,
living our lives and trying to find justification for our existence?
Some people think that they can find purpose in the things that
motivate them. Others just see the motivation and react
automatically.

There is no one thing that motivates people to perform certain
actions. People are different, so it follows that their motivations
have to be different. Here are some types of motivation:

1) Achievement -

This is the motivation of a person to attain goals. The longing for
achievement is inherent in every man, but not all persons look to
achievement as their motivation. They are motivated by a goal. In
order to attain that goal, they are willing to go as far as possible..

What one person thinks is an easy goal to accomplish may seem to
be impossible to another person. However, if your motivation is
achievement, you will find that your goals will grow increasingly
complex as time goes by.





2) Socialization -

Some people consider socialization to be their main motivation for
actions. This is especially evident in the situation of peer pressure.
Some people are willing to do anything to be treated as an equal
within a group structure. The idea of being accepted among a
group of people is their motivation for doing certain things.

3) Incentive motivation -

This motivation involves rewards. People who believe that they
will receive rewards for doing something are motivated to do
everything they can to reach a certain goal. While achievement
motivation is focused on the goal itself, incentive motivation is
driven by the fact that the goal will give people benefits. Incentive
motivation is used in companies through bonuses and other types
of compensation for additional work.

By offering incentives, companies hope to raise productivity and
motivate their employees to work harder.

4) Fear motivation -

When incentives do not work, people often turn to fear and
punishment as the next tools. Fear motivation involves pointing out
various consequences if someone does not follow a set of
prescribed behavior. This is often seen in companies as working
hand-in-hand with incentive motivation. Workers are often faced
with a reward and punishment system, wherein they are given
incentives if they accomplish a certain goal, but they are given
punishments when they disobey certain policies.




Some DEFINATIONS:

Motivation in the industrial setting can be defined as
the willingness to exert high levels of efforts towards
organizational goals and to satisfy some individual need.

According to Baron & Greenberg, motivation is the set
of process that arouse, direct and maintain human
behavior towards attaining some goal.

Motivation refers to those forces operating within an
individual which pushes him to act or not to act in a
certain way.

It can also be defined as an desire of an individual.















Seven Rules of Motivation
#1 major goal, but follow a path. The path has mini goals that go in many
directions.When you learn to succeed at mini goals, you will be motivated to
challenge grand goals.


#2 Finish what you start. A half finished project is of no use to anyone.
Quitting is a habit. Develop the habit of finishing self-motivated projects.
#3 Socialize with others of similar interest. Mutual support is motivating.
We will develop the attitudes of our five best friends. If they are losers, we
will be a loser. If they are winners, we will be a winner. To be a cowboy we
must associate with cowboys.


#4 Learn how to learn. Dependency on others for knowledge supports the
habit of procrastination. Man has the ability to learn without instructors. In
fact, when we learn the art of self-education we will find, if not create,
opportunity to find success beyond our wildest dreams.
#5 Harmonize natural talent with interest that motivates. Natural talent
creates motivation, motivation creates persistence and persistence gets the
job done.


#6 Increase knowledge of subjects that inspires. The more we know about
a subject, the more we want to learn about it. A self-propelled upward spiral
develops.
#7 Take risk. Failure and bouncing back are elements of motivation. Failure
is a learning tool. No one has ever succeeded at anything worthwhile without
a string of failures.

Theories of Motivation :

Organizational psychologists have proposed various theories to
explain work motivation. These theories attempt to explain the behavior
of the people on the job and in the work environment.

Here we have mentioned 4 out of a lot of theories given by experts. They are as
follows:
Maslow`s Need Hierarchy Theory
Expectancy Theory
Equity Theory
Goal setting Theory













Maslow`s Need Hierarchy Theory

Maslow's hierarchy of needs is a theory in psychology, proposed
by Abraham Maslow in 1943.
Hierarchy
Maslow's hierarchy of needs is often portrayed in the shape of a
pyramid, with the largest and most fundamental levels of needs at
the bottom, and the need for self-actualization at the top.











The most fundamental and basic four layers of the pyramid contain
what Maslow called "deficiency needs": Esteem, Friendship and
Love, Security & Physical-Needs. With the exception of the most
fundamental/physiological needs, if these "deficiency needs" are
not met, the body gives no physical indication but the individual
feels anxious and tense. Theory suggests that the most basic level
of needs must be met before the individual will strongly desire the
secondary or higher level needs.

Physiological needs
Physiological Needs are at the base of the pyramid of needs. These
needs are the basic needs such as Hunger, Thirst, Sleep, Avoidance
of pain, Sex and The maternal instinct.
Once these needs are satisfied, they do not motivate a person
anymore. However, until these needs are satisfied, people are not
concerned about the higher needs.
Safety needs
The Safety Needs are active once the Physiological Needs are
satisfied. Safety Needs refer to the need for a secure environment
Physical as well as Physiological.
Like the Physiological Needs, once the safety needs are satisfied
they cease to motivate the person any more. But when a person
doesnt have safety, they become very strongly a safety- seeking
organism.
Organizations attempt to satisfy the safety needs of an employee
by providing them with good working conditions, safety
equipments and health and life insurances.

Love and belonging
After physiological and safety needs are fulfilled, the third layer of
human-needs is social belongingness. This aspect of Maslow's
hierarchy involves emotionally based relationships in general.
Humans need to feel a sense of belonging and acceptance, whether
it comes from a large social group or small social connections.
They need to love and be loved by others. In the absence of these
elements, many people become susceptible to loneliness, social
anxiety, and clinical depression. This need for belonging can often
overcome the physiological and security needs, depending on the
strength of the peer pressure.

Esteem
All humans have a need to be respected and to have self-esteem
and self-respect. Also known as the belonging need, esteem
presents the normal human desire to be accepted and valued by
others. People engage themselves to gain recognition and have
activities that give the person a sense of contribution, to feel
accepted and self-valued. Imbalances at this level can result in low
self-esteem or an inferiority complex.
Maslow noted two versions of esteem needs, a lower one and a
higher one. The lower one is the need for the respect of others. The
higher one is the need for self-respect. The latter one ranks higher
because it rests more on inner competence won through
experience. Deprivation of these needs can lead to an inferiority
complex, weakness and helplessness.
Self-actualization
What a man can be, he must be. The need for self-actualization
is at the top of the pyramid of needs. This is the highest level of
needs. It means to become all that is possible for a person to
become. It is the need to accomplish ones potential. Maslow
describes this desire as the desire to become more and more what
one is, to become everything that one is capable of becoming. As
mentioned before, in order to reach a clear understanding of this
level of need one must first not only achieve the previous needs,
physiological, safety, love, and esteem, but master these needs.





Expectancy Theory

Expectancy Theory was first proposed by Victor Vroom of the
Yale School of Management.
The Expectancy theory asserts that people are motivated to work
when they expect that they will be able to achieve the things that
they want from their jobs. Here Motivation is determined by the
nature of reward that people expect to get as a result of their job
performance
Expectancy theory is about the mental processes regarding choice,
or choosing. It explains the processes that an individual undergoes
to make choices.
"This theory emphasizes the needs for organizations to relate
rewards directly to performance and to ensure that the rewards
provided are those rewards deserved and wanted by the recipients."
Victor H. Vroom (1964)
defines motivation as a
process governing choices
among alternative forms of
voluntary activities, a
process controlled by the
individual. The individual
makes choices based on
estimates of how well the
expected results of a given
behavior are going to match
up with or eventually lead to
the desired results.
Motivation is a product of
the individuals expectancy
that a certain effort will lead
to the intended performance.
Theory Developer

In 1964, Victor H. Vroom developed the Expectancy theory
through his study of the motivations behind decision making. He
wanted to better understand why people chose to behave in a
certain way. Vrooms theory is relevant to the study
of management and has become even more important as managers
try to gain a better understanding of what motivates their
employees to behave in certain ways. Vroom has written nine
books, however his book Work and Motivation (1964) is regarded
as a breakthrough in the study of leadership and decision making
within organizations.

Key Elements
The Expectancy Theory of Motivation also explains how people
make decisions to achieve the end they value. Vroom introduces
three variables within the expectancy theory which are






Expectancy
Expectancy is the belief that ones effort will result in
performance. It also refers to an employees belief that ones work
related effort will result in completion of a task or attainment of a
goal.
Expectancy is defined as the
probability ranging from zero to
one that certain efforts will lead to
certain outcome. If the employee
feels that he has no chance of
meeting the target then his
expectancy is 0. On the other hand
if an employee thinks that
whatever happens but he can
achieve his goal then here
expectancy level is 1.

Instrumentality
Instrumentality is the belief that a person will receive a reward if
the performance expectation is
met. This reward may come in
the form of a pay increase,
promotion, recognition or
sense of accomplishment.
Instrumentality is low when
the reward is given for all
performances given.
Instrumentality is increased
when formalized policies
associates rewards to
performance.

Valence- V(R)
Valence is defined as the attractiveness of a goal or outcomes It
is the value the individual places on the rewards based on their
needs, goals, values and Sources of Motivation.

The valence refers the value the individual personally places on
the rewards. -1 0 +1
-1= avoiding the outcome 0= indifferent to the outcome
+1=welcomes the outcome
In order for the valence to be positive, the person must prefer
attaining the outcome to not attaining it.
Expectancy Theory of motivation can help us people understand
how individuals make decisions regarding various behavioral
alternatives














Equity Theory

Equity Theory attempts to explain relational satisfaction in terms
of perceptions of fair/unfair distributions of resources within
interpersonal relationships. Equity theory is considered as one of
the justice theories. It was first developed in 1963 by John Stacey
Adams, a workplace and behavioral psychologist, who asserted
that employees seek to maintain equity between the inputs that
they bring to a job and the outcomes that they receive from it
against the perceived inputs and outcomes of others.
The belief is that people value fair treatment which causes them to
be motivated to keep the fairness maintained within the
relationships of their co-workers and the organization. The
structure of equity in the workplace is based on the ratio of inputs
to outcomes. Inputs are the contributions made by the employee
for the organization.

Background

Equity theory proposes that individuals who perceive themselves
as either under-rewarded or over-rewarded will experience distress,
and that this distress leads to efforts to restore equity within
the relationship. It focuses on determining whether the distribution
of resources is fair to both relational partners. Equity is measured
by comparing the ratios of contributions and benefits of each
person within the relationship. Partners do not have to receive
equal benefits (such as receiving the same amount of love, care,
and financial security) or make equal contributions (such as
investing the same amount of effort, time, and financial resources),
as long as the ratio between these benefits and contributions is
similar. According to Adams, anger is induced by underpayment
inequity and guilt is induced with overpayment equity.
Payment whether hourly wage or salary, is the main concern and
therefore the cause of equity or inequity in most cases. In any
position, an employee wants to feel that their contributions and
work performance are being rewarded with their pay. If an
employee feels underpaid then it will result in the employee feeling
hostile towards the organization and perhaps their co-workers,
which may result the employee not performing well at work
anymore. It is the subtle variables that also play an important role
for the feeling of equity. Just the idea of recognition for the job
performance and the mere act of thanking the employee will cause
a feeling of satisfaction and therefore help the employee feel
worthwhile and have more outcomes.

Definition of equity
An individual will consider that he is treated fairly if he perceives
the ratio of his inputs to his outcomes to be equivalent to those
around him. Thus, all else being equal, it would be acceptable for a
more senior colleague to receive higher compensation, since the
value of his experience is higher. If an employee notices that
another person is getting more recognition and rewards for their
contributions, even when both have done the same amount and
quality of work, it would persuade the employee to be dissatisfied.
This dissatisfaction would result in the employee feeling
underappreciated and perhaps worthless. This is in direct contrast
with the idea of equity theory, the idea is to have the rewards be
directly related with the quality and quantity of the employees
contributions. If both employees were perhaps rewarded the same,
it would help the workforce realize that the organization is fair,
observant, and appreciative.
This can be illustrated by the following equation:

Inputs and outcomes
I nputs
Inputs are defined as each participants contributions to the
relational exchange and are viewed as entitling him/her to rewards
or costs. The inputs that a participant contributes to a relationship
can be either assets entitling him/her to rewards or liabilities -
entitling him/her to costs. Inputs typically include any of the
following:
Time
Effort
Loyalty
Hard Work
Commitment
Ability
Adaptability
Flexibility
Tolerance
Determination
Enthusiasm
Personal sacrifice
Trust in superiors
Support from co-workers and colleagues
Skill






Outcomes
Outputs are defined as the positive and negative consequences that
an individual perceives a participant has incurred as a consequence
of his/her relationship with another. When the ratio of inputs to
outcomes is close, than the employee should have much
satisfaction with their job. Outputs can be both tangible and
intangible.

Typical outcomes include any of the following:
Job security
Salary
Employee benefit
Expenses
Recognition
Reputation
Responsibility
Sense of achievement
Praise
Thanks
Stimuli







Goal- setting Theory

Goal setting involves establishing specific, measurable and time-
targeted objectives.

Goal setting features as a major component
of personal development literature. Goals perceived as realistic are
more effective in changing behavior.

Work on the theory of goal-setting
suggests that it's an effective tool for
making progress by ensuring that
participants in a group with a common
goal are clearly aware of what is
expected from them if an objective is to
be achieved. On a personal level,
setting goals is a process that allows
people to specify then work towards
their own objectives most commonly with financial or career-based
goals.

Concept

Goals that are difficult to achieve and specific tend to increase
performance more than goals that are not. A goal can become more
specific through quantification or enumeration , such as by demanding
"increasing productivity by 50%"; or by defining certain tasks that
need completing.
Setting goals affects outcomes in four ways:
1. Choice: goals narrow attention and direct efforts to goal-
relevant activities, and away from perceived undesirable and
goal-irrelevant actions.
2. Effort: goals can lead to more effort; for example, if one
typically produces 4 widgets an hour, and has the goal of
producing 6, one may work more intensely than one would
otherwise in order to reach the goal.
3. Persistence: An individual becomes more prone to work
through setbacks if pursuing a goal.
4. Cognition: goals can lead an individual to develop cognitive
strategies to change their behavior.

Goal commitment

People will perform better when they are committed to achieve
certain goals Goal commitment is dependent of:

1. The importance of the expected outcomes of goal attainment
and;
2. Self-efficacy one's belief that they are able to achieve the
goals;
3. Commitment to others promises or engagements to others
can strongly improve commitment.

Feedback
Keep track of performance to allow employees to see how
effective they have been in attaining the goals. Without proper
feedback channels it is impossible to adapt or adjust to the required
behavior.

Task complexity
More difficult goals require more cognitive strategies and well
developed skills. The more difficult the tasks ahead, a smaller
group of people will possess the necessary skills and strategies.
From an organizational perspective it is thereby more difficult to
successfully attain more difficult goals since resources become
more scarce.


Employee motivation

The more employees are motivated, the more they are stimulated
and interested in accepting goals. These success factors are not to
be seen independently. For example the expected outcomes of
goals are positively influenced when employees are involved in the
goal setting process. Not only does participation increase
commitment in attaining the goals that are set, participation
influences self-efficacy as well. goal-commitment, the most
influential moderator. If people lack commitment to goals, they
will lack motivation to reach them. In order to become committed
to a goal, one must believe in its importance or significance.
attainability: individuals must also believe that they can
attain or at least partially reach a defined goal. If they
think no chance exists of reaching a goal, they may not even
try.
self-efficacy: the higher someones self-efficacy regarding a
certain task, the more likely they will set higher goals, and
the more persistence they will show in achieving them.

Limitations
Goal-setting theory has its limitations. In an organization, a
goal of a manager may not align with the goals of the organization
as a whole. In such cases, the goals of an individual may come into
direct conflict with the employing organization. Without aligning
goals between the organization and the individual, performance
may suffer. Moreover, for complex tasks, goal-setting may actual
impair performance. In these situations, an individual may become
preoccupied with meeting the goals, rather than performing tasks.
Some people feel that one possible drawback of goal setting
is that implicit learning may be inhibited. This is because goal
setting may encourage simple focus on an outcome without
openness to exploration, understanding or growth.




Oglivy & Mather is an international advertising, marketing
and public relations agency based in Manhattan and owned by
the WPP Group. The company operates 497 offices in 125
countries with approximately 16,000 employees.

History

Ogilvy & Mather was founded in 1948 by David Ogilvy, as
"Hewitt, Ogilvy, Benson, & Mather" in Manhattan. The company
became a leading worldwide agency by the 1960s. Central to its
growth was its strategy of building brands such as American
Express, BP, Ford, Barbie, Maxwell House, IBM, Kodak, Nestl,
and Unilever brands Pond's and Dove.
Ogilvy & Mather was built on Ogilvy's principles, in particular,
that the function of advertising is to sell and that successful
advertising for any product is based on information about its
consumer.




Clients
Ogilvy & Mather board has produced work for a wide range of
leading brands, including:
Adidas (since 2007)
American Express (since 1962)[2]
Amway (since 2009)[3]
British Gas (since 2008)
BP (since 1999)
Cisco (since 2002)
Coca-Cola Company
DHL (since 2002)
DuPont (since 2003)
Ford (since 1975)
Gillette (since 1962)
GlaxoSmithKline (since 1983)
IBM (since 1994)
Kodak (since 1995)
Kraft (since 1958)
Lenovo (since 2005)
Mattel (since 1959)
Motorola (since 2000)
Nestle (since 1956)
NexCen Brands (since 2007)
SAP (since 1999)
Siemens (since 2008)
Tobacco Institute (ended 1998)
Unilever (Parent Company)(since 1954)
Vodafone (2009)
Public relations
Subsidiary, Ogilvy Public Relations Worldwide operates 69 offices
in locations throughout the world. Head-quartered in New York, it
has a total of nine offices in North America, along with 22 offices
in Europe, 5 in South Asia, 10 in East Asia, 5 in the Middle
East and Africa, 2 in Central Asia, 3 in Latin America, 6
in Southeast Asia, and 7 in Australia.


Our Roots & How Weve Grown
David Ogilvy opened Ogilvy, Benson & Mather in New
York in1948 with the financial backing of two British agencies:
Mather & Crowther and S. H. Benson. Worldwide, we now have
over 11,000 employees in 120 countries. We have 474 offices, and
we do work in over 65 languages. Our billings top $13 billion a
year.
We believe our job is to help clients build enduring brands that
live as part of consumers lives and command their loyalty and
confidence. How we go about doing this is through a proprietary
way of thinking and working that we call 360 Degree Brand
Stewardship. We deliver media neutral brand ideas that can be
further effectively realized in any communication channel
depending on the peculiarities of the target audience and business
objectives which are set for the brand.




Our Shared Values

No matter which part of the Ogilvy Group network you belong to,
our first and foremost goal is:
To be most valued by those who most value brands.
As a global family, we are bound by a shared set of values that
support this singular mission. They are as relevant now as they
were in Davids time. Among them:
We work not for ourselves, not for the company, not even for the
client. We work for Brands. We work with the clients as Brand
Teams.
These teams represent the collective skills of our clients and our-
selves. On their performance, our client will judge the whole
agency. We encourage individuals, entrepreneurs, inventive
mavericks with such members, teams thrive. We have no time
for prima donnas or politicians.
We value candour, curiosity, originality, intellectual rigour,
perseverance, brains and civility. We see no conflict between a
commitment to the highest professional standards in our work and
to human kindness in our dealings with each other.
We prefer the discipline of knowledge to the anarchy of ignorance.
We pursue knowledge the way a pig pursues truffles.

We prize both analytical and creative skills. Without the first, you
cant know where to go; without the second, you wont be able to
get there.
The line between confidence and arrogance is a fine one. We
watch it obsessively.
We respect the intelligence of our audiences: The consumer is not
a moron.
We expect our clients to hold us accountable for our Stewardship
of their Brands. Only if we have built, nourished and developed
prosperous Brands, only if we have made them more valuable both
to their users and to their owners, may we judge ourselves
successful.
Our Corporate Culture
Ogilvys culture is a mix of many things tradition, habits,
behaviours, peculiarities and beliefs. Over the years, bits of
Davids wisdom have become part of the fabric of our company.
They are reprinted here, exactly as David set them down.
What We Believe and How We Behave
Some of our people spend their entire working lives in Ogilvy. We
try to make it a stimulating and happy experience. We put this first,
believing that superior service to our clients depends on the high
morale of our men and women.
We help them make the best of their talents. We invest an awful lot
of time and money in training perhaps more than any of our
competitors.
We treat our people as human beings. We help them when they are
in trouble with their jobs, with illness, with emotional problems,
with drugs or alcohol.
Gentle Manners, Hard Work
We are opposed to management by intimidation. We abhor
ruthlessness. We like people with gentle manners.
We see no conflict between adherence to high professional
standards in our work and human kindness in our dealings with
each other.
We dont like rigid pecking orders. We give our executives an
extraordinary degree of independence, in the belief that freedom
stimulates initiative. We dislike issuing orders; the best results are
produced by men and women who dont have to be told what to
do.
We like people who are honest. Honest in argument, honest with
clients, honest with suppliers, honest with the company and
above all, honest with consumers. We admire people who speak
their minds. At the same time we admire people who listen more
than they talk, and make a real effort to understand views that
differ from their own. Candour is a virtue; arrogance is not.
We admire people who work hard, who are objective and
thorough. Lazy or superficial men and women do not produce
superior work.

We are free of prejudice of any kind. The way up the ladder is
open to everybody, regardless of religion, race, gender or sexual
preference. We detest nepotism and every other form of
favouritism.33
There are, however, limits to our tolerance. We have little time for
office politicians, toadies, bullies, pompous asses, paper warriors
or prima donnas.
In promoting people at all levels we are influenced as much by
their character as anything else.
Earning the Respect of Clients
We exist to build the business of our clients. The recommendations
we make to them should be the recommendations we would make
if we owned their companies, without regard to our own short-term
interest. This earns their respect, which is the greatest asset we can
have.What most clients want most from us is great campaigns,
with the spark to ignite sales and the staying power to build
enduring brands. We put the creative function at the top of our
priorities. The line between pride in our work and neurotic
obstinacy is a narrow one. We make our recommendations clear.
But we do not grudge our clients the right to the final say. It is their
money.
Many of our clients employ us in several countries. It is important
for them to know that they can expect the same standards of
behaviour in all our offices. That is one reason why we want our
culture to be more or less the same everywhere.We try to sell our
clients products without offending the mores of the countries
where we do business. We try to create an atmosphere in which
partnerships with our clients can flourish. We attach importance to
discretion clients dont appreciate agencies that leak their secrets.
We do not take credit for our clients successes. To get between a
client and the footlights is bad manners.
We take new business seriously, especially new business from
current clients. We have a passion for winning, but we play fair
vis-a-vis our competitors.
Antidote to Smugness
We have a habit of divine discontent with our performance. It is an
antidote to smugness.
We like reports and memos to be well written and easy to read. We
also like them to be short and sent only to those who need to
know whats in them.
We are revolted by pseudo-academic jargon like attitudinal,
paradigms, demassification, reconceptualize, suboptimal,
symbiotic linkage, splinterization, dimensionalization.
We ask our top people in every office to represent our industry in
their communities, to grasp the nettle on difficult issues, and to
make their voices heard in interviews, articles and speeches.
We use the word partner in referring to each other. This says a
mouthful






Nine Obiter Dicta
Through maddening repetition, some of Davids obiter dicta have
been woven into our culture. Here are nine of them:
1. Ogilvy one company indivisible.
2. We sell or else.
3. You cannot bore people into buying your product; you can
only interest them in buying it.
4. Raise your sights! Blaze new trails! Compete with the
immortals!!!
5. We prefer the discipline of knowledge to the anarchy of
ignorance. We pursue knowledge the way a pig pursues
truffles.
6. Never run an advertisement you would not want your own
family to see.
7. The consumer is not a moron.
8. Unless your campaign contains a Big Idea, it will pass like
a ship in the night.
9. Only First Class business, and that in a First Class way.






An Interview:

Prakash Nair
Vice-president, Ogilvy and Mather, Mumbai
Its a room with a view on the 12th floor. The Mumbai traffic
whizzes past on the Western Express Highway. Inside the office, a
breakfast of toasted sandwiches from the agency canteen arrives
just as Prakash Nair, 38, starts work on his portfolio of brands.
Dove, Sunlight and Comfort from Unilever, Pidilite and Tata-
owned retail store Westside
are just some he works on.
Daily duty: A large part of
Nairs day is spent on ideating
and discussing strategy.
Dressed semi-formally in a
striped shirt and trousers, Nair
conducts a briefing with his
team of 12 early in the day. I
dont remember the last time I
wore a tie or suit, he says.
But we are not that casual
either. We may roll up our sleeves, but we still stay somewhat
formal.
It wasnt always this way. Starting out at Grey Worldwide as an
account executive, Nair had to dress formal, tie mandatory, for
every meeting.
Leisure: Nairs day ends late, between 9pm and 10pm. So
watching movies, meeting friends, listening to blues is restricted to
weekends. Its hard to find time for long holidays, but he dreams of
a road trip such as the Mitsubishi Great India Driving Challenge.