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Maintains that the world of financial services is, perhaps, one of the sectors most radically affected by contemporary economic factors. Describes how a self‐development programme was introduced to one financial services institution in the wake of organizational turbulence initiated by takeover and a new strategic plan. Reveals that, although people found personal benefit from the programme, it became clear that lack of adequate organizational support systems left people feeling blocked in their career development within the company. From evaluation of questionnaire comments taken from a sample of staff attending workshops, throws light on organizational shortcomings and leads to clear indications of ways in which employees might be encouraged to adopt self‐management in their careers.

In modern scientific age everything including the traditional spiritual practices get accepted only after proper evidence or logic is provided. Ācārya Śrīrām Śarmā had proposed scientific spirituality for evolution of every person; this contains four pillars (4S) Sādhanā, Swādhyāya, Saṁyam and Śevā. Individual development is the basis for the development of the society and the entire humankind. Citta is purifed by Sādhanā of Cāndrāyana practice. Manas is purifed by Swādhyāya (Self study). One can change the muscular tension while speaking from muscle tension level 10µV to 2-3µV in EMG reading. Saṁyam of speech for 3 months changes the brain wave pattern in occipital region and left hemisphere Broca's and Wernike's area. 4. Śevā (Service) comes only after self transformation; as according to Ācārya Śrī, Śānti Kunj is a nursery where people come and practice spirituality and cultivate good character; when they go back in the society they change it. These practices are not based on any specific religion, but instead they are for the entire human kind, as Ācārya Śrī set a goal of Yug Nirmān (transformation of the era). Since early 1970s, this nursery has been cultivating ideal human character. It is hoped that eventually an ideal human society will be formed; as one candle can light every other candle without losing anything.

This study examined the extent to which dimensions of feedback are related to self-development. Employees rated their perceptions of feedback received, and supervisors rated employees' self-development (seeking feedback and development) and job performance. Self-ratings of career motivation, public self-consciousness, and feelings of empowerment were also examined as correlates of self-development and performance. Respondents were 115 employees and their supervisors in a large Danish bank. A factor analysis showed four dimensions of feedback: positive reinforcement, evaluative feedback, threat, and development focus. Younger managers were higher on self-development. Those who perceived receiving more positive reinforcement and nonthreatening feedback and who felt empowered were rated higher in performance. Implications for practice and future research taking into account feedback dimensions and national culture are discussed.

The success of locality-based developmental efforts in the rural US in the 1980s is examined through in-depth study of 8 self-development (SD) efforts & analysis of survey data collected from 103 SD communities. Contextual factors leading to the initiation of SD include definition of a crisis in the locality & openness of community to new actors in economic development. Organizational choices impacting the success of projects include: (1) appropriateness of type of project for local resource base; (2) development of an adaptable organizational structure that promotes participation & includes formal mechanisms for management; (3) access to capital; & (4) use of vertical linkages. Though SD can make important economic & noneconomic contributions to a community, communities should not rely on them as a primary strategy for economic development. 2 Tables, 9 References. D. Generoli