Sensitivity Training is a form of training that claims to make people more aware of their own prejudices, and more

sensitive to others. According to its critics, it involves the use of psychological techniques with groups that its critics, e.g. G. Edward Griffin, claim are often identical to brainwashing tactics. Critics believe these techniques are unethical.
Sensitivity training is often offered by organizations and agencies as a way for members of a given community to learn how to better understand and appreciate the differences in other people. It asks training participants to put themselves into another person's place in hopes that they will be able to better relate to others who are different than they are. Sensitivity training often specifically addresses concerns such as gender sensitivity, multicultural sensitivity, and sensitivity toward those who are disabled in some way. The goal in this type of training is more oriented toward growth on an individual level. Sensitivity training can also be used to study and enhance group relations, i.e., how groups are formed and how members interact within those groups. GOALS OF SENSITIVITY TRAINING

According to Kurt Back, "Sensitivity training started with the discovery that intense, emotional interaction with strangers was possible. It was looked at, in its early days, as a mechanism to help reintegrate the individual man into the whole society through group development. It was caught up in the basic conflict of America at mid-century: the question of extreme freedom, release of human potential or rigid organization in the techniques developed for large combines." The ultimate goal of the training is to have intense experiences leading to life-changing insights, at least during the training itself and briefly afterwards. Sensitivity training was initially designed as a method for teaching more effective work practices within groups and with other people, and focused on three important elements: immediate feedback, here-and-now orientation, and focus on the group process. Personal experience within the group was also important, and sought to make people aware of themselves, how their actions affect others, and how others affect them in turn. Trainers believed it was possible to greatly decrease the number of fixed reactions that occur toward others and to achieve greater social sensitivity. Sensitivity training

focuses on being sensitive to and aware of the feelings and attitudes of others.

By the late 1950s another branch of sensitivity training had been formed, placing emphasis on personal relationships and remarks. Whether a training experience will focus on group relationships or personal growth is defined by the parties involved before training begins. Most individuals who volunteer to participate and pay their own way seek more personal growth and interpersonal effectiveness. Those who represent a company, community service program, or some other organization are more likely ready to improve their functioning within a group and/or the organization sponsoring the activity. Some training programs even customize training experiences to meet the needs of specific companies.
IN PRACTICE An integral part of sensitivity training is the sharing, by each member of the group, of his or her own unique perceptions of everyone else present. This, in turn, reveals information about his or her own personal qualities, concerns, emotional issues, and things that he or she has in common with other members of the group. A group's trainer refrains from acting as a group leader or lecturer, attempting instead to clarify the group processes using incidents as examples to clarify general points or provide feedback. The group action, overall, is the goal as well as the process. Sensitivity training resembles group psychotherapy (and a technique called psychodrama) in many respects, including the exploration of emotions, personality, and relationships at an intense level. Sensitivity training, however, usually restricts its focus to issues that can be reasonably handled within the time period available. Also, sensitivity training does not include among its objectives therapy of any kind, nor does it pass off trainers/facilitators as healers of any sort. Groups usually focus on here-andnow issues; those that arise within the group setting, as opposed to issues from participants' pasts. Training does not explore the roots of behavior or delve into deeper concepts such as subconscious motives, beliefs, etc.

Sensitivity training seeks to educate its participants and lead to more constructive and beneficial behavior. It regards insight and corrective emotional or behavioral experiences as more important goals than those of genuine therapy. The feedback element of the training helps facilitate this because the participants in a group can identify individuals'

purposes, motives, and behavior in certain situations that arise within the group. Group members can help people to learn whether displayed behavior is meaningful and/or effective, and the feedback loop operates continuously, extending the opportunity to learn more appropriate conduct. Another primary principle of sensitivity training is that of feedback; the breakdown of inhibitions against socially repressed assertion such as frankness and self-expression are expected in place of diplomacy. Encounters that take place during sensitivity training serve to help people practice interpersonal relations to which they are likely not accustomed. The purpose is to help people develop a genuine closeness to each other in a relatively short period of time. Training encounters are not expected to take place without difficulty What Do You Mean By Outstanding Expenses? An expense could be defined as a monetary sum that needs to be paid. It is the opposite of income (money coming in), an expense would be money going out, owing or due to go out. For example, putting fuel or gas in your car could be described as an expense as it would cost you money to pay for the gas, and this money is an expense. More specifically an expense is money owed for something that you have already done or already own. Therefore an outstanding expense is an amount of money that is owed has yet to be paid. It would be money that was supposed to be paid but, for whatever reason, the transaction has not been done or completed, leaving money owing.

What is an example of an outstanding expense? An example of an outstanding expense could be a utility bill. If you own a house and are responsible for paying the bills then you will have been using some form of gas or electricity in the house for heating, cooking and lighting. At the end of each month or quarter a utility bill will be sent to the homeowner stating that a utility has been used and that this utility now needs to be paid for. The money owed here is an outstanding expense. If the bill continues to go unpaid, then the amount continues to be an outstanding expense until it has been settled. It may be that an 'outstanding expense' letter is even sent that acts as a reminder or prompt to pay the money that is owed. Similarly, it is possible to have outstanding expense on a credit or store card, on a tab at a bar or within business for a service used

Given below is the journal entry which is passed for recording outstanding expenses into the books of accounts of a company Expenses account Dr To Outstanding Expense account

In the above entry since expense is an outflow it is debited in the books of accounts, and outstanding expense being the liability for a company it is credited in the books of account. In the balance sheet the treatment for outstanding expenses will be to show outstanding expenses as current liabilities on the liability side of the balance sheet.
Statistics is used for various purposes. It is used to simplify mass data and to make comparisons easier. It is also used to bring out trends and tende1. Statistics simplifies mass data The use of statistical concepts helps in simplification of complex data. Using statistical concepts, the managers can make decisions more easily. The statistical methods help in reducing the complexity of the data and consequently in the understanding of any huge mass of data. 2. Statistics makes comparison easier Without using statistical methods and concepts, collection of data and comparison cannot be done easily. Statistics helps us to compare data collected from different sources. Grand totals, measures of central tendency, measures of dispersion, graphs and diagrams, coefficient of correlation all provide ample scopes for comparison. 3. Statistics brings out trends and tendencies in the data After data is collected, it is easy to analyse the trend and tendencies in the data by using the various concepts of Statistics. 4. Statistics brings out the hidden relations between variables Statistical analysis helps in drawing inferences on data. Statistical analysis brings out the hidden relations between variables. 5. Decision making power becomes easier With the proper application of Statistics and statistical software packages on the collected data, managers can take effective decisions, which can increase the profits in a business. Seeing all these functionality we can say Statistics is as good as the user.

effects of conflict Conflict has both positive and negative effects. It can be positive when it encourages creativity, new looks at o1d conditions, the clarification of points of view, and the development of human capabilities to handle interpersonal differences. All of us have experienced a surge of creativity when we permit the ideas of others to trigger our imagination, as for example in a brainstorming session. Conflict can be negative when it creates resistance to change, establishes turmoil in organization or interpersonal relations, fosters distrust, builds a feeling of defeat, or widens the chasm of misunderstanding. Such might be the situation today in American society relative to school busing. Unfortunately, the term "conflict" has only the connotation of "bad" for many people; so much so that they think principally in terms of suppression, giving little or no attention to its more positive side. One author emphasizes this by stating: "It seems entirely likely that many, if not most, organizations need more conflict, not less."1 Another states: "The

absence of conflict may indicate autocracy, uniformity, stagnation, and mental fixity; the presence of conflict may be indicative of democracy, diversity, growth, and selfactualization."2 Some social critics relate the military to the former by their references to the military mind in which they equate absolute and unquestioning obedience with normal military functioning. Conflict should be considered, conceptually, as neither bad nor good, wrong nor right. The meaning of conflict is established by its participants since it is people who attach value definition to it. The ultimate results of a conflict situation are determined by the feelings, beliefs, and values of those persons involved. People are the real determinants of the meaning of conflict. If we forget this and treat conflict as though it had some natural quality (good/bad, right/wrong), we overlook the roles of the participants and probably lose the ultimate capability of stimulating conflict. We are human, though, and it is almost impossible for us to divorce ourselves of feelings, beliefs, and values. We create, or get involved in, conflict, and we possess predispositions as to how it ought to be addressed or handled. We tend to have a strong behavioral leaning, a set pattern, for our participation, and this emerges as a major factor in setting the nature of conflict. We can note this predisposition for a set pattern of behavior in our tendency to want to apply equal penalties or identical punishment regardless of the cause of an infraction of rules. We can say, then, that conflict is a state of unresolved difference between two individuals, an individual and a group, or two groups. The difference can be real or imaginary. Regardless, it is a difference and will cause some form of conflict if the involved parties are in contact with each other. The conflict exists until the difference is resolved. The important aspect is how the individual accepts and responds to it; how he seeks to control or stimulate the dynamic conflict situation. In this age of specialization and sophisticated technology, we can readily find power imbalances in organizations. This often results in conflict. In technically oriented organizations (e.g., military aviation, major communicative networks, and science-based units), the managers rarely are able to be experts in all the disciplines or specialties they control. These managers find themselves greatly dependent on technical experts who work for them. Differences arise because of differing knowledge bases and perceptions. Note the hard feelings and accompanying resentment we often experience when a boss, removed from the situation, nitpicks a piece of correspondence we have prepared.