Behavior is basically goal oriented. In other words, our behavior is generally motivated by a desire to attain some goal. The specific goal is not always consciously known by the individual. All of us may wonder at times, "Why did I do that?" The reason for out action is not always apparent to the conscious mind. The drives that motivate distinctive individual behavioral conscious mind. The drives that motivate distinctive individual behavioral patterns ("personality") are to a considerable degree subconscious and, therefore, not easily accessible to examination and evaluation.

Goals are outside an individual; they are sometimes referred to as "hoped for" rewards toward which motives are directed. These goals are often called incentives by psychologists. However, we prefer not to use this term since many people in our society tend to equate incentives with tangible financial rewards, such as increased pay, and yet most of us would agree that there are many intangible rewards, such as praise or power, which are just as important in evoking behavior. Managers who are successful in motivating employees are often providing an environment in which appropriate goals (incentives) are available for need satisfaction.

Learning methodologies need to assist in breaking down resistance to change and facilitate the creation of emotional commitment to change.

The only certainty in modern organisational life is constant change. This statement may be a well-worn cliché, but it remains a fact of life. Today's business environment produces change in the workplace more suddenly and frequently than ever before.

Cost cutting in a time of recession is what companies do. But which costs should be cut? Some costs are beneficial and could even contribute to increasing profitability in difficult times, and prepare the company for the economic turnaround.