The objective of such exercise was to 'provide an opportunity for non-managerial employees to learn about themselves and about the organization's expectations for managers'. The programs initiated by the organization focused on the personal capabilities of the participant, and the methodology was adopted so as to explore the suitable and diversified background and mentalities of the professionals. The question relevant to the personal information, experience, objective, development of the organization, and several case studies were offered to brainstorm the participants. The focus of the exercise was to ensure the enhancement of the managerial and professional expertise of the participants, for that purpose, the exercises 'enabled the participants to assess their values, managerial styles and attitudes, and career interests' (Hayes, 1988). The management oriented sessions and seminars have undoubtedly led the potential participants to realize their potential and capabilities to the fullest, and for that purpose the attribute of decision making was focused, and the evaluation and discussion process was narrowed to that spectrum.
The organizatRole & Responsibilities
The organization usually assigns the managerial responsibilities to the employees of various divisions, keeping in view the difference of area of specialization of the employees. The organization offers employment positions i.e. 'accountants, position classification and labor relations specialists, fiscal analysts, training and development specialists, criminal investigators, taxpayer assistors' (Welch, 2001), in all such respective departments the managerial skills are required to ensure the performance improvement and management development. The Internal Revenue Service has performed required exercises and reviews which has led to the identification of 'twenty one generic skills that managers need, these twenty one skills are divided into four categories: interpersonal skills, analysis and decision making skills, managing systems and organizations, and understanding operations'. The Myers-Briggs Type Indicator and Adjective Check List incorporate the self-assessment relevant to the interpersonal skills category which encompasses, 'self-awareness, understanding individuals and groups, and communications' (Welch, 2001). The scheme has converged the interpersonal skills and managerial skills, and the influence of the respective aspects has been monitored. The Myers-Briggs Type Indicator and The Adjective Check List has been a source of insight for the participants which have helped these participants to resolve their respective concerns having relevance to the career development process. The techniques have relevance towards the leadership and career development processes. The Myers-Briggs Type Indicator was designed as per conclusion of the Carl Jung's Psychological Type. The Myers-Briggs Type Indicator has enabled the participants to concentrate and focus upon managerial skills and leadership qualities, and 'the assessment of their preferences with regard to judging and perceiving' (Jaques, 1989).
Techniques & Indicators
The findings and the results derived from the Myers-Briggs Ty