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雷达卡
Chapter 1 opens up as an introduction to the human as a unique and dignified and, at the same time, a simple and fragile life form. The advocacy is for rethinking the human context in the activity environment. The perspective is different. Humans remain as perceived by themselves and others ‘like them’ in every respect. Rethinking provides a glaze to the thought process on humans that would be ideal for perceiving them as capital humans. The concept is different from human capital. Humans are one, yet different from each other.
The topic of Chap. 2 is about understanding humans from the standpoint of individual existence in spite of being different from one another. The existence goes through identical patterns differentiated by time. How simple is the complex creation called the humans! Can something be so complex, but delicate and plain at the same time? This aspect of humans is amplified in the work environment more than in any other activity. How can humans be treated as resources under such circumstances? The chapter explores it further leaving many a point for the scholars to reflect and contribute. Humans, every one of them, are active from birth to death—beginning to end. There is activity even in inactivity. Active humans perform. It is this performance that human managers are interested in. It is not a new idea—the scriptures speak volumes of it in every human system. Yes, the activity of a living human is based on the mind–body combination. When it is lost in between, the human is dissociated with worthwhile activity—only to recoup and swing back in form as many situations show.
Chapter 3 looks into the aspects of the active human and the outcomes in a productive manner. This is what human managers are interested to know. This model is also applicable when a human manages self to achieve more.
Chapter 4 is about the organised human. Humans, though individuals in their own selves, are actually social life forms. They group for a common cause. This aspect of humans, individuals in groups of existence, is a strange phenomenon. There is a lot hidden in this appreciation that can be extracted for the well-being of a human system, whether a corporation or a nation or any other purposeful group formation. In such a state, a human has no other choice, but to perform. And that is what they do exactly day after day, engaged in activities of different kinds.
Chapter 5 takes a peep into it. What a human manager is interested in is the productive return from an activity of the performing human—the best performance.
Chapter 6 deals with the idea of capital human—the main theme on which this book is based. The previous chapters serve as behavioural curtain raisers. The key factor here is to drive home the fact that capital human is not the much reverberating ‘human capital’. It may take time to appreciate it. Human capital is a conditioned usage in management. Capital human doesn’t replace the term, because it is simply different in application and usage. Human capital is still valid. Considering capital humans in productive investment is a singular approach in human investment management. Treating humans as capital humans is important for investment in an activity for which he or she is competent or can be made competent and continuously upgraded in value.
Chapter 7 streams into the idea of guiding humans like smart weapons to the select objective in an activity. This chapter underlines that a person can be guided towards achieving the maximum. Beginning with the recruitment to the end of the activity profile, a human goes through various forms of guidance including selfguidance. These guidance paths are of ultimate importance in human investment management. Another important facet is the randomness that humans exhibit in their productive behaviour.
This is mentioned in Chap. 8. The randomness in different forms will impact on the performance. Often the behaviour will not be predictable. Even then, the people can be guided one by one towards the task in any organisation. Yes, one by one is an important statement here. Chapter 9 is the final chapter in this study that will continue. This book is only the beginning. Therefore, Chap. 9 does not become the concluding chapter on the subject of human investment management. It is from here further studies on the subject should begin in the work environment or, rather, the activity environment of any kind in the life span of an individual human. This could be done by everyone who manages people and also observes them in an activity environment. The best subject will be the individual himself or herself.
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