“Relational practices” were identified by Fletcher and mentioned elaborately in her book in late nineties, as a result of an ethnographic survey and research conducted on six professionals of different departments from an organisation in Massachusetts, United States of America. It outlined few practices which marked the tasks undertaken by employees, managers and leaders, that are beyond the formal scope of their job but are inherent. Compliance of such practices ensures a cordial and cohesive environment within the organisation. It also has a positive impact on organisational Culture. Many researchers have conducted various studies on Relational practices and few have been successful in measuring them quantitatively. The present study attempts to enumerate and categorise the identified relational practices at various organisational levels, suggesting their concentric relations and the level of management namely operational, tactical and strategic level of management responsible to motivate and control that particular Relational Practices. This attempt is undertaken to augment the understanding of relational practices at all levels of organizations so that each level participants recognize their role in building up a robust relational practice structure and culture with a background of understanding of its direct consequences and benefits.

Relational practices, Creating Team, Mutual Empowering, Preserving, Self-Achieving, organizational levels, strategic, tactical and operational management