Current trends in OB and

Global perspective

Singh & Pathak, Department of Management Studies, Indian School of Mines, Dhanbad

Current trends

• IT globalization and diversity serve as very important contextual dimensions for OB.

• Still the key to successful organizations have always been people.

• What is common between Lord Ram, Sam Walton, P. Drucker and Bill Gates?

• Technology can be purchased and copied, people however, can not be.

Singh & Pathak, Department of Management Studies, Indian School of Mines, Dhanbad

Changes that have taken place

• Technological and human components of work have become inextricably blended.

• Jobs are less tightly defined and programmed .

Singh & Pathak, Department of Management Studies, Indian School of Mines, Dhanbad

Changes that have taken place

• Networks of influence and relationships are changing.

• Complexion of the work force has changed.

• Expectations, aspirations and values have transformed.

Singh & Pathak, Department of Management Studies, Indian School of Mines, Dhanbad

Changes that have taken place

• Knowledge management

• Learning organisation

• Virtual Organisation

Singh & Pathak, Department of Management Studies, Indian School of Mines, Dhanbad

The OB paradigm

• Basic question remains the same- What motivates? The answer has changed.

• Organization has become a living creature.

Singh & Pathak, Department of Management Studies, Indian School of Mines, Dhanbad

The modern organisation

• Organizations of future will be like Noah’s Arc.

• Managers will have to act like conductor of a symphony orchestra.

Singh & Pathak, Department of Management Studies, Indian School of Mines, Dhanbad

Challenges

• Tendency to power equalize.• Ego as the fountainhead of progress and

problems.• Shrinking zone of acceptance.• Relationships based on likings and love.• Knowledge Management.

Singh & Pathak, Department of Management Studies, Indian School of Mines, Dhanbad

Strategies

• Empowerment - Responsibility - Authority

- Technology• Demolishing the traditional models of

power relationships.• Unconventional supervision.

Singh & Pathak, Department of Management Studies, Indian School of Mines, Dhanbad