PREPARRED BYGroup 14
SUDEEP SAURABH BARA SURYADEV
TOUSIFUNNI B T
DEPARTMENT OF MANAGEMENT STUDIES PONDICHERRY UNIVERSITY
DEPARTMENT OF MANAGEMENT STUDIES
AGENDA OF PRESENTATION
TRENDS IN ORGANISATIONAL BEHAVIOURCONSCIOUS CONSCIENCE MANAGEMENT ICT & ITS INFLUENCE ON BEHAVIOURAL
DIMENSIONSGEN NEXT ORIENTATIONRELATIONSHIP ORIENTATION FOR IMPROVED
PRODUCTIVITY & LACK OF FORMAL AUTHORITY
DEPARTMENT OF MANAGEMENT STUDIES
WHAT DO YOU MEAN BY TRENDS?WHAT DO YOU MEAN BY TRENDS?
DEPARTMENT OF MANAGEMENT STUDIES
SPECIFIC TRENDS
Declining productivity computerized offices and factories Equal opportunity union management cooperation Revolution in middle management
SPECIFIC TRENDS
Declining productivity computerized offices and factories Equal opportunity union management cooperation Revolution in middle management
DEPARTMENT OF MANAGEMENT STUDIES
• Emerging trends- Technological change Knowledge explosion Product and service obsolescence Social change Globalisation
• Emerging trends- Technological change Knowledge explosion Product and service obsolescence Social change Globalisation
DEPARTMENT OF MANAGEMENT STUDIES
GLOBALISATION
• Global companies –Extend their activates to other parts of
the world–Actively participate in other market–Compete against firms from other
countries
• Global companies –Extend their activates to other parts of
the world–Actively participate in other market–Compete against firms from other
countries
DEPARTMENT OF MANAGEMENT STUDIES
Implications of GlobalisationImplications of Globalisation
• New organizational structures• Different forms of communication• Need more sensitivity to cultural
differences• More competition, change,
downsizing change
• New organizational structures• Different forms of communication• Need more sensitivity to cultural
differences• More competition, change,
downsizing change
DEPARTMENT OF MANAGEMENT STUDIES
Employment Relationship• Employability
– Employees perform many tasks, not specific job• Casual work
– No explicit or implicit contract for long term employments• Telecommuting
– Working from home usually with a computer connection to office
• Virtual teams– Operate across space, time, and organizational
boundaries; Mainly communicate through electronic technologies
• Employability– Employees perform many tasks, not specific job
• Casual work– No explicit or implicit contract for long term employments
• Telecommuting– Working from home usually with a computer connection
to office• Virtual teams
– Operate across space, time, and organizational boundaries; Mainly communicate through electronic technologies
DEPARTMENT OF MANAGEMENT STUDIES
Values and EthicsValues and Ethics
• Values – Stable long lasting beliefs about what is important– Personal, cultural, organisational, professional
• Importance of values– Globalisation –more awareness of different values– Values replacing command and control– More emphasis on ethical business conduct
• Ethics– Moral principles /values
• Values – Stable long lasting beliefs about what is important– Personal, cultural, organisational, professional
• Importance of values– Globalisation –more awareness of different values– Values replacing command and control– More emphasis on ethical business conduct
• Ethics– Moral principles /values
DEPARTMENT OF MANAGEMENT STUDIES
• MEGATRENDS
RESTRUCTURING DIVERSITY TOP DOWN to BOTTOM UP HIGH TECH-HIGH TOUCH DECENTRALISATION
DEPARTMENT OF MANAGEMENT STUDIES
REAL CORPORATE TRENDS
DANGEROUS TRENDS- HYPE OF ORG. BEHAVIOUR
ORG. BEHAVIOUR NOT TREATED AS PERFORMANCE
APPRAISAL MANAGERS DONT LOOK FOR FAULT IN OB MODEL
DEPARTMENT OF MANAGEMENT STUDIES
ICT
its influence on behavioural dimensions
&ORGANISATION
management
message, e-mail
video conferencing
e-commerce
management
improved supply
stock control
better cash flow
skill
Influence dimensions :-
DEPARTMENT OF MANAGEMENT STUDIES
GENERATION NEXT
• Veterans• Boomer • Generation X• Generation Y
DEPARTMENT OF MANAGEMENT STUDIES
Veteran values and traitsBorn 1922 – 1944 (now 68 – 90 years old)
• Hard Work and Thrift• Dedication and Sacrifice• Respect for Authority and strict adherence to
rules• Duty before Pleasure
DEPARTMENT OF MANAGEMENT STUDIES
Veterans in the workplace
• Seniority and age are directly correlated• Acceptance of directive leadership• Obedience and Conformity over Individualism• Work ethic relates to a “manufacturing”
economy (level of input correlates with amount and quality of product)
DEPARTMENT OF MANAGEMENT STUDIES
Boomer Values and TraitsBorn 1945 – 1964 (now 48 - 67 years old)
Boomer Values and TraitsBorn 1945 – 1964 (now 48 - 67 years old)
• Optimism• Security• “Liberation”• Personal growth and gratification• Health and wellness• “Involvement” rather than “teamwork”
• Optimism• Security• “Liberation”• Personal growth and gratification• Health and wellness• “Involvement” rather than “teamwork”
DEPARTMENT OF MANAGEMENT STUDIES
Boomers in the WorkplaceBoomers in the Workplace
• Service oriented ( a legacy of the veterans)• Uncomfortable with conflict• (Overly) sensitive to feedback• Opinionated and Judgmental difficulty
accommodating alternative views• Respond well to directive leadership, but understand
complex organisational behaviour
• Service oriented ( a legacy of the veterans)• Uncomfortable with conflict• (Overly) sensitive to feedback• Opinionated and Judgmental difficulty
accommodating alternative views• Respond well to directive leadership, but understand
complex organisational behaviour
DEPARTMENT OF MANAGEMENT STUDIES
Gen X – Values and TraitsBorn 1965 – 1980 (now 28 – 43 years old)
Gen X – Values and TraitsBorn 1965 – 1980 (now 28 – 43 years old)
• Techno-literacy• Diversity and Informality• Balance and fun• Self-reliance• Motivated by independence, lack of rigid
structures, technological advance and equity
• Techno-literacy• Diversity and Informality• Balance and fun• Self-reliance• Motivated by independence, lack of rigid
structures, technological advance and equity
DEPARTMENT OF MANAGEMENT STUDIES
Gen X in the WorkplaceGen X in the Workplace
• “This is just a job” (gasp, shock, horror)• Flexible hours • Informal work environment• Negotiated Supervision “Give them lots to do and the
freedom to do it their way”• Multi-tasking• Distaste for corporate politics• Work ethic is influenced by the globalisation and the
“information economy”
• “This is just a job” (gasp, shock, horror)• Flexible hours • Informal work environment• Negotiated Supervision “Give them lots to do and the
freedom to do it their way”• Multi-tasking• Distaste for corporate politics• Work ethic is influenced by the globalisation and the
“information economy”
DEPARTMENT OF MANAGEMENT STUDIES
Generation Y – Values and TraitsBorn 1981 - ? (Now up to 27 years old)
Generation Y – Values and TraitsBorn 1981 - ? (Now up to 27 years old)
• Optimism and Confidence• Civic Duty and Morality• Techno-savvy• Street smart and tenacious• Group oriented• Heroic
• Optimism and Confidence• Civic Duty and Morality• Techno-savvy• Street smart and tenacious• Group oriented• Heroic
DEPARTMENT OF MANAGEMENT STUDIES
Generation Y in the WorkplaceGeneration Y in the Workplace
• Challenge them • They are better team workers than their sibs
from Gen X• They want inspiration• They want heroes• They want it now!
• Challenge them • They are better team workers than their sibs
from Gen X• They want inspiration• They want heroes• They want it now!
DEPARTMENT OF MANAGEMENT STUDIES
CONSCIOUSNESS&
CONSCIENCEMANAGEMENT
CONSCIOUSNESS&
CONSCIENCEMANAGEMENT
DEPARTMENT OF MANAGEMENT STUDIES
DEPARTMENT OF MANAGEMENT STUDIES
Defining ConsciousnessOrganisational conscienceKnowing interpreting preserving
organisational conscience
RELATIONSHIP ORIENTATION FOR IMPROVED PRODUCTIVITY & LACK OF FORMAL AUTHORITYRELATIONSHIP ORIENTATION FOR IMPROVED PRODUCTIVITY & LACK OF FORMAL AUTHORITY
Relationship orientation is just one name for human relations management. It is also known as humanistic management, soft management and theory Y management. It assumes that workers are, by nature, good people who are intelligent, creative and self-motivating.
Relationship orientation is just one name for human relations management. It is also known as humanistic management, soft management and theory Y management. It assumes that workers are, by nature, good people who are intelligent, creative and self-motivating.
Relationships with managers and co-workers are as important to employees as the work they do. Workers are involved in decision making, and job satisfaction leads to organizational commitment.
Relationships with managers and co-workers are as important to employees as the work they do. Workers are involved in decision making, and job satisfaction leads to organizational commitment.
DEPARTMENT OF MANAGEMENT STUDIES
Relationship-oriented organizations have an entrepreneurial culture. They value flexibility and spend time and resources anticipating trends and shifts in the marketplace in addition to using historical operations data for planning purposes.
Frequently, these organizations are risk takers that want to drive changes in their markets.
The leadership style is people-focused; work is a cooperative enterprise; and managers are tasked with bringing out the best in their workers.
Relationship-oriented organizations have an entrepreneurial culture. They value flexibility and spend time and resources anticipating trends and shifts in the marketplace in addition to using historical operations data for planning purposes.
Frequently, these organizations are risk takers that want to drive changes in their markets.
The leadership style is people-focused; work is a cooperative enterprise; and managers are tasked with bringing out the best in their workers.
RELATIONSHIP ORIENTED ORGANISATIONSRELATIONSHIP ORIENTED ORGANISATIONS
DEPARTMENT OF MANAGEMENT STUDIES
IMPROVED PRODUCTIVITYIMPROVED PRODUCTIVITY
In the proper environment, employees are self-directed, will seek and accept responsibility for completing tasks, and take pride in doing a good job.
workers are involved in the decision making process, thus job satisfaction leads to organizational commitment
relationship-oriented work settings have higher organizational and individual productivity, fewer conflicts, improved work group collaboration, increased employee satisfaction and organizational commitment.
In the proper environment, employees are self-directed, will seek and accept responsibility for completing tasks, and take pride in doing a good job.
workers are involved in the decision making process, thus job satisfaction leads to organizational commitment
relationship-oriented work settings have higher organizational and individual productivity, fewer conflicts, improved work group collaboration, increased employee satisfaction and organizational commitment.
DEPARTMENT OF MANAGEMENT STUDIES
LACK OF FORMAL AUTHORITYLACK OF FORMAL AUTHORITYRelationship-oriented organizations tend to have a flatter organizational structure than traditionally managed hierarchical organizations.
Control is decentralized with departments, teams and individual employees having more autonomy and decision-making authority.
Employees are its most important resource, so job satisfaction and employee development take priority over rules and procedures.
. Employees are encouraged to ask for the type and frequency of management support that they need, whether it is asking a question, testing a new idea, regular status meetings or an occasional verbal pat on the back.
Relationship-oriented organizations tend to have a flatter organizational structure than traditionally managed hierarchical organizations.
Control is decentralized with departments, teams and individual employees having more autonomy and decision-making authority.
Employees are its most important resource, so job satisfaction and employee development take priority over rules and procedures.
. Employees are encouraged to ask for the type and frequency of management support that they need, whether it is asking a question, testing a new idea, regular status meetings or an occasional verbal pat on the back.
DEPARTMENT OF MANAGEMENT STUDIES
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