trends in ob,conscience mngmt,ict &its influence

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TRENDS IN ORGANISATIONAL BEHAVIOUR CONSCIOUS CONSCIENCE MANAGEMENT ICT & ITS INFLUENCE ON BEHAVIOURAL DIMENSIONS GEN NEXT ORIENTATION RELATIONSHIP ORIENTATION FOR IMPROVED PRODUCTIVITY & LACK OF FORMAL AUTHORITY

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  • 1. PREPARRED BY Group 14 SUDEEP SAURABH BARA SURYADEV TOUSIF UNNI B T DEPARTMENT OF MANAGEMENT STUDIES PONDICHERRY UNIVERSITY DEPARTMENT OF MANAGEMENT STUDIES

2. AGENDA OF PRESENTATION TRENDS IN ORGANISATIONAL BEHAVIOUR CONSCIOUS CONSCIENCE MANAGEMENT ICT & ITS INFLUENCE ON BEHAVIOURAL DIMENSIONS GEN NEXT ORIENTATION RELATIONSHIP ORIENTATION FOR IMPROVED PRODUCTIVITY & LACK OF FORMAL AUTHORITY DEPARTMENT OF MANAGEMENT STUDIES 3. WHAT DO YOU MEAN BY TRENDS?WHAT DO YOU MEAN BY TRENDS? DEPARTMENT OF MANAGEMENT STUDIES 4. 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 5. 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 6. 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 7. 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 8. 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 9. 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 /valuesDEPARTMENT OF MANAGEMENT STUDIES 10. MEGATRENDS RESTRUCTURING DIVERSITY TOP DOWN to BOTTOM UP HIGH TECH-HIGH TOUCH DECENTRALISATION DEPARTMENT OF MANAGEMENT STUDIES 11. 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 12. ICT its influence on behavioural dimensions & ORGANISATION 13. management 14. message, e-mail video conferencing e-commerce 15. management improved supply stock control better cash flow 16. skill Influence dimensions :- 17. DEPARTMENT OF MANAGEMENT STUDIES GENERATION NEXT 18. Veterans Boomer Generation X Generation Y DEPARTMENT OF MANAGEMENT STUDIES 19. Veteran values and traits Born 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 20. 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 21. Boomer Values and Traits Born 1945 1964 (now 48 - 67 years old) Boomer Values and Traits Born 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 22. 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 23. Gen X Values and Traits Born 1965 1980 (now 28 43 years old) Gen X Values and Traits Born 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 24. 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 25. Generation Y Values and Traits Born 1981 - ? (Now up to 27 years old) Generation Y Values and Traits Born 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 26. 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 27. CONSCIOUSNESS & CONSCIENCE MANAGEMENT CONSCIOUSNESS & CONSCIENCE MANAGEMENT DEPARTMENT OF MANAGEMENT STUDIES 28. DEPARTMENT OF MANAGEMENT STUDIES Defining Consciousness Organisational conscience Knowing interpreting preserving organisational conscience 29. RELATIONSHIP ORIENTATION FOR IMPROVED PRODUCTIVITY & LACK OF FORMAL AUTHORITY RELATIONSHIP 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 30. 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 ORIENT