trends in ob,conscience mngmt,ict &its influence

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

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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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Page 1: trends in OB,conscience mngmt,ict &its influence

PREPARRED BYGroup 14

SUDEEP SAURABH BARA SURYADEV

TOUSIFUNNI B T

DEPARTMENT OF MANAGEMENT STUDIES PONDICHERRY UNIVERSITY

DEPARTMENT OF MANAGEMENT STUDIES

Page 2: trends in OB,conscience mngmt,ict &its influence

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

Page 3: trends in OB,conscience mngmt,ict &its influence

WHAT DO YOU MEAN BY TRENDS?WHAT DO YOU MEAN BY TRENDS?

DEPARTMENT OF MANAGEMENT STUDIES

Page 4: trends in OB,conscience mngmt,ict &its influence

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

Page 5: trends in OB,conscience mngmt,ict &its influence

• 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

Page 6: trends in OB,conscience mngmt,ict &its influence

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

Page 7: trends in OB,conscience mngmt,ict &its influence

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

Page 8: trends in OB,conscience mngmt,ict &its influence

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

Page 9: trends in OB,conscience mngmt,ict &its influence

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

Page 10: trends in OB,conscience mngmt,ict &its influence

• MEGATRENDS

RESTRUCTURING DIVERSITY TOP DOWN to BOTTOM UP HIGH TECH-HIGH TOUCH DECENTRALISATION

DEPARTMENT OF MANAGEMENT STUDIES

Page 11: trends in OB,conscience mngmt,ict &its influence

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

Page 12: trends in OB,conscience mngmt,ict &its influence

ICT

its influence on behavioural dimensions

&ORGANISATION

Page 13: trends in OB,conscience mngmt,ict &its influence
Page 14: trends in OB,conscience mngmt,ict &its influence
Page 15: trends in OB,conscience mngmt,ict &its influence

management

Page 16: trends in OB,conscience mngmt,ict &its influence

message, e-mail

video conferencing

e-commerce

Page 17: trends in OB,conscience mngmt,ict &its influence

management

improved supply

stock control

better cash flow

Page 18: trends in OB,conscience mngmt,ict &its influence
Page 19: trends in OB,conscience mngmt,ict &its influence

skill

Influence dimensions :-

Page 20: trends in OB,conscience mngmt,ict &its influence

DEPARTMENT OF MANAGEMENT STUDIES

GENERATION NEXT

Page 21: trends in OB,conscience mngmt,ict &its influence

• Veterans• Boomer • Generation X• Generation Y

DEPARTMENT OF MANAGEMENT STUDIES

Page 22: trends in OB,conscience mngmt,ict &its influence

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

Page 23: trends in OB,conscience mngmt,ict &its influence

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

Page 24: trends in OB,conscience mngmt,ict &its influence

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

Page 25: trends in OB,conscience mngmt,ict &its influence

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

Page 26: trends in OB,conscience mngmt,ict &its influence

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

Page 27: trends in OB,conscience mngmt,ict &its influence

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

Page 28: trends in OB,conscience mngmt,ict &its influence

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

Page 29: trends in OB,conscience mngmt,ict &its influence

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

Page 30: trends in OB,conscience mngmt,ict &its influence

CONSCIOUSNESS&

CONSCIENCEMANAGEMENT

CONSCIOUSNESS&

CONSCIENCEMANAGEMENT

DEPARTMENT OF MANAGEMENT STUDIES

Page 31: trends in OB,conscience mngmt,ict &its influence

DEPARTMENT OF MANAGEMENT STUDIES

Defining ConsciousnessOrganisational conscienceKnowing interpreting preserving

organisational conscience

Page 32: trends in OB,conscience mngmt,ict &its influence

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

Page 33: trends in OB,conscience mngmt,ict &its influence

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

Page 34: trends in OB,conscience mngmt,ict &its influence

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

Page 35: trends in OB,conscience mngmt,ict &its influence

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