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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

Published in: Business
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trends in OB,conscience mngmt,ict &its influence

  1. 1. PREPARRED BY Group 14 SUDEEP SAURABH BARA SURYADEV TOUSIF UNNI B T DEPARTMENT OF MANAGEMENT STUDIES PONDICHERRY UNIVERSITY DEPARTMENT OF MANAGEMENT STUDIES
  2. 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. 3. WHAT DO YOU MEAN BY TRENDS?WHAT DO YOU MEAN BY TRENDS? DEPARTMENT OF MANAGEMENT STUDIES
  4. 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. 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. 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. 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. 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. 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. 10. • MEGATRENDS  RESTRUCTURING  DIVERSITY  TOP DOWN to BOTTOM UP  HIGH TECH-HIGH TOUCH  DECENTRALISATION DEPARTMENT OF MANAGEMENT STUDIES
  11. 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. 12. ICT its influence on behavioural dimensions & ORGANISATION
  13. 13. management
  14. 14. message, e-mail video conferencing e-commerce
  15. 15. management improved supply stock control better cash flow
  16. 16. skill Influence dimensions :-
  17. 17. DEPARTMENT OF MANAGEMENT STUDIES GENERATION NEXT
  18. 18. • Veterans • Boomer • Generation X • Generation Y DEPARTMENT OF MANAGEMENT STUDIES
  19. 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. 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. 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. 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. 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. 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. 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. 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. 27. CONSCIOUSNESS & CONSCIENCE MANAGEMENT CONSCIOUSNESS & CONSCIENCE MANAGEMENT DEPARTMENT OF MANAGEMENT STUDIES
  28. 28. DEPARTMENT OF MANAGEMENT STUDIES Defining Consciousness Organisational conscience Knowing interpreting preserving organisational conscience
  29. 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. 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 ORIENTED ORGANISATIONS DEPARTMENT OF MANAGEMENT STUDIES
  31. 31. 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
  32. 32. LACK OF FORMAL AUTHORITYLACK OF FORMAL AUTHORITY 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. 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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