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

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

15. management

16. message, e-mail
video conferencing
e-commerce

17. management
improved supply
stock control
better cash flow

19. skill
Influence dimensions :-

20. DEPARTMENT OF MANAGEMENT STUDIES
GENERATION NEXT

21. • Veterans
• Boomer
• Generation X
• Generation Y
DEPARTMENT OF MANAGEMENT STUDIES

22. 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

23. 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

24. 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

25. 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

26. 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

27. 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

28. 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

29. 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

30. CONSCIOUSNESS
&
CONSCIENCE
MANAGEMENT
CONSCIOUSNESS
&
CONSCIENCE
MANAGEMENT
DEPARTMENT OF MANAGEMENT STUDIES

31. DEPARTMENT OF MANAGEMENT STUDIES
Defining Consciousness
Organisational conscience
Knowing interpreting preserving
organisational conscience

32. 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

33. 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

34. 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

35. 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