1. Opportunities & Challenges

2. Managers and Management
 Managers in today’s market must update
tools and principles on a continuous
basis.
 Management development is
increasingly global in outlook and places
a high value on contributing to
organizational effectiveness and
competitive advantage.
 To be successful a manager must use
and integrated approach, using a
combination of tools and principles.

3. Management Development
 High performance leading organizations are
increasingly distinguished by 7 features:
1. Linking management development to
business plans and strategies.
2. Being boundless, flat, nonhierarchical
3. Using global and cross cultural orientation
4. Individualizing learning that is focused
within the context of organizational learning
5. Applying customized training aligned with
corporate culture
6. Employing a career development focus
7. Focusing on the development of core
competencies.

4. Management is also a Human Activity
 As a human activity management emphasizes the
importance of employees with whom managers
work and whom they manage in accomplishing an
organization’s objectives.
 In organizations, people are the most important
asset. Successful managers understand this and
recognize the need to establish a strong bond
between the organization and the relationships of
the manager and the people they manage.

5. Challenges and Opportunities for OB
 Responding to Globalization
 Managing Workforce Diversity
 Improving Quality and Productivity
 Empowering People
 Coping with Temporariness
 Stimulating Innovation and Change
 Improving Ethical Behavior – defining right
& wrong
 Information Technology

6. OB
Challenges
Technology
Transfo
rmation
Ethical
Behavior
Managing
Diversity
Changing
Demographics
of Workforce
Changed
Employee
Expectations
Globalisation

7. The Flip Side
 Access to a Changing Marketplace
 Large Scale Business Transformation
 Superior Customer Service
 Workforce Empowerment
 Total Quality
 Alliances with Suppliers & Customers
 Continuous Learning

8.  People are the purpose and profits are
the means, and not the other way round.
It should not be: people are the
resources & profits the purpose
– Bohdan Hawrlyshyn, Economist & Advisor to
Ukranian President

9. Globalisation
 Inequality – Share of global
income of poor people has
fallen from 2.3 to 1.4% in
the last decade
 Total world income
increased by 2.5%
annually; actual number of
people living in poverty
increased
 GE has assets of $500
billion, more than GDP of
some countries
 Disregarding environment
in stampede for mega
profits & marketplace
supremacy
 Corporate power restricting
 Increased Foreign
Assignments
 Different Cultures
 Outsourcing

10. Globalisation Challenges
 Globalisation effects Managers & Professionals
 Internationalisation puts a premium on certain
competencies / skills
 Managerial learning is critical: Teamwork
 Managing careers in the global context

11.  “ Globalization is neither new nor in general a folly.
While we have good reasons to address difficulties
arising out of globalization, we must be careful that
we do not end up choosing the life of the
kupamanduka (the frog in the well whose view of
the world is confined to that space)” Amartya Sen,
Nobel Laureate

12.  Alternative to Globalization? “ Think Globally, Act
Locally”
 Localization reverses the trend of globalization by
discriminating in favor of the local.
 Depending on context, the 'local' may be part of a
nation state, the state itself or even a regional grouping
of states.
 At the heart of localization is a rejection of today's
environmentally and socially damaging subservience in

13. The Indian Way
India‟s Green Revolution
 Since 1985 India has lifted more than 100 million
people out of desperate poverty in urban centers and
the hinterland alike, according to research by the
McKinsey Global Institute
 India’s best companies are targeting global markets
 But to sustain these advances, the country cannot rest.
Its leaders must focus on building infrastructure and
developing a thriving labor market.

14. Ethnicity
Rac
e
Mental /
Physical
Qualities
AgeGender
Sexual
Orientation
Language
Experiences
Geographi
c Location
Education
Income
Work
Experience
Occupation
Parental
Status
Marital
Status
Religion
Primary
Dimension
s
Secondary
Dimension
s
Managing Diversity

15. Barriers to Accepting Diversity
 Prejudice
 Ethnocentrism
 Stereotypes
 Discrimination
 Harassment
 Sexual Harassment
 Backlash

16. Managing Diversity
 Increasing Awareness
 Providing Accurate Information
 Uncovering Personal Biases & Stereotypes
 Assessing Personal Beliefs, Attitudes, & Values:
Learning about others
 Overturning Inaccurate Beliefs & Stereotypes
 Developing an atmosphere of sharing
 Improving understanding of others
 Increasing Diversity Skills
 Cultural Diversity
 Gender Diversity

17.  “At IBM diversity is seen as the „bridge
between the workplace and the market place
and it has become central to IBM‟s ability to
win in the global market place”.
 From ethnocentric to Geocentric
 Age, Gender, Race, Sexual Orientation

18. Changing Demographics of
Workforce
 Age
 Dual Career Couples
 Increase in Working mothers
 From Blue-collar to White-collar

19. Changed Employee
Expectations
 Traditional incentives such as job-security,
attractive remuneration, housing etc not enough to
attract, retain & motivate workforce
 Empowerment
 Quality of Status
 Employee Influence & Involvement
 Upward Communications
 Better Treatment
 Challenging Assignments
 Career Advancements

20. Technology Transformation
Dimensions of Technology
Automation
Automation
Work
Simplification
Alienation
Poor Quality
/ Low
Production

21. Information Technology
 Dotcoms
 Internet
 Intranet
 E-mail
 Mobile phones
 Conference calls

22. Behavioral Implications of Advanced
Technology
 Leaner Organisations
 De-layering
 Downsizing / Rightsizing
 Outsourcing
 Wired Organisations
 Telecommunications
 Web Conferencing
 Webinars (Web Seminars)
 Internet
 E-mail
 CCTVs
 Privacy
 Group Cohesiveness
 Motivation
 Organisational Hierarchies
 Time Differences
 Communication
 Leadership

23.  Virtual Offices
 Changing Nature of Managing Work
 Different Stressors
 Temp Staffing

24. Ethical Behavior
 Ethics : System of moral principles
 Importance of Ethics
 Basic Human needs
 Values create credibility with public
 Values give management credibility with employees
 values help in better decision-making
 Ethics & Profits go together
 Ethics can protect society better than law can

25. Role
Expectations
Organisation
al Influences
Individual
External
Factors
Cultural
Influences
Ethical
Behavior

26. Managing Ethics
Top Management
Code of Ethics
Ethics Committee
Ethics Hot Lines
Ethics training programs
Ethics & Law