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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Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
introduction to organiation, introduction to culture, role of organisational culture, importance of organisational culture, various types of organisational culture, rtc.
Oragnization development OD (INTRODUCTION)shagun jain
Organization development is the study of successful organizational change and performance. OD emerged from human relations studies in the 1930s, during which psychologists realized that organizational structures and processes influence worker behavior and motivation.
You company culture is a powerful competitive advantage. Learn from Stanford professor, Charles O'Reilly, and Pomello co-founder, Catherine Spence, how to create a culture strategy, and use technology to manage culture effectively.
You can use this presentation to facilitate a workshop to create awareness on your organization of the Agile mindset, as a change agent like a Scrum Master or an Agile Coach.
Steps:
1. Define what culture is based on the Schneider Culture Model.
2. Map Agile Principles on culture.
3. Map your company's culture on the Schneider Culture Model.
4. Have an "a-ha!" moment for your Agile needs as a company.
Materials:
Card and canvas are included in the presentation.
Post-its
Pens
Scissors
https://drive.google.com/drive/folders/1RFWlG3drAdVKUmeNktgodT3FYMC1KWKB
Participant:
3-6 people for each group
Min 2 groups required
There's a buzz about the future of work and what it means for individuals, leaders and organisations. In this pack we present our ideas about 3 dynamic forces – social, technology and economic change. We look at the implications for career management and present PlanDo, the market leading DIY career management platform that equips you to achieve, grow and contribute everyday.
Culture?
Definition of Culture
Step to Build the Culture
Culture Types
Organizational Culture
Characteristics of Organizational Culture
How to create Organizational Culture?
Email etiquette refers to the principles of behavior that one should use when writing or answering email messages. Because email is less personal than a phone or in-person conversation but quicker to send than a letter, it is possible for serious breaches of manners to take place.
Time management is the act or process of planning and exercising conscious control over the amount of time spent on specific activities, especially to increase effectiveness, efficiency or productivity. ... A time management system is a designed combination of processes, tools, techniques, and methods.
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Blue Tit Online Service is one of the fastest growing Recruitment Firm with focus on IT Hardware Networking and Electronics Placement Services.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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trends in OB,conscience mngmt,ict &its influence
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
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
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