This document discusses self-renewal systems and career development. It describes the change cycle as having stages of visioning, launching, plateauing, managing doldrums, ending, restructuring, cocooning, self-renewal, and experimenting. Cocooning involves turning inward for self-reflection. Self-renewal results in rebirth of self-esteem and reevaluation of core beliefs. Career development requires awareness, motivation to pursue goals, and honest self-assessment. Organizational restructuring may include reorganizing functions, renegotiating contracts, or refinancing debt. The objectives of restructuring are to enhance shareholder value, utilize assets properly, and reduce costs.

1. SUBMITTED BY:
RIDDHI MALVIYA
SUNANDA GHORAI
(B.F.TECH III)
SELF RENEWAL SYSTEM
SUBMITTED TO:
MR. GAURAV ASHESH

2. SELF RENEWAL SYSTEM
Successful
cocooning
Rebirth of
self esteem
Reevaluation
of core
issues and
beliefs
Recovery of
hope and
purpose

3. SKILLS FOR MANAGING THE
CHANGE CYCLE
• The dream or vision is the "driving
force for the life structure, a source
of passion and values.
Visioning or
dreaming the plan
• Launching puts the plan to action; it
requires "commitment and personal
missionLaunching
• Plateauing is the “art of sustaining a
successful life structure. It is knowing
how to keep enriching the dream/plan”Plateauing

4. • This requires coming to terms with
negative emotionsManaging the
doldrums
• This requires an ability to say farewell
with gratitude and clarity, which
frees you to this step of the change
cycle
Ending a life
structure
• This minitransition can be used if the
life structure could be improved
through some specific changes.Restructuring

5. • The transition into a new life structure
requires "turning inward to take stock, to
find your own basic values, and to
disengage emotionally and mentally from
the former life structure" .
Cocooning
• Following successful cocooning, this
step involves a rebirth of self-
esteem, a re-evaluation of core issues
and beliefs
Self-renewal
• Creativity, learning, risk taking, and
networking give one a sense of
purpose and power in creating a new
life structure
Experimenting

6. SUB SYSTEMS FOR SELF
RENEWAL
SURVEY
• A method for collecting quantitative information about items
ACTION RESEARCH
• A research initiated to solve an immediate problem
ORGANIZATIONAL DEVELOPMENT INTERVENTIONS
• A deliberately planned, organization-wide effort to increase an
organization's effectiveness
ORGANIZATIONAL RETREATS
• Allow all team members to share, learn, process

7. Self-Renewal For Career Development
Finding meaning in our work
is critical if we are to avoid
stagnation and boredom .
It is the responsibility of each
individual to effect the change
necessary to reinvent work so
that it has personal relevance.

8. CAREER DEVELOPMENT
Awareness and
knowledge of
the strategic
challenges of
business
Motivation
and drive to
establish and
pursue a goal
Honest
assessment of
self and skills

9. ORGANIZATIONAL
RESTRUCTURING
Change in the
operational
or
management
strategy of
the
organization
Includes
increase or
decrease in
the number
of
management
positions
Includes a
shift in the
operations of
the
organization

10. Sale of
underutilized assets, such
as patents or brands.
Moving of operations such
as manufacturing to lower-
cost locations.
Reorganization of functions
such as
sales, marketing, and
distribution.
Renegotiation of labor
contracts to
reduce overhead.
CHARACTERISTICS

11. Refinancing of corporate debt to reduce
interest payments.
A major public relations campaign to
reposition the company with consumers.
Forfeiture of all or part of the ownership
share by pre restructuring stock holders.
Organizations need insight into where to
best utilize talent and find the best fit
between existing employees and the jobs
that await them.

12. To enhance the
shareholder’s value
To utilize the assets
properly
To get profitable
investment opportunities
To diverse the business
To reduce cost of capital
by designing innovative
securities through
corporate restructuring
Cash management and
cash generation during
crisis.
Improving the efficiency
and productivity through
new
investments, R&D and b
usiness engineering.
PURPOSE OF CORPORATE
RESTRUCTURING

13. OBJECTIVES TO FULFILL
RESTRUCTURING
Organization must originate
a key plan to send its
employee for mutual
training and practices.
Management must develop
the feeling in employees as
the owners of the
origination that will help
enhance their performance
Considering employees as
an asset for the firm there
must be certain
compensation
packages, bonus, incentives
apart from the base salary.
Organization must link
performance management
with the organizational
goals.
TNA must be conducted on
daily bases so that
management could know
the strength and weakness
of its employees.
Senior managers must
perform their roles by
making such decisions that
could help employees to
provide T&D feedback

14. The trend that
sees individuals
socializing less
and retreating
into their home
more.
The term was
coined in the
1990s.
Video rentals is
one of the glaring
examples.
Cocooning

15. A balance
between
private and
professiona
l life.
A smooth
integration
that leads
to higher
productivit
y and
personal
satisfaction
.
The
convenienc
e of not
having to
leave home
to avail of
their
services.
Can
minimize
loss of
time.
Is flexible
to be
available.
REASONS FOR COCOONING

16. Process by which
businesses
negotiate their
role in society .
A built-in and
self-regulating
mechanism.
Goal - Embrace
responsibility and
encourage a
positive impact.
CORPORATE SOCIAL
RESPONSIBILITY

17. WHY ARE COMPANIES ENGAGED
IN CSR ?
Help organizations
hire and retain the
people they want
Contribute to
business
performance

18. ECONOMIC DIMENSION
The duty of the managers is
to maximize stockholder’s
wealth.
How resources for the
production of goods and
services are distributed
within the social system.

19. LEGAL DIMENSION
Refers to obeying governmental laws and regulations.
Civil law: Rights & duties of individuals and organizations.
Criminal law: Prohibits specific actions and imposes fines
and/or imprisonment .

20. ETHICAL DIMENSION
Behavior that is expected
or prohibited by
organizational members
and society .
Standards, norms, or
expectations that reflect
the concern of major
stakeholders.

21. PHILANTHROPIC DIMENSION
Will not enhance
corporate reputation
Fails to live up to its
philanthropic image
If consumers perceive
philanthropy to be
manipulative
Give money or
time or in kind to
charity
Integrative
philanthropy

22. THANK YOU