1 / 19

MS-21 SOCIAL PROCESSES AND BEHAVIOR ISSUES

MS-21 SOCIAL PROCESSES AND BEHAVIOR ISSUES. SESSION 1 – SOCIAL PROCESSES AND ISSUES SESSION 2 – INTRA PERSONAL PROCESSES SESSION 3 – INTERPERSONAL PROCESSES SESSION 4 – GROUP AND INTER GROUP PROCESSES SESSION 5 – ORGANIZATIONAL PROCESSES.

kenny
Télécharger la présentation

MS-21 SOCIAL PROCESSES AND BEHAVIOR ISSUES

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. MS-21SOCIAL PROCESSES AND BEHAVIOR ISSUES • SESSION 1 – SOCIAL PROCESSES AND ISSUES • SESSION 2 – INTRA PERSONAL PROCESSES • SESSION 3 – INTERPERSONAL PROCESSES • SESSION 4 – GROUP AND INTER GROUP PROCESSES • SESSION 5 – ORGANIZATIONAL PROCESSES | | <document classification>

  2. MS-21SOCIAL PROCESSES AND BEHAVIOR ISSUESSESSION 1 - SOCIAL PROCESSES AND ISSUES • INDIAN ENVIRONMENT • SOCIAL ISSUES & ORGANISATIONAL RELEVANCE • ORGANISATIONAL VALUES AND WORK ETHICS | | <document classification>

  3. INDIAN ENVIRONMENT • HISTORICAL PERSPECTIVE • DUAL HISTORY • CHALLENGES FOR ORGANIZATIONS | | <document classification>

  4. HISTORICAL PERSPECTIVE • COLONIAL RULE • INDEPENDENCE • INDUSTRIALIZATION • POST LIBERALIZATION • GREEN REVOLUTION • WHITE REVOLUTION • GLOBALIZATION • PRESENT MELT DOWN | | <document classification>

  5. DUALITY • WESTERN BELIEFS GUIDE MANAGERIAL PROCESSES OF THINKING AND RATIONAL PROCESSES • INDIAN BELIEFS GUIDE FEELINGS, EMOTIONAL PROCESSES AND RISK MGT • LOSING TEAM SYNDROME • IN GROUP SECURITY VS. OUTSIDERS | | <document classification>

  6. LPG • LIBERALIZATION - EASING BARRIERS, LICENSE RAJ, DEREGULATED MARKET, FERA, MRTP • PRIVATIZATION - DISINVESTMENT, PRODUCTION & DISTRIBUTION • GLOBALIZATION - TRADE & TARIFF BARRIERS, FDI, MNC | | <document classification>

  7. CHALLENGES FOR ORGANIZATIONS • GLOBAL STANDARDS • LIFE CYCLE • COST LED TO PRICE LED STRATEGY • DECISION RESPONSE TIME • KNOWLEDGE CAPITAL - HUMAN | | <document classification>

  8. CHANGES IN SOCIAL INSTITUTIONS • FAMILY – AGRARIAN TO INDUSTRIAL • COMMUNITY – LOW SENSE OF BELONGING TO COMMUNITY, MORE TO ORG • EDUCATION – FORMAL DEGREE TO SKILLS BASED | | <document classification>

  9. ORGANIZATIONAL RELEVANCE • EMPLOYABILITY – INCREASED VS. SECURITY OF JOB • CHANGEABILITY - LEADING VS. REACTING • SOCIAL TENSION – COMPLIANCE VS. UNCERTAINTY • DEMOCRATIZATION OF WORK PROCESS – CONTROL VS. CONSENSUS • EMPOWERMENT – EMPLOYEES VS. PARTNERS • SERVICE ORIENTATION – NORMATIVE VS. PRAGMATIC • SHAREHOLDER EXPECTATIONS | | <document classification>

  10. VISION • CONCEPTUAL FRAMEWORK FOR UNDERSTANDING PURPOSE • GUIDING PHILOSOPHY GUIDING CORE VALUES AND BELIEFS • INSPIRATIONAL, EMOTIONAL APPEAL • RELEVANT FOR ALL TIMES • PROVIDES DIRECTION & FOCUS • SENSE OF PRIDE | | <document classification>

  11. VALUES • DERIVED FROM BASIC ASSUMPTIONS HELD BY THE CORE GROUP • SPECIFIC MODE OF CONDUCT • FRAMEWORK ENABLING PRIORITIZING ACTION, MAKING CHOICE, WAYS OF RESPONDING, DISTINGUISHING BETWEEN DESIRABLE AND UNDESIRABLE BEHAVIOR • LEVELS – INDIVIDUAL, SOCIO-CULTURAL, ORGANIZATIONAL • INDIVIDUALS DEVELOP A HIERARCHY OF VALUES • ORGANISATIONS VALUES ARISE FROM COMPULSIONS TO SURVIVE • VALUES EXPRESSES IN TERMS OF ATTITUDES | | <document classification>

  12. CORE VALUES • TO GAIN AND MAINTAIN COMPETITIVE EDGE, TO BE ADHERED TO • EMPLOYEES ACCEPT & START BELIEVING, SACRIFICE SELF FOR REWARDS • CUSTOMER DELIGHT • QUALITY • ENVIRONMENT PROTECTION • EMPLOYEE GROWTH • RESPECT • SOCIAL RESPONSIBILITY | | <document classification>

  13. MISSION • Mission is the way you go about achieving what you want to get or see (Vision). • Mission is the Action Plan, the Game Plan, the Methodology.  | | <document classification>

  14. STRATEGY • Strategy is the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals. • Strategy is a set of fundamental or critical choices about the ends and means of a business. • STRATEGY STARTS WITH DEFINING MISSION AND SETTING APEX GOALS | | <document classification>

  15. EXERCISE Prepare the Strategy of your company, by answering the following statements: • Our goal is to be a_________________. • We will do this by leveraging_________________. • And we will ensure that we anticipate_________________. • And we will invest in_________________. • And we will be known for_________________. • And we will work with unyielding____________. Now connect these statements into a Vision and Mission. | | <document classification>

  16. EXERCISE • PREPARE VISION, MISSION AND VALUES OF A PSU IN THERMAL POWER UTILITIES | | <document classification>

  17. WORK ETHICS • SET OF BEHAVIORS • EXTENSION OF CORE VALUES • TERMS OF REFERENCE • LEADS TO CULTURE • EXAMPLE - SATYAM | | <document classification>

  18. CORPORATE GOVERNANCE • TRANSPARENCY, SOCIAL RESPONSIBILITY, SOCIAL ACCOUNTABILITY • LEGAL REQUIREMENTS • RESPECT FOR PEOPLE, SOCIETY, ENVIRONMENT EXERCISE – ENUMERATE CORPORATE GOVERNANCE POLICY OF A INDIAN MNC IN SOFTWARE SECTOR | | <document classification>

  19. CG POLICY • SPIRIT OF LAW • TRANSPARENT • DISTINCTION BETWEEN PERSONAL CONVENIENCE AND CORPORATE RESOURCES • INTERNAL & EXTERNAL TRUTHFUL COMMUNICATIONAL • COMPLY WITH GLOBAL LAWS AND STANDARDS • MGMT AS TRUSTEES OF SHAREHOLDERS AND NOT OWNERS | | <document classification>

More Related