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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.

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MS-21 SOCIAL PROCESSES AND BEHAVIOR ISSUES

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  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>

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