Contemporarily issues in HRM

1
Contemporarily issues in HRM

• UNIT III
• Management of stress

2
What is stress?

• Stress has become a major concern of modern times
  as it can cause harm to employees health and
  performance.
• Selye has defined stress as the the non specific
  response of the body to any demand made upon it
• In simple words , stress refers to pressures or
  tensions people feel in life.
• In these days of competition if one wishes to
  surpass what has been achieved by others, leading
  to an imbalance between demands and resources, it
  causes psycho-socio stress.
• Stress is a bodys reaction to any demands or
  changes in its internal and external enviorement.

3
Nature of stress

• Stress is a dynamic condition in which an
  individual is confronted with an opportunity,
  constraint or demand related to what he or she
  desires and for which the outcome is perceived to
  be both certain and uncertain.
• Stress is not necessarily bad in itself.
• Stress is associated with constraints and demand.
• Two conditions are necessary for potential stress
• There must be uncertainty over the outcome
• And the outcome must be important

4
Two kinds of stresses

• Eustress and distress
• Eustress is positive stress that accompanies
  achievement and exhilaration. the stress of
  meeting challenges,.
• Distress is when we feel insecure, inadequate,
  helpless, or desperate as a result of too much ,
  or too little.

5
Consequences of different levels of stress
6
Causes of stress

• Organizational stressors-
• Task demands- associated with specific job a
  person performs.
• Job of surgeons, professional football coaches,
  air traffic controller
• Physical threats to a persons health, unhealthy
  conditions, mining
• Job security, during period of lay offs
• Overload can cause apathy

7

• Physical demands
• Temperature
• Office design-too much or too little interaction
• Role demands
• Set of expected behaviors associated with a
  particular job
• Role ambiguity
• Unclear role
• Poor job descriptions, vague instructions,
  unclear clues
• Role conflict
• Roles are clear but contradictory.
• Intra-sender conflict
• Inter personal conflict

8
Life stressors

• Life change- fired from work, retirement, change
  in residence.
• Life trauma- any upheaval in an individuals life
  that alters his or her attitude, marital problems
  , family difficulties, health problems

9
Consequences of stress

• 3 types
• Individual consequences
• Organizational consequences
• Burn out

10
Individual consequences

• Stress is both a friend and a foe. mid level of
  stress is beneficial, but a high level of stress
  leads to harmful consequences.
• Impact on health- high blood pressure, high
  level of cholesterol, may lead to heart disease.
• Psychological consequences- anger, anxiety,
  depression, nervousness, irritability and
  tension, these lead to lowering of self esteem,
  inability to concentrate, resentment of
  supervision and make wrong decisions, which
  results in poor performance.

11
Organizational consequences

• Low performances
• Low productivity
• High rates of absenteeism
• Turnover
• Lost customers
• Destructive and aggressive behaviors
• Resulting in strikes and lock outs

12
burnout

• Is a general feeling of exhaustion that develops
  when a person simultaneously experiences too much
  pressure and has too few sources of satisfaction.
• People with high aspirations and strong
  motivation face it frequently
• Putting too much of yourself to job.
• Which results in prolonged stress, fatigue,
  frustration and helplessness.
• Is mostly associated with mid carrier crisis, and
  close relationships jobs.
• The dangerous part is its contagious, transform
  from one person to entire group.

13
Coping with stress

• Individuals and organization cannot remain in
  continuous tension.
• Certain measures have to be adopted to cope up
  with the stress using some strategies-
• Coping with individual stress-
• Based on self control or do yourself approach.
• Physical exercise in any form, relaxes
• conscious analysis of causes and consequences of
  employees own behavior.
• Avoid people or situation that will put you into
  stress
• Shedding of work overload

14
Coping with organizational stress

• Set clear objectives, to minimize scope of job
  conflicts and ambiguity among the employees.
• Starting OD department for creating meaningful
  and enriching jobs for its employees.
• Having a flexible organization structure so as to
  accommodate changing socio, economic, political,
  and technological development.
• Devising plans for career paths and development,
  taking into consideration both individual
  capabilities and aspiration and organizational
  requirement.
• Engage counselors to guide the employees in the
  matter of career planning, career goals and
  opportunities

15

• Jobs can be redesigned to reduce conflicting job
  demands.
• OD program should be introduced to improve
  employee satisfaction and performance, through
  improves communication, participation, trust,
  openness, quality of work life.
• Appropriately select and place individuals in
  positions suitable to their abilities and
  experience.
• Impart training to perform his job effectively,
  improve his inter personal competence.

16
What is conflict??
disagreement between two or more individuals or
groups over an issues of interest. It can range
from small disagreements to violent acts.
17
Features of conflict

• Occurs when two or more parties pursue
  incompatible or mutually exclusive goals.
• Refers to deliberate behavior from attaining
  goals.
• Different from competition, interfers with others
  goal achievement but n competition both try to
  win but not interfere with each other

18
Sources of conflict

• Organizational change
• Personality clashes
• Differences in value systems.
• Threats to status
• Perceptual differences
• Overlapping or unclear job boundaries
• Inadequate communication
• Competition for limited resources
• Unclear policies
• Unreasonable deadline or extreme time pressure

19
Process of conflict

• Potential opposition or incompatibility-
• Communication
• Structure
• Personal variables.
• Cognition and personalization-
• Perceived and felt conflict
• Intentions-
• Collaborating
• Compromising
• Avoiding
• Accommodating
• competing

20

• Behavior-
• Partys behavior
• Others reaction
• Outcomes-
• Either increased or decreased group performance

21
Classification of conflicts

• The four levels of conflict are-
• Intra- individual-
• Conflict from frustration - personal
  limitations- weakness, physical deformities,
  lack of skill, low intelligence
• Goal conflict
• Role conflict
• Inter personal-
• Johari window
• Stroking
• Life positions

22
Johari window
Feed back
Unknown to self
Known to self
D I S C L O S U R E
Known To others
Not Known To others
23
Stroking

• Recognition of ones presence by others
• Strokes may be positive or negative
• Words of recognition, affection, pat on the back,
  pleasant smile are examples of positive strokes.
• Criticism, hatred, scolding are examples of
  negative strokes

24
Life positions

• It stems from a combination of two view points
• How people view themselves
• How they view others

POSITIVE
NEGATIVE
NEGATIVE
POSITIVE
25
Inter group conflict

• Task interdependence
• Task ambiguity
• Goal incompatibility
• Limited resources
• Reward systems
• INTRA GROUP
• Hierarchical conflict
• Individual versus organizational conflict
• Functional conflict
• Status conflict

26
Resolving conflicts

• Intrapersonal-
• Remove barriers
• Minimize and priorities roles
• Develop compatibility between personal and
  organizational goals.
• INTERPERSONAL CONFLICT
• Win Win strategy
• INTRA GROUP-
• Realizing that divided they fall united they
  stand

27
Inter group-

• Problem solving
• Organization redesign
• Expansion of resources
• Super ordinate goals (common goal for both
  conflicting parties.)
• Smoothen (bringing down differences and
  highlighting common interests)

28
Conflict management styles
Assertiveness- desire to satisfy ones own
concern
Cooperativeness-desire to satisfy other persons
concern
cooperativeness
high
Compromising
External focus
low
Internal focus
assertiveness
low
high
29
Competing / dominance

• Power oriented
• Direct physical aggression
• Relying on punishment to gain control over
  others.
• Arguments, fights are the weapons.

30
Avoiding

• Indifference, apathy, withdrawal
• Detach themselves from the conflict believing
  that avoidance is more mature and reasonable.
• Conflict is neither resolved nor eliminated

31
Accommodating/ smoothing

• Generous and sacrificing
• Emphasis on common interest
• Go along what other person insists don't get
  involved in arguments.
• Used in temporary situtation

32
compromising

• Traditional method of resolving conflict
• No distinct winner or loser
• Each party expected to give up something of value
• Involves negotiation and series of sacrifices.

33

• Mona electrical India ltd. Is a medium sized
  electrical company situated in one of the eastern
  states in India. the company employees about 800
  workers and 100 supervisory and management staff
  at different levels. Mr. Pandey is heading the
  marketing department with senior marketing
  executives and more than 30 sales executives.
• Yesterday Mr. Kumar, one of the marketing
  executives, approached Mr. Pandey with a personal
  request to be relieved early from the office as
  he had some urgent domestic problem to attend.
  Mr. Pandey refused Mr. Kumar's request saying
  that he could not be bothered about his personal
  problems at the cost of official responsibility,
  and he should make alternate arrangements to take
  care of his domestic affairs.

34
questions

• Critically examine Mr. Pandeys style of managing
  subordinates.
• As a practitioner in human relations, what would
  be your advice to Mr. Pandey to deal with such
  situation in future?

35
cooperation

• It can be defined as two or more people working
  together for a common goal or mutual benefit.
• The most important essential element of
  cooperation is COMMON GOAL
• A goal is said to be common when one persons
  achievement of his goals facilitates the
  achievement of others goals.

36
Main roles of cooperation

• BUILDING MUTUALITY-
• Develop relationships
• Recognize each others strengths and contributions
• Using them for further development
• GENERATING IDEAS
• DEVELOPING SYNERGY
• DEVELOPING COLLECTIVE ACTIONS
• Supplementing the EXPERTISE
• Inculcating team spirit

37
Basics of cooperation

• Factors which contribute to cooperation are-
• Collaborative motivation-
• To care for, help others and be useful to others.
• Group norms-
• Group norms prevailing in a group have a strong
  influence on the behavior of the members and are
  likely to either raise or lower the morale /
  motivation level of them. if collaborative or
  cooperative norms in a group are higher, the
  motivation in the individuals increases

38

• Super ordinate goals-
• The ultimate goal of an organization
• Goals which are important to all the parties
  concerned and which cannot be achieved by any
  party working alone
• The goals are sharable as well as desirable to
  all the members
• Higher pay offs for cooperation-
• Being rewarded for being cooperative

39

• Mutual trust-
• Trust leads to cooperation.
• Trust indicates higher chances that individual
  concerned will not be used in a negative way.
• Perceived power-
• Power to reward
• Power to punish
• People should realize that others also have both
  the positive as well as the negative powers.
• Powers should be perceived very Cleary and
  rationally

40
Benefits of cooperation

• Stronger individual motivation to complete task
• Stronger feelings of obligations towards other
  members contribution.
• Greater division of work
• Greater coordination of efforts
• More effective inter personal communication
• More friendliness
• More group productivity
• More ideas and alternatives leading to better
  decision making

41

• Nawal graduated from a reputed management
  institute last year and joined his fathers
  business, which employed 2 supervisors, 10
  skilled labour and 28 semi skilled workers. after
  one month his father , a retired government
  officer, called him and said Nawal I have ad a
  chance to observe you working with men and women
  for the past few days. Although I hate to, I
  must say that you are just too nice to people, I
  know they taught you human relations stuff at the
  management institute, but it just does not work
  here. I remember the Hawthorne studies were first
  reported, every one in the academic field got
  excited about them. but believe me, there is more
  to managing people than just being nice to them

42
questions

• Do you think Nawals father understood and
  interpreted the Hawthorne studies correctly?
• If you were Nawal, what would your reaction be to
  your fathers comments?

43
UNIT I

• GLOBALZATION

44
Meaning of globalization

• Globalization is an attitude towards the worlds
  market
• Globalization means a common platform or market
  for products/services irrespective of the
  place/location of manufacturing.
• Integrating economy with that of the world.9i.e.
  global)
• To treat the whole world as a market (global
  markets target customers are spread all over)
• It has resulted in cultural changes dynamics.
• Maximizing profits worldwide
• Developing competitive advantage excel by
  developing the competitive edge of the
  organization i.e. being the leader or the first
  mover

45
Definition of globalization

• Globalization is a simple formulation that could
  be described as the increase in volume variety
  of cross border transaction in goods or services
  over a wide international area.
• A free enhanced movement of international
  capital
• More rapid and widespread international diffusion
  (enhancement of technology)
• Greater coverage and depth of information
• Globalization is the most prominent trend having
  a profound impact on today's business
  organization and will continue to be

46
The changing scenario

• The political, social, economic, technical all
  the environments of Indian business have changed.
• Have brought along with them threats and
  opportunities for modern organization.
• There are certain challenges which are to be
  faced by the HR professionals-
• Changing international environment, leading to
  free flow of goods and services throughout the
  world.
• Changing needs and aspirations of customers
  rendering the existing processes and products
  obsolete.

47

• Changing profile of workforce Advancement of
  technologies leading to obsolescence of present
  techniques and skills.
• Revolution in information technology having far
  reaching effect on every sub system of business .
• Economic and industrial policy changes leading to
  tough competition from multinational corporations

48
Globalization has two perspectives

• Micro (organization)
• Macro (country)

49
Impact of globalization can be observed from the
following trends

• Integration of economies-
• Opening of vast markets which can be trapped by
  big industries.
• Possible only when there exists a harmony between
  labor and management, and both the parties strive
  for growth of the industry.
• Global benchmarking-
• Globalization has resulted in striving for
  highest qualit of products and processes so that
  they can be competitive in the world market.

50

• Change in management styles-
• Management style is moving towards participative
  management where workers are delegated
  responsibility and involved in day to day
  decision making.
• Future of public enterprises-
• Need of radical change in the focus of public
  enterprises in the post liberalization period.
• They have to increase their efficiency and
  productivity by restructuring the whole
  organization
• After taking into confidence the workers so that
  they can be competitive in the liberal area

51
challenges

• Management of time space, resources efforts.
• Management of workforce diversity
• Management of cultural clashes
• Handling economic issues of national inter
  national level
• Handling increasing problems of communication.
• Managing foreign collaboration like MA,
  takeover. Turn key project- giving a project to
  another company having global standards and after
  the change return it back to the owner
• Challenges of compensation management- managing
  effectiveness, increased level of stress, change
  management
• Performance appraisal at international standards

52

• Super engineering company was a multi locational
  light engineering company. it had manufacturing
  facilities at Hyderabad, pondicherry and indore.
  the company adopted a budgetary system with main
  emphasis on production and expense budgets. the
  budgets targets used to be set on the basis of
  analysis of production facilities and production
  operations. while two units located in Hyderabad
  and pondicherry were working properly and were
  able to meet their budget targets, indore unit
  was not able to do so.
• Mr.P.manohar was transferred to indore unit as a
  plant manager. he joined the company about eight
  years back as engineer trainee and became the
  assistant plant manager at the Hyderabad unit.
  the biggest of the three units. manohar was very
  ambitious and a little autocratic. he was a high
  achiever and believed in getting things done. he
  got quick promotions in the company

53

• Immediately after joining at indore unit as plant
  manager, manohar made preliminary study of the
  plant and issued instructions to all the
  departments to reduce their expenses by 5.a
  fortnight later, he instructed the departments to
  increase the production by 10.he also instructed
  all the supervisors to strictly adhere to
  budgets. he introduced several new reports and
  watched the operations very closely. He suspended
  2 supervisors in the second month for not meeting
  the budgets targets. subsequently two supervisors
  left the plant.
• With all his efforts, the unit was very much on
  the right track and within 6months exceeded the
  new budgeted figures by 8.on setting the plant
  right, he was called back at Hyderabad unit as a
  plant manager where vacancy arose. however,
  shortly after he left for Hyderabad, the
  productivity at indore unit fell below the
  earlier level and the budget was again in trouble.

54
questions

• Analyze the type of organization climate created
  by manohar at indore unit.
• Why was there a drop in productivity at the unit
  after manohar left it?

55
Workforce diversity management

• Its a simultaneous reaction with globalization
• Factors responsible for it are-
• Invasion of mncs
• Acquiring fresh/qualified people
• To cope up with change
• Technology change
• Need of outsourcing
• International poaching
• Increase in education level
• Change in skill level
• Age group and aspirations of workers.
• Need of wisdom workers

56

• A large no. of organizations are realizing the
  impact of valuing diversity in workforce which
  can contribute to a companys success.
• Promote openness
• Encourage young managers
• Reduce racial or gender differences

57
Dimensions of workforce diversity

• Primary dimensions-
• Are core factors of a particular person like age,
  gender, caste etc.
• Secondary dimensions are-
• Relationship status, income, physical and mental
  ability

58

• Primary are those dimensions which cant be
  changed
• Together they form individual's image
• These inborn elements are interdependent
• Each exerts important influence throughout life.
• The greater no. of differences between people,
  the more difficult it is to establish healthy
  culture in the organization
• When we club primary with secondary it will
  enhance the intensity of the problem.

59

• Secondary are those that can be changed or at
  least modified.
• They add an additional layer of complexity to the
  way we see our self and others.
• they create the need of effective human relation
  management because it becomes more difficult
  complex.
• The interaction between primary and secondary
  shapes a persons values, priorities
  perceptions thought his/her personal as well as
  professional life

60
Challenges ahead of workforce diversity management

• Generation gap syndrome
• Fair/transparent systems.
• Averting gender biasness
• Culture diversity management
• Making people understand value diversity

61
Critical elements of management of WFD

• Strong visible support from top management.
• Flexible program for recruitment training
  retention.
• Alternate workforce schedule( flextime,
  compressed workweeks, work sharing)
• Proper communication opportunity
• Continues efforts to access diversity
• Programs to accommodate family needs ie day care
  for children, elder care.
• Diversity training - try to access understand
  to work accordingly, give respect to other
  religion culture.

62

• Multi language training
• Menitoring use of high level managers to guide
  high potential employees
• Support groups that can help build a conducive
  environment, effective networking, guidance to
  employees.
• Efforts to have a fair mobility systems in an
  organization for diverse employees.

63
Comparison with respect to workforce diversity

• International Management
• Beyond qualification, emphasis on individual
  practical implementation
• Multiple language
• Heterogeneous
• Strict regulations
• Is highly paced

• Basis General
  Management
• Selection Degree/qualification
• of employees basic parameter
• Language Local English
• Individual Homogenous
• (socio-cultural)
• Govt policies liberal regulations,
  rules not hard fast, degree of liberty is
  more at national level
• Economic its slow paced
• development

64
Managing workforce diversity
effect
65
WFD approaches

• Organizational efforts
• Training/education
• Appraisal/testing/diagnosis.
• Mentoring/counseling
• Workforce progress
• Job sharing
• Job rotation- enhancing work designing, where
  job rotation interaction with people is there.
• Effective communication system
• Fair systems

66
Individual approaches

• Learning to learn
• Develop mindset regarding change inevitable
  diversity, have to work in this organization
  where diversity exists.
• Empathetic attitude
• Accepting change

67
Implications on HRD

• HR guidelines to manage era of globalization, to
  develop, promote build global HR
• Develop strategic approach to international
  assignments avoiding hastily concluding
  decisions i.e. improved decision making.
• Modify performance evaluation system to
  incorporate distinctive conditions of different
  countries.
• Clarifying communicating global vision
  values, deriving management development programs
• Build informal global networks by holding
  international seminars conferences.

68

• Develop a shared vision of HR function as a
  source of competitive advantage.
• Disperse corporate HR expertise into regional or
  local subsidiaries.
• Transfer HR practitioners between corporate,
  regional local subsidiaries to integrate the
  global network more closely
• Give Hr practitioners personal and international
  experience to improve their ability to manage
  global assignments cycles
• Hr functions to coordinate over lapping,
  transactional regulations

69
Skills required in an HR manager

• Cultural responsiveness
• Ability of cross culture collaboration
• Stress reduction skills, recognize potential
  conflicts, avoiding -ve reactions
• Re- enforcement- ability to replace pleasurable
  activities with other activities of the home
  country.
• Technical competence- Ability to complete task
  with self confidence and with little or no
  assistance.
• Relationship skills.
• Language skills/communication skills
• Respect empathy for others.
• High tolerance
• Open mindedness to accept new ideas

70
UNIT II

• Changing world

71
1 CHANGING ENVIOREMENT OF BUSINESS
72

• Changes in the environment are causing changes in
  the needs of the changing business.
• Organization catering to these changing needs
  require changes in the means.
• These changing means handle the dynamism of the
  environment.
• Pertaining a balance between changing needs.
• Change means there are probability of both
  opportunities as well as risk that an
  organization might confront.

73
changing world

• The world is preparing for dazzling changes in
  science, technology, commerce industry.
• World is undergoing high technological revolution
  India has not kept itself aloof from these
  changes.

74
Chief features of the changing worldmanaging
change in the world

• changing market situation
• New economic policies prevailing in the global
  world
• changing technical environment
• Need for modernization and will become frequent
  and intense in future
• Cultural, social , psychological environment
  change
• Continue to pose serious challenges to business
  managers
• Increased level of globalization

75

• Massive spread of mass media
• Revolution in information management. led to
  growth exploration of large new markets
• Govt. policies
• Macro level govt policies are integrated with
  macro level policies strategic decisions
• Continuing need for cost containment
• Maintain cost at current levels, even in
  situation of pressures. like changes in govt
  policies, inflation
• Cost containment can be maintained through
• Downsizing/delayering
• Joint ventures
• Outsourcing
• Substituting technology for people

76

• Growing importance of knowledge capital
• Creativity, talent pool, skills with experience,
  competencies
• Changing organizational size from changes in
  organization its people

77
Case need for change

• Mr. jain , an entrepreneur, established a firm
  for the manufacturing and marketing of a new
  product. the firm earned a reputation for its
  product. however with the passage of time, the
  monopoly was lost. In view of growing competition
  mr. Jain realized the need of infusing new blood
  into the organixzation. his sons were not
  interested in running the business nor did they
  seem to have sufficient knowledge of
  administration or technical know how. he inducted
  Mr. Gupta. A sincere man with good technical
  knowledge, and with an understanding of promoting
  him as a partner.

78

• Trouble started when mr. Gupta insisted on
  admitting him as a patterned and advised wide
  ranging expansion, recruiting specialists etc.Mr.
  Jain tried to escape the issue by delaying
  tactics. the firm showed symptoms of loosing
  business. on his death, one of the firms became
  the proprietor. He tried to run the firm without
  Mr Gupt, and intended t follow his fathers
  policy of not adopting new methods and
  techniques. as a result the business reached the
  dwindling stage .later he compromised took
  Mr.Gupta as a partner., introduced new methods to
  improve the product, invited specialists and
  accepted many other suggestions. The firm
  improved quite a lot , still it is thought by
  many that as a pioneer organization it could have
  achieved greater results with more imagination,
  foresight and by taking advantage of being
  pioneer in the line.

79
Causes of downfall of the firmhow did
introduction of changes brought
improvements?What forces of environment created
threats for the firm?
80
Changing attitude and feelings about job

• The current rate of change in every enivormentall
  dimension creates the need for company to
  rapidly adopt new technologies, business
  concepts, approaches structures that affect
• The work
• Type of work
• Performers and performance
• Working structures in organization
• Working style, working philosophies

81

• The changes in the above mentioned is also
  causing changes in the attitudes, needs,
  interests, feelings of the workers about their
  organization in return about their work.
• In this era of change it becomes crucial for
  management to comprehend these needs attitudes
  of employees towards their job.
• It becomes imperative to seek a state of balance
  between organizational needs desires with that
  of employees.
• This bring a compelling need for more deliberate
  thought and research on the job, job holders and
  such matters

82
Objectives of organizational changes

• To meet organizational requirement i.e. to
  improve efficiency, quality, productivity.
• To satisfy the need of the employees
• To identify the interest areas of the job
  holders- having an impact on their performance.
• Trying to create challenging job or to infuse
  challenge in present task that may have effect on
  their performance/staisfaction / motivation
  level.
• Improving the compensation dsign after having a
  proper analysis of the present compensation
  system the degree of satisfaction employes have
  towards it

83

• Sense of achievement can be developed by changing
  a thought or research over the job profiles.
• To satisfy the needs of the group teams Practice
  of successful self managed teams, should be
  followed.
• To identify the reporting relationship to make
  desired changes may help to have a better team
  performance and satisfaction at individual level.
• To integrate needs of individual with that of
  organizational goals.

84
Changing mindsets

• Reflective mindsets- mindset to manage self
• Analytical mindsets- mindset to manage
  organization.
• Worldly mindset- mindset to manage world context
  (how you perceive the world, consider world as
  global market)
• Collaboration mindset- mindset to manage
  relationship
• Action mindset- ready to act to manage change

85
Changing attitude of both organization employees

• Working for customer delight
• Motivating job holders
• Rules directed to flexibilities
• Detailing involved in recruitment selection.
• Cross border recruitment
• Transferring responsibilities authorities as
  well
• Changes in salary structure
• Positions are performance based.
• Suggestion programs introduced.

86
Approaches towards change in jobs

• The emerging scenario the challenges before
  organization its people has made management
  undergo a process of rethinking re training to
  manage this changing organization people
• Job sharing
• Job rotation
• Flexi work weeks
• Compressed work weeks
• Computer integrated management
• Efficiency management program

87
Factors influencing organization
88
Causes of change

• Rapid technical drives
• Accelerating rate of change
• Internal competitive market
• Changing world business practices
• Short PLC( because of changing needs of
  customers)
• Changing in customer preferances

89
Consequences of change

• Change in size form of organization
• Change in nature of business
• Change in strategies procedures
• Decentralized yet linked with technology
• Rapidly adaptable extremely flexible
• Collaborative with team based strategy
• Retaining employees is a challenging task

90
Approaches should be

• External view point- analyzing the changing
  trends, competitors their capabilities
• Collaborative approach - cultivate close ties
  with vendors and suppliers , alliances domestic
  as well as international
• Proactive approach - be entrepreneurs willing to
  seize opportunities .
• Creative approach - towards alignment of
  organization structure processes and system .
• Risk taking view point - continues improvement
  and growth .

91
Existing paradigm new paradigm

• People first
• People valuable assets
• Self cotrol with commitmen90t
• Consensus decision making
• High risk , innovative and dynamic
• Standrad world class quality and services .
• Flexibility
• Leader ship from every body (mutual accommodation
  )
• Concern is speed and responsiveness .

• Task first
• People that not important
• Supervisory control
• Directive decision making
• Low risk taking
• Standard acceptable quality and services
• Rigidity
• Leadership from top
• Size and scale concern

92
Existing paradigm new paradigm

• Control of hierarchy and rules
• Sustainable productivity and profitability
• Made for certainty and verticality
  (pyramid structure )
• Doing things right
• Inward organization focus
• Corporate independence

• Vision and mission
• Constraint reinvention
• Creativity and horizontality (flatter
  organization )
• Doing the right things
• Organization focus is outward
• Corporate interdependence

93
UNIT IV

• Creativity in organizations
• Means explaining as the conceiving of the
  original unique alternatives solution to
  problems
• Is rather mysterious process chiefly known by its
  results and is therefore difficult to define
• Definition-
• Creative thinking is the process of bringing a
  problem before ones mind clearly as by imagining
  visualizing ,supposing then originating
  something new.

94
Features of creativity

• A process
• Goal oriented
• Divergent thinking
• Leads to production of new ideas
• Depends upon the knowledge
• Essential attribute to organization

95
Need for creativity

• Vital for decision making(develop unique
  alternatives)
• Solving unique problems
• Applied for manpower development
• Novel ways to deal with social interactions
• Understanding human behavior
• Coping with changing environment
• Flexibility needs creativity
• Strategic importance
• Forming quality circle
• Improving RD
• Purposefully creating new different
• Cater to changing dynamics of environment

96
stages

• Preparation-
• A hard and concentrated look at the problem in
  order to develop break through solution
• Individuals gain familiarity with the problems.
  past experience also has influence on it.
• In the form of education, training, and research
  is essential foundation to creativity

97

• Incubation-
• Is a time of thought and reflection and is
  generally a period when the conscious attention
  is turned away from the problem.
• Consciousness on problem reduces, sub
  consciousness thinking increases.
• The idea is that some innovative idea comes into
  mind when you are not really thinking about it.
• People are given diagnosis about the problem, to
  make them think beyond traditional way, there
  they give their useful ideas.

98

• Persistence-
• Merely providing incubation period does not
  result in creativity.
• Sometimes persistent effort is necessary
• Every new idea has to face resistance in the
  beginning
• Insight-
• It is the actual point of break through achieved
  as a result of preparation and incubation
• Tentative outcome of persistent efforts.
• It is the EUREKA stage , where the person finds
  what he was looking for.
• Verification-
• Now the new idea has to be tested.
• Kind of critical stage to test that the idea is
  valid feasible

99
Creativity proceeds innovation
100
Enhancing creativity in organizations

• Fluency-
• Rapid flow of ideas(brain storming)
• Brain storming is a technique for stimulating
  imaginative and novel ideas.
• It involves a group of people.
• The leader defines the problem and encourages the
  participants to suggest as many ideas as
  possible.
• The idea of brainstorming is to create the
  climate in which people feel free to suggest
  whatever comes into their minds without caring
  for its feasibility.
• This free association may lead to some new ideas

101

• Originality-
• Unusual ideas for unusual problems.
• Questioning-
• Questioning exiting ideas ways
• Curiosity-
• To think in a new way . Away from tradition
• Information use-
• Sources..procuring.modification
• Support intelligence-
• If someone comes up with intelligent thoughts
  ,encourage him

102

• Responsive /stimulant-
• if a person is not satisfied with existing
  situation then only he will react will think of
  something new
• Constructive approach-
• Not only having positive attitude but also having
  contributory attitude towards organization

103
Killing of creativity

• Just as an organization can create environment in
  which creativity can be enhanced there are
  factors which can kill creativity.
• Expected evaluation-
• Creative people do not operate under the fear of
  evaluation.
• Under evaluation they will be concerned how their
  work will be evaluated
• Surveillance-
• People who are conscious being watched as they
  are working will be less creative.
• Surveillance does cast a suspicious eye and kills
  creativity

104

• Reward-
• Monetary rewards may be useful incentives to get
  people work but they dont act as motivators.
• Highly creative people are most interested in
  self recognition and satisfaction rather than
  other tangible benefits.
• Competition-
• People who feel themselves to be in direct
  threatening competition with others in their work
  will be less creative.
• Restricted choice-
• Creative people must be free to think their ways
  of handling situations and solving problems.
• People who are restricted are less creative.

105
Contemporary appreciations

• Need of new improved products, customer services.
• New markets, mew marketing methods.
• New resources , processes , improved quality /
  lower cost.
• Innovations improvements.
• Improving skills services
• New methods to handle/Deal develop HR
• To compete at global level.
• New ways of business expansions.

106
Organizational effctiveness

• Effectiveness could be defined as the degree to
  which organization realizes its goals.
• Effectiveness of an organization could be seen in
  terms of survival of an organization.
• OE is the extent to which an organization, given
  certain resources and means to achieve its
  objective

107

• Efficiency means the input output rate
• With how much input we can get the output
• An efficient organization is not always to be
  effective but an effective organization is
  efficient .
• Efficiency is the measure of using the output
  input variables its ratio(cost benefit
  analysis)
• Is more related to economic concept only

108
Characteristics of OE

• It implies good performance of organization
• Higher productivity and profitability
• How well an organization discharges its
  obligation to internal external environment
• successfully cope with competition
• Creative adaptation of strategy
• Grow and development
• Futuristic vision

109
Factors effecting OE

• Organizational factors - structure technology
• Environmental factors - external internal
• Employees factors - morale ,satisfaction,
  performance and security .
• Managerial policies and practices

110
Approaches to OE

• Goal oriented approaches the degree to which
  organization is productive , profitable and self
  maintaining ( but does not consider employee
  development at all)
• System resource approach views an organization
  as an open system , part of the environment supra
  system
• Input process output cycle
• Environment is a supra system and organization
  system exist in this

111
Maximization and optimization

• Maximization - economic man , decision govern
  by profits
• Optimization - administrative man , represents
  real situation of decision making
• Strategic constituency - controlling critical
  constituent ( what are the critical element of
  the organization , identify those which govern OE
  )
• Behavior approach - the extent to which
  individual goals are integrated with organization
  goals affects the degree of OE

112
Reasons of failure of organization in achieving OE

• Failure of administrators to act when they need
  to
• Delay in action taking
• Taking wrong action
• Lack of sufficient efforts
• Excessive efforts in relation to the need
• Wasted efforts

113
Relevance of theoretical concepts

• As a part of the companys management development
  programme , a group of managers from various
  functional areas have devoted several class
  sessions to the study of motivation theory and
  the relevance of such knowledge to the managers
  responsibility for directing and controlling the
  operation of his department . One of the
  participants in the programme is ashish chopra ,
  who was been a supervisor in the production
  department for about a year . During the
  discussion session , ashish chopra made the
  following observation

114

• motivation theory makes sense in general, but
  there is really no opportunity for me to apply
  these concepts in my job situation . After all ,
  our shop employees are unionized and have job
  security and wage scales that are negotiated and
  are not under my control. The study of motivation
  concepts has given me some ideas about how to get
  my sons to do their courses and their home work ,
  but it has not given me anything I can use on the
  job . Furthermore in a working situation we are
  all dealing with adults , and it seems to me this
  reward and punishment thing smacks of personal
  manipulation that just wont go over with people.
  

115
Questions

• Analyse the case showing your acquaintance with
  the various theories of motivation.
• How far is ashish chopra justified in his
  comment ?
• Offer practical suggestions to apply motivational
  concept in job situations.

116
CULTURE

• Culture is the sum total of the societal
  behaviour
• Culture non material culture material culture
• Materiel culture physical infrastructure of an
  organization
• Non material behavior of human ,s values
  beliefs.

117
Characteristics/contextual features of culture

• Culture is characterizing human product of social
  interaction
• It is cumulative- for it is handed over from
  generation to generation in a given society
  thus in an given organization.
• It is learned by each person in the course of his
  development
• A basic determinant of personality
• Depends upon the continued functioning of society
• But its independent of any individual

118
Elements of culture

• Knowledge beliefs-
• This refers to peoples prevailing notions of
  reality , beliefs ,myths.
• Ideas-
• This refers to the society norms, which define
  what is expected ,in a given situation .these are
  norms or guidelines.

119

• Preferences-
• Refers to the society definitions of those things
  in life which are motivating or unattractive as
  objects of desire. organization is affected by
  the society in which it works so organization is
  also a mini society. It may vary from one
  organization to other.
• Attitude-
• leadership management styles-

120
Types of culture

• Power culture-
• Influences or gets influenced by the authority
  responsible in an organization.
• Task culture-
• It basically deals with the work processes, types
  of work then led by performance.
• Role culture-
• It deals with the management philosophies
  styles.(management philosophies guide work
  processes. Thus task culture is guided by role
  culture)

121

• People culture-
• The treatment given to people in an
  organization.(that signifies how management
  treats them how people intersect with each
  other. their group other activities.)

122
Organization culture

• Oc is a system of shared beliefs and attitudes
  that develop within an organization guides the
  behavior of its members.
• Refers to the social structure integration of
  traits, complex patterns that make up the
  cultural system.
• Social structures- the web of the organization
  relationships among individuals groups that
  defines their mutual rights liabilities
• Interaction of traits- a trait is a unit of
  behavior.(how u can deal with people, it is a
  small part of behavior aspect). Integration of
  traits make a set of units of behavior forming a
  complex

123

• Complex- a system of inter related traits being
  integrated, function together as a single unit.
• Culture pattern- a number of complexes come
  together to form a culture pattern. a pattern is
  not different from a culture in an organization.
• The culture traits , complexes, pattern differ
  from community to community thus from
  organization to organization. This indicated the
  complexities involved in a multi cultural business

124
Changing the culture

• There are 3 levels at which change in
  organization can take place
• Change in behavior- it means modification in
  behavior. It can also be at two levels -
  individual organizational level.
• Change in attitudes- behavior can be seen,
  behavior is covert but attitude is overt, it
  cannot be seen ,is invisible. Employees attitude
  are based upon their perception. Change in
  attitude certainly requires adjustment in the
  mind set .
• Change in values- basically values are permeated
  from top to bottom. If the boss changes his
  values, then only it will be more effective

125
Issues in culture

• cultural shock- a shock in cultural perspective
  . Environmental change s sometimes produce
  cultural shocks i.e. a feeling of confusion,
  insecurity, anxiety, caused by strangeness of the
  environment.
• Cultural transmission- elements of culture are
  transmitted amongst the members of the culture,
  from one generation to next and to the new
  members admitted in organization.

126
Technology technology transfer in organizations

• It can be defined as a combination of types of
  knowledge necessary to carry out the operations
  for transferring the factors of production into
  products or services.

127
Categories of technology

• Information technology
• Communication technology
• Process technology
• Industry product technology
• Human knowledge- new techniques of HRD
• Revolutionary evolutionary technique-
• Any change in obsolete system is revolutionary
• Starting from the beginning causing changes in
  organization

128

• Technology plays a very vital role in process of
  restructuring renewal of the organization.
• Technology is people driven
• Thus technology innovation advancement depend
  upon people.
• To get the best technology we have to get best
  people

129
Technological environment

• The type of technology used
• Level of technology advancements
• The speed with which new technology arises
• The speed with which new technologies are adopted
  diffused.
• The type of technology that are appropriate.

130

• Universalism-
• Which have universal acceptance across the world.
  
• Particular- contingent according to situation.
• Neutral - emotions are kept a check, do not
  express them
• Emotional- you can express what you feel.

131
Technology transfer

• Transfer of technologies between firms in
  different countries has become an important means
  of globalization.
• Earning transferring new technologies between
  different countries.
• 2 forms of Technology transfer-
• Internalized
• externalized

132
Causes of changing technology

• Survival
• Increased competition
• Managing obsolescence
• Revolution
• Geographical barriers bridge the gap of
  different countries leading to globalization.
• Cost containment (reducing incurred cost)
• Need for acceleration in business operations
• Need for faster information its deployement

133
Levels of technology

• Operational level-
• All those structures of the organization that
  deals with the operation of the business.
• Duplicative level-
• Two or more departments using same technology.
• Adoptive level-
• Acquiring any technology making certain
  changes.
• Innovative level-
• Evolutionary ,coming up with new ideas

134
Stages of technology transfer

• Negotiating stage- initial interaction among
  buyers
• Setting up stage-detailed design, modification
  adaptation
• Starting up stage- infrastructure development,
  redeployment of resources
• Sustaining growth- making the change last in the
  organization. uninterrupted use of technology
  successful adaptation continues up gradation

135
Issues that need consideration for transfer of
technology

• Cost factor
• Type nature of technical assistance
• Extent of technology assistance required
• Appropriateness of the technology
• Extent of obsolescence
• Affordable dependence
• Regulations legal aspects
• Cultural issues

136
Methods of technology transfer

• Depends upon the type , nature of extent of
  technology assistance required.
• Training employment of technology experts

137
Career development

• Concept of career- a succession of related jobs,
  arranged in ah hierarchy of prestige, through
  which persons move in an ordered ,predictable
  sequence
• Effective career development is necessary for an
  organization.
• It considers the activities undertaken by the
  individual the organization to meet the career
  aspiration job requirement

138
Career development stress

• The most important requirement of career
  development in the current scenario is that every
  employee must accept the responsibility for
  development
• Must take initiative in planning developing
  their career
• Management of challenging career(as per the need
  of the employee)
• Management of careers at international levels.
• Coping with the cultural diversity at
  international level

139
Career stages

• Exploration-pre employment stage
• Crises of this stage
• Where to start from
• Performance level
• Reality shock, cultural adaptability
• Job demands more what they can deliver
• Not too many opportunities to show talent
• Establishment-10 years from 25 onwards, tries to
  settle in some job

140

• Mid career-35-45 years of age(problematic
  stressful)
• Crises Tend to loose interest in job
• Increased expectation at the same decresed
  performance
• Late career-20 years from mid forties(stagnation
  or growth)
• Decline-forced to step out of limelight. Bad for
  the high achievers
• Retirement crises future planning ,uncertainty
• How to invest in retirement fund
• Manage after retirement
• Exit policy

141
Steps of career development

• Challenging initial jobs
• Dissemination of career options
• Job postings
• Assessment centers
• Continuing education training
• Career development workshops
• Periodic job changes
• Sabbaticals(leaves grated at intervals)
• Individual counseling
• Promotability forecast
• Succession planning

142
Actions on employees part

• Improving job performance
• Getting exposure to work
• Acquiring new knowledge self learning
• Loyalty to career
• Undergo career guidance

143
Effective CD role of HRD

• Identifying challenging initial jobs-
• Job shall be challenging attract talented
  employees
• Dissemination of career options-
• Delivering information about new career
  opportunities that you can plan for in the area
  of your interest.
• Assessment centers career counseling
  periodicallymanagement simulation-
• Making an environment so that you an identify
  your potential

144

• Effective problem solving-
• Improving mechanism for career switching
• To introduce related education facilities
• Information in career planning-
• Required changes in functions activities
• Manpower need required qualities
• Handling problems of mobility-
• Internal external mobility of personnel
• Problems of dual career

145
unit v

• Ethics
• Those principles which guide the dos don'ts of
  individuals code of conduct
• The disciplines dealing with what is good and
  lead what are the moral duties and obligation.
• Refers to the value system by which the person
  determines what is wrong and right, fair/unfair,
  just /unjust.
• Individuals conduct is measured against his or
  her own concise but also against some norms of
  acceptability that has been socially,
  professionally, personally determined.

146

• Ethical behavior is a major consideration that
  distinct the civilized uncivilized form of
  society.
• Ethics govern individual behavior to deal in the
  most ideal situation which is accepted by the
  society general concerns in all respects.
• Definition the discipline dealing with what is
  good bad what are the moral duties
  obligations.

147
Types of ethics

• Professional ethics-
• respect for intellectual property, copy
  right, governed by management, philosophy,
  leadership style, decision making style.
• Personal ethics-
• are governed by family, society, environment,
  religion.

148
Features of Ethics

• Contains principles of personal professional
  conduct
• Ethics do not rest upon the feelings of approval
  or disapproval but an careful examination of
  reality .
• Ethics set out to criticize test in terma of
  ultimate norms.

149
Factors governing business Ethics

• Value forming institutions .e.g.. School,
  religion, family.
• Organizational goals directly related with
  values expected behavior of its employees.
• Work career work refers to the jobs, as each
  work has its own values , persons performing that
  work must follow them.
• Peer groups colleagues behavior standards
  /norms influence peers/ group ethics.
• Supervisors pressure from supervisor might lead
  to do things which they feel are unethical.
• Professional codes co-policies, philosophies,
  professional bodies

150
Philosophical approaches to ethical conduct

• Deontological approach this approach is based
  upon the premises that duty is independent of
  consequences.
• Teleological approach/utilitarian approach is
  based on the premises that consequences are more
  important .judgment about consequences determine
  the ultimate utility of an action.
• Emotive theory suggest that morals ethics are
  just personal view points reflects that moral
  judgments are meaning less, depends on
  individual.
• end-aimonistic happiness of the society
  measures the degree of happiness.

151
Ethics in management/ management ethics/
professional ethics

• Need-
• Ethics in organization really begin with
  individuals , it is directly related with his or
  her value system. Code of ethics