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  2. ABOUT ORGANIZATIONAL DYNAMICS Organizational dynamics is defined as the process of continuously strengthening resources and enhancing employee performances. OR how an organization manages and promotes organizational learning, better business practices and strategic management.
  3. WHAT STUDENTS WILL LEARN Apply Their Personal Leadership Style To Promote Change, Drive Innovation And Increase Team Work Management Process May Be Defined As Process Through Which Management Functions Are Carried Out, It Is Basically A Social Process As Managers Get Things Done By Managing People Who Perform A Dynamic Process Is One That Constantly Changes And Progresses.
  4. ORGANIZATIONAL BEHAVIOUR • organizational behaviour (OB) is defined as the systematic study and application of knowledge about how individuals and groups act within the organizations where they work.
  5. levels of analysis2 in OB.
  6. The Following Were The Top Five Personal Qualities/Skills: • 1. Communication skills (verbal and written) • 2. Honesty/integrity • 3. Interpersonal skills (relates well to others) • 4. Motivation/initiative • 5. Strong work ethic
  7. JOURNALING •Journaling refers to the process of writing out thoughts and emotions on a regular basis.
  9. GUESS This Photo by Unknown Author is licensed under CC BY-NC
  10. Spiritual leadership
  11. SUCCESSFUL MANAGERS Arif Khan, Director, Engineering, Rakuten India Enterprise Pvt Ltd Arun M Vijayan, Team Lead, Beroe Consulting India Pvt Ltd Aikta Tyagi, VP - Special Events and Facilities, Amway India Enterprises Pvt Ltd
  13. MANAGEMENT ROLE Inerpersonal figurehead leader Liaison Informational Monitor Disseminator Spokes person Decisional Entrepreneur Disturbance handler Resource allocator negotiator
  16. Emerging Challenges in 21st Century
  18. MANAGING INCLUSIVITY • Is a philosophy about how differences among individuals are accepted and respected and how they are made to work in cohesion.
  19. Why diversity is a major challenge for managers? • Increase on young work force • Increasingly feminized • Ethnic minorities in workforce is increased • Workforce mobility is on rise • International careers and expatriates are becoming common
  20. How to manage inclusivity effectively? • Top management commitment • Focus to bring best talent • Managers responsible for diversity goals • Increase women supervisors • Develop career plans for employees • Diversify the company’s board • Provide extended leaves, flexi time etc • Organise diversity training programmes • Mentoring senior managers
  21. ORGANIZATIONAL DIVERSITY • Organizational diversity in the workplace refers to the total makeup of the employee workforce and the amount of diversity included. Diversity refers to differences in various defining personal traits such as age, gender, race, marital status, ethnic origin, religion, education and many other secondary qualities.
  22. Organizational Challenges for the 21st Century:  Ensure that the work of organization serves a higher purpose.  Fully embed the ideas of community and citizenship in organization systems.  Reconstruct organizations philosophical foundations.  Eliminate formal hierarchy.  Reduce fear and increase trust.  Reinvent the means of control.  Redefine the work of leadership  Expand and exploit diversity.  Reinvent strategy making as an emergent process.  De-structure and disaggregate the organization.
  23. Organization and corporations are facing the following key challenges while trying to stay competitive and creating growth and sustainability; 1. Global politics, rules, and regulations 2. Adapting Technology and Innovation 3. Cyber Security and the rising threats to privacy and data protection: 4. Talent attraction, talent development, and Talent Retention 5. Customer Satisfaction, Customer services, and marketplace competition: 6. Changing Nature of the jobs and Employees work-life balance 7. Financial Complexity due to globalization and diverse customers & employees 8. Supply Chain Complexity 9. Developing the right system for organization and corporation 10. Embracing Change and maintaining the reputation:
  24. Barriers to accepting diversity • Prejudice • Ethnocentrism • Stereotypes • Discrimination • Harassment • Sexual harassment • Backlash • Lack of cohesion • Inaccurate information
  25. Benefits from Managing Diversity: • Xerox plants using diverse work teams are now 30 per cent more productive than conventional plants • Motorola beat its competition by producing the world’s most efficient and high-quality cellular phones which are produced almost exclusively by diverse work teams.
  26. Diversity Dimensions Diversity in religion Culture diversity Disability diversity Demographic diversity Dress diversity
  28. DISRUPTIVE TECHNOLOGY AND TECHNOLOGY TRANSFORMATION • Disruptive technology is an innovation that significantly alters the way that consumers, industries, or businesses operate. A disruptive technology sweeps away the systems or habits it replaces because it has attributes that are recognizably superior. ADVANTAGES AND DIS ADVANTAGES • Innovative benefits • Startup opportunities • Room for business growth Disadvantages • Unrefined inventions • Early performance problems • Unproven applications
  29. Ethical Behavior in the Workplace:
  31. Career Management
  32. CAREER PROGRESS STAGES Entry Progress Mid-career Later career End of career in organization
  33. MEANING CAREER PLANNING – Sets career Goals Career Development-organizational perspective Career Management- development of skills
  34. ROLES IS CAREER MANAGEMENT Organization Manager OB Specialist Employee
  35. CAREER DEVELOPMENT INITIATIVES Careerplanning work shops Career counselling Mentoring Sabbaticals Secondments Personal development plans Career work books
  36. TALENT MANAGEMENT - INITIATIVES • TM strategy • TM Audit • Learning Developments • Role Design • Talent Relationship Management • Attraction and Retention policies • Performance management • Resourcing Strategy • Career Management • Succession Planning • Coaching • Self-Driven • Others
  37. GLOBALIZATION The OECD defines globalization as "The geographic dispersion of industrial and service activities, for example research and development, sourcing of inputs, production and distribution, and the cross-border networking of companies, for example through joint ventures and the sharing of assets."
  38. TYPES OF GLOBALISATION 1. Financial 2. Economic 3. Technological 4. Political 5. Cultural 6. Ecological 7. sociological
  39. Talent Management Strategy 1. Detailed job descriptions 2. Person-organization fit 3. Collaborate-coach-evolve 4. Reward and recognize right 5. Opportunities for continuous improvement
  40. MAIN DRIVERS OF GLOBALISATION • Containerisation • Technological change • Economies of scale • Opening up of global financial markets • Differences in tax systems • Differences in tax systems
  41. Characteristics of globalisation • Greater trade in goods and services both between nations and within regions • transfers of capital • global brands • Spatial division of labour • labour migration • shift in the balance of economic and financial power • the centre of gravity in the world economy • making the world economy more inter-dependent • Many of the industrializing countries are winning a rising share of world trade and their economies are growing faster than in richer developed nations especially after the global financial crisis (GFC)
  42. BENEFITS OF GLOBALIZATION • Shift from Import-Substitution to Export-Led Growth Strategy • Foreign Capital Inflows • Globalisation and Transfer of Technology • Increased Market Access • Faster Economic Growth and Poverty Reduction: • Employment Argument
  43. Q.1- ______________means integrating the Indian economy with the world economy. a. Liberalisation b. Privatisation c. Globalization d. None of the above Q.2-Globalisation is the outcome of__________ and ________. a. Liberalisation b. Privatisation c. Globalization d. Both (a) and (b) Q.3- Globalisation aims to create ____________ world. a. Limited b. Restricted c. Borderless d. None of the above
  44. CORPORATE SOCIAL RESPONSIBILITY Benefits of corporate social investment for businesses • The potential benefits of CSR to companies include:  better brand recognition  positive business reputation  increased sales and customer loyalty  operational costs savings  better financial performance  greater ability to attract talent and retain staff  organisational growth  easier access to capital
  45. CORPORATE SOCIAL RESPONSIBILITY CONTD. Benefits of CSR to Employees in Organisation  Consider the human toll when making business decisions.  Get involved in community endeavors and/or public policy  Develop great leaders, at all levels, who excel at managing people as well as results  Sustain a work environment founded on dignity and respect for all employees  A company with a strong corporate social responsibility has more engaged employees.  A good CSR program can be used by a company to recruit and retain employees.
  46. Organizational justice • Organizational justice generally refers to perceptions of fairness in treatment of individuals internal to the organization while corporate social responsibility focuses on the fairness of treatment of entities external to the organization. Organizational justice consists of three main forms – distributive, procedural, and interactional.
  47. Organizational justice
  48. Interactional justice • Interpersonal justice Interpersonal justice focuses on the way in which organizations treat employees, with an emphasis on respect and courtesy. • Informational justice Informational justice focuses on whether employers provide adequate explanations to employees with an emphasis on timeliness, specificity, and truthfulness
  49. How to improve organizational justice? Effective organizational communication Employee participation Employee mood and emotions Organizational justice is an individual and team level phenomenon
  50. Benefits of organizational justice • trust, • job performance and satisfaction, • organizational commitment, and • organizational citizenship behaviors
  51. Summary  Organizational behaviour (often abbreviated as OB) is a field of study that investigates how individuals, groups, and structure affect and are affected by behaviour within organizations. Behaviour refers to what people do in the organization, how they per- form, and what their attitudes are.  “OB is a field of study that investigates the impact that individuals, groups and structure have on behaviour within organisations for the purpose of applying such knowledge towards improving an organisation’s effectiveness.”  A manager is someone whose primary responsibility is to carry out the management process. In particular. a manager is someone who plans and makes decisions, organizes, leads, and controls human, financial, physical, and information resources.
  52. Summary  Organizational diversity in the workplace refers to the total makeup of the employee workforce and the amount of diversity included. Diversity refers to differences in various defining personal traits such as age, gender, race, marital status, ethnic origin, religion, education and many other secondary qualities.  Career management refers to the activities companies carry out to sustain their employees' career development, helping them obtain promotions and pay raises, and assisting their transition into leadership positions.  Talent management is a constant process that involves attracting and retaining high-quality employees, developing their skills, and continuously motivating them to improve their performance.
  53. Summary  Technological transformation is the complete overhaul of an organization's technology systems encompassing network architecture, hardware, software and how data is stored and accessed and affecting all of people, process and technology.  Organizational justice generally refers to perceptions of fairness in treatment of individuals internal to that organization while corporate social responsibility focuses on the fairness of treatment of entities external to the organization.