ORGANIZATIONAL DYNAMICS
Dr. K V N LAKSHMI

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.

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.

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.

levels of analysis2 in OB.

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

JOURNALING
•Journaling refers to the
process of writing out
thoughts and emotions on a
regular basis.

https://youtu.be/RdDg3udzK2E

GUESS
This Photo by Unknown Author is licensed under CC BY-NC

Spiritual leadership

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

MANAGERIAL FUNCTIONS

MANAGEMENT ROLE
Inerpersonal figurehead
leader
Liaison
Informational Monitor
Disseminator
Spokes person
Decisional Entrepreneur
Disturbance handler
Resource allocator
negotiator

MANAGEMENT SKILLS
TECHNICAL SKILLS
HUMAN SKILLS
CONCEPTUAL SKILLS

TYPES OF MANAGERS

Emerging Challenges in 21st Century

MANAGING INCLUSIVITY

MANAGING INCLUSIVITY
• Is a philosophy about how differences among
individuals are accepted and respected and how they
are made to work in cohesion.

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

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

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.

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.

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:

Barriers to accepting diversity
• Prejudice
• Ethnocentrism
• Stereotypes
• Discrimination
• Harassment
• Sexual harassment
• Backlash
• Lack of cohesion
• Inaccurate information

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.

Diversity
Dimensions
Diversity in
religion
Culture
diversity
Disability
diversity
Demographic
diversity
Dress
diversity

FEMINISING WORKFORCE

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

Ethical Behavior in the Workplace:

CHANGING DEMOGRAPHICS OF WORK FORCE
Compensation package

Career Management

CAREER PROGRESS STAGES
Entry
Progress
Mid-career
Later career
End of career in organization

MEANING
CAREER PLANNING – Sets career Goals
Career Development-organizational perspective
Career Management- development of skills

ROLES IS CAREER MANAGEMENT
Organization
Manager
OB Specialist
Employee

CAREER DEVELOPMENT INITIATIVES
Careerplanning work shops
Career counselling
Mentoring
Sabbaticals
Secondments
Personal development plans
Career work books

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

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."

TYPES OF GLOBALISATION
1. Financial
2. Economic
3. Technological
4. Political
5. Cultural
6. Ecological
7. sociological

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

MAIN DRIVERS OF GLOBALISATION
• Containerisation
• Technological change
• Economies of scale
• Opening up of global financial markets
• Differences in tax systems
• Differences in tax systems

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)

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

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

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

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.

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.

Organizational justice

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

How to improve organizational justice?
Effective organizational communication
Employee participation
Employee mood and emotions
Organizational justice is an individual and team level
phenomenon

Benefits of organizational justice
• trust,
• job performance and satisfaction,
• organizational commitment, and
• organizational citizenship behaviors

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.

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.

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.