ALKESH DINESH MODY INSTITUTE FOR FINANCIAL AND S DEPARTMENT OF MUMBAI UNIVERSITY

MANAGEMENT STUDIE

ORGANISATIONAL BEHAVIOR SUBMITTED BY GANESH KAMBLE ROLL NUMBER: 20 FYMMS SUBMITTED TO Dr. ESHITA MANDAL

INDEX SR. NO. TOPIC PAGE NO 1 ASSIGNMENT- 1 3 2 ASSIGNMENT- 2 8 3 ASSIGNMENT- 3 16

ASSIGNMENT 1 VALUES

ASSIGNMENT 1 WHICH VALUES ARE IMPORTANT TO YOU? PROFESSIONAL/CAREER FINANCIAL FAMILY SOCIAL COMMUNITY SERVICE SPIRITUAL/RELIGIOUS PHYSICAL/FITNESS INTELLECTUAL DEVELOPMENT CAN YOUR MOST IMPORTANT (INTENSE) VALUE BE SUPPORTED BY YOUR ORGANISATION? IS TH ERE A GOOD FIT BETWEEEN YOUR VALUES AND COMPANY/ORGANISATION? Values can be defined as broad preferences concerning appropriate courses of act ion or outcomes. As such, values reflect a persons sense of right and wrong or wh at ought to be. Equal rights for all, "Excellence deserves admiration", and People sh ould be treated with respect and dignity are representative of values. Values ten d to influence attitudes and behavior. INTELLECTUAL DEVLOPMENT The development of the intellect usually means the skill to improve one s abilit y to think and reason, which differs from reacting to things instinctively or em otionally. Intellectual theory is concerned with the development of a person s t hought processes. It also looks at how these thought processes influence the way we understand and interact with the world. Cognitive development is defined as thinking, problem solving, concept understanding, information processing and ove rall intelligence. Intellectuals to be the moral conscience of their age, their task being to observe the political and social situation of the moment, and to s peak outfreelyin accordance with their consciences how humans perceive and adapt to new information. It is the process of taking ones environment and new informat ion and fitting it into pre-existing cognitive schemas. Assimilation occurs when humans are faced with new or unfamiliar information and refer to previously lea rned information in order to make sense of it. Accommodation, unlike assimilatio n is the process of taking one s environment and new information, and altering o ne s pre-existing schemas in order to fit in the new information. According to me, this value plays a very important role in my personal as well a s my professional life. If used effectively and ably, intellectual development c an help me to lead my organisation towards growth. The problem solving approach is sometimes not perfect in regards to the solution provided, but this value wou ld play this role very well in an organisation thus boosting my motivation level to learn more resulting in self development and organizations development proces s. Living a curious life leads to myriad possibilities for adventure and kn owledge, and this is what the National Geographic Channel (NGC) is all about. Th e quote Live Curious itself defines my most important value that is intellectual development, it is about being curious to gain knowledge, to think, to search, to experience, to learn, to grow ,to wish, to find, to doubt, to question and to understand. If we are curious to do things for organisation ultimately we are d eveloping with the organization. I would like to see myself working for National Geographic Channel where this va

lue is regarded as base of the company. Satisfaction is what we are looking at e very opportunity that we get in life. Nat Geo will provide me that space in orde r to develop and give my best at the work. Intellectual development when it come s to my personal life, is to enhance my knowledge for the things which can be my hobbies as well, to name one of them is photography. Photography is what nat ge o can support apart from the work. This will give a sense of satisfaction which is derived from working with organization which nurtures your intellectual devel opment in terms of professional life as well as personal life is concerned. PHYSICAL FITNESS The physical fitness definition is very much oriented towards functional ability . We see it as the ability to meet physical challenges, whether related to work, sport, recreation, combat, or other life activities. A mans physical fitness mus t be seen in the context of the specific physical challenges he is likely to fac e. Physical Fitness is considered a measure of the bodys ability to function efficie ntly and effectively in work and leisure activities, to be in good physical shap e, to resist hypo kinetic diseases and to meet emergency situations. The compone nts of skill-related fitness enable one to move and perform more efficiently, wh ether it is in work-related activities, daily movement functions, or in sports p erformance. Our body is very important factor of our lives, if we overstress our body after some time it will not respond properly. It is like a car in which you live in, i t needs proper maintenance and fuelling. If one will just drive it without takin g care of it, one day it will break down. Thus an organization should believe in employees physical fitness. Organization should provide necessary facility like gym, indoor games like badminton etc. insurance coverage, medical reimbursement etc. which will in turn give a feeling to the employee that the organization do care for their employees and for their will being.

ASSIGNMENT 2

ORGANIZATION CULTURE

ASSIGNMENT 2 HOW TECHNOLOGY ADOPTION/USE IS INFLUENCED BY PERCEPTIONS OF ORGANISATIONAL CULTU RE? A single definition of organizational culture has proven to be very elusive. No one, definition of organizational culture has emerged in the literature. One of the issues involving culture is that it is defined both in terms of its causes a nd effect. For example, these are the two ways in which culture is often defined . 1. Outcomes- Defining culture as a manifest pattern of behaviour- Many people us e the term culture to describe patterns of cross individual behavioural consist ency for example, when people say that culture is The way we do things around he re, they are defining consistent way is in which people perform tasks, solve prob lems, resolve conflicts, treat customers, and treat employees. 2. Process- Defining culture as a set of mechanisms creating cross individual be havioural consistency- In this case culture is defined as the informal values, n orms, and beliefs that control how individuals and groups in an organization int eract with each other and with people outside the organization. Both of these approaches are relevant to understanding culture. It is important to know on what types of behaviour culture has greatest impact (outcomes) and ho w culture works to control the behaviour of organizational members. Organization al culture can support linkages between technology adoption and organizational g rowth and can thus be a critical success factor in the development and implement ation of information systems. Consequently, there is a need for understanding ho w a particular organization culture facilitates or limits implementation process of an information system. One common thread that greatly affects many of the organizational aspects that e nhance performance and increase productivity is the widely shared and strongly h eld values that underlie and define an organizations culture. An organization is surrounded by a whole range of economic, social, political an d technological factors that influence decision making and performance. Other f actors in the external environment constitute the organizations customers, distri butors, suppliers and the competition. These forces constitute the external macr o-environment as well as microenvironment forces. They need to be scanned to de termine opportunities and threats for the business. The internal environment of the organization could be made up of tangible factors such as the physical plant and equipment and the intangible such as the skills of the employees within the organization. To be able to survive in the highly competitive business world, a business must identify its strengths and weaknesses, hone in on its core compe tencies and leverage them for competitive advantage. Implementation of new technology forces change. We adopt new technologies to enh ance our core work functions, affecting related policies, administrative functio ns, and inevitably every component of the organization. For educational institut ions, this outcome is due in part to pressures to integrate technology for teach ing and learning, and to provide related services and training for faculty, staf f, and students. With this all-consuming project comes the need to protect priva cy and intellectual property, ensure data integrity, and maintain civility on th e Internet and in the organization. The transforming power of technology goes be yond the "what we do" to the "who we are" as individuals and as an organization. The more fluid the culture of the organization, the greater the potential for co

re work functions and policies to generate a positive organizational synergy. Hi erarchical structure does not necessarily preclude a lack of fluidity. The defin itions of leadership under which an organization functions determines fluidity a nd ultimately the ease with which technology can be utilized to further the miss ion of institution. Implementation of new technology is perpetual, affecting decision-making on mult iple levels. Organizational culture and the type of leadership exercised has sig nificant impact on how we respond to change and technology implementation strate gies. The answer to "What are we as leaders going to attend to?" has a significa nt effect on organizational culture. When we focus only on the technology without attending to cultural and personal elements, we fail in both arenas. Constant flux has become the nature of technol ogy and our organizations. Where the decision-making processes are attentive to the people-side and cross-functional nature of all endeavours, our viability is enhanced. It also facilitates compliance when initiating new technology and the related policies. Culture is often partially blamed when organizations experience failure. For ex ample, the Columbia and Challenger disasters experienced by NASA were in part at tributed to a culture that valued conformity to rules resulting in the overlooki ng of potential risks (Vaughn 1996). Similarly, medical errors are responsible for 11 percent of all deaths in Australia (Mercola 2001) and more patient deaths than automobile accidents or HIV in the United States (Kohn et al. 2000), and y et the culture of medical professionals encourages them to refrain from exposing mistakes (Kohn et al. 2000). As a result, little learning occurs from mistakes and the same mistakes are repeated across institutions. Information technology is often implicated in failings of culture. In the case of NASA, reports have suggested that an over-reliance on simplified PowerPoint presentations of comple x engineering might have contributed to the inability to pinpoint hidden risks ( Tufte 2003). In the case of the healthcare profession, IT could possibly help r educe medical errors, and yet the very introduction of IT is often met with cult ural resistance (Coombs et al. 1992). National culture has also been implicated in organizational failures. Avianca Airlines has twice experienced crashes that were subsequently blamed in part on the national culture of the crew, a nationa l culture in which subordinates were uncomfortable expressing disagreement with superiors or conveying bad news (Helmreich 1994). In one case, a crash occurred in Madrid amid warnings from the Ground Proximity Warning System but the captai n continued to maintain belief in his own situational perception and the copilot quietly asked questions hinting at his own disagreement with the captain while acquiescing to the captains interpretation (Helmreich 1994). In another crash, an Avianca flight from Columbia to New York crashed upon landing after circling se veral times in bad weather and eventually running out of fuel. Examination of t he flight recorder data showed that the first and second officers, who came from national cultures where subordinates tend to withhold bad information from supe riors in order to maintain harmony, failed to provide the captain or Air Traffic Control with continued information on the worsening fuel situation (Helmreich 1 994). These examples help illustrate that culture at the national, organizational, or subunit level exerts a subtle and yet powerful influence on people and organizat ions and that information flows and information technologies are often closely i ntertwined with culture. Culture theory has been used to explain an extensive r ange of social behaviours and outcomes in organizational settings. The knowledge initiative is not a culture change project. Its just that our cultur e is in the way of what we want to do, so weve got to change it. Any knowledge management strategy designed to improve business performance must address three components: (1) the work processes or activities that create and l everage organizational knowledge; (2) a technology infrastructure to support kno wledge capture, transfer, and use; and (3) behavioural norms and practices often labelled organizational culture that are essential to effective knowledge use. Ev en though the economic incentives are becoming clearer and technological capabil ities now exist to support knowledge based organizations, pioneers in knowledge

management are finding the behaviours supported by their existing organizational cultures to be a major barrier to this transformation. Our premise is that orga nizational knowledge and culture are intimately linked, and that improvements in how a firm creates, transfers, and applies knowledge are rarely possible withou t simultaneously altering the culture to support new behaviours. Lets take a look at Technology Adoption Curve for more details. The technology adoption lifecycle is a sociological model developed by Joe M. Bo hlen, George M. Beal and Everett M. Rogers at Iowa State University, building on earlier research conducted there by Neal C. Gross and Bryce Ryan. Their origina l purpose was to track the purchase patterns of hybrid seed corn by farmers. Beal, Rogers and Bohlen together developed a technology diffusion model and late r Everett Rogers generalized the use of it in his widely acclaimed book, Diffusi on of Innovations (now in its fifth edition), describing how new ideas and techn ologies spread in different cultures. Innovators are brave people that are willing to try new products/services. Typic ally, the excitement and personal satisfaction of being one of the few to be act ually using the product/service is the main reason for take-up. Very importantly , innovators accept that new products/services often contain bugs/problems/hickups, but they view these issues as an acceptable process. When technology-based companies release early versions of software (for example) , innovators are the target market and the catalyst for penetration. Importantly , innovators have a strong influence over the group Early Adopters. But where are the innovators? Because these people are cosmopolites, youll find t hem in non-geographic places theyre running and commenting on blogs, building in Second Life, commenting in forums and being referenced (on and offline) in speci alist publications. Representing 13.5% of the GP, Early Adopters are closely tied to Innovators. The se individuals are strong opinion formers within their social networks and have a more localised existence compared to innovators, who are more cosmopolitan. Ea rly adopters typically give advice and recommendations to their friends and coll eagues and when they have found something they think is of value they often beco me brand advocates. Whereas innovators are prepared to put up with bugs and flaw s in new technology (as an acceptable part of the take-up process), they often d o not discuss these issues with others. However, early adopters will explain the se issues when recommending products/services to others and importantly, will re assure people about them. And where are the early adopters? Theyre speaking at specialist conventions, netw orking locally and are usually well-known in their geographical footprint. The technology adoption curve, part two: The early majority. Representing 34% of the population, the Early Majority are the third in line to adopt new technolog ies and importantly the joint highest in terms of overall numbers. Whereas Innovators and Early Adopters will often quite willingly try, test and a dopt new products and services, the Early Majority are slightly more elusive and harder to trigger. Just like Innovators tip and influence Early Adopters, the E arly Majority rely on (typically first-hand) recommendations from Early Adopters . Its important here to refer to the adoption curve (shown above). Early Adopters d o a lot of the pushing (up the curve) in terms of raising awareness and helping a product gain commercial standing. By the time the Early Majority get involved, most of the hard work has been done. The role of the Early Majority is to incre ase the critical mass of take-up. Importantly, these people are risk-averse they want others to take the pain and trials of new technology and will only adopt i t once they know their experience will be hassle-free and/or they have easy acce ss to Early Adopters from a technical support or advice perspective. From a social networking perspective, the Early Majority are Cosmopolites (like Early Adopters) but there is a distinct difference. Using an analogy, where as t he Early Adopter would be the person giving the presentation about a service/pro duct, the Early Majority would be in the audience. They would be reporting on th e innovation, not experimenting.

But, nevertheless, these people are very important due to their representative s ize 34% of the population and a crucial element in the path of technology adopti on. Conclusion Values play a common role in determining patterns of IT development, adoption, u se, and outcomes. Cultural values thus serve as a common basis for the study of cultures impacts regardless of the level of analysis. Furthermore, IT culture re search should consider the possibility of applying both organizational and natio nal level values at different levels of analysis. The notion of cultural fit has emerged as an important concept in determining ho w individuals reconcile their own values with values pertaining to IT, it too ha s received scant theoretical attention. Through the reconciliation of these conf licts, IT subtly exerts pressures on the values inherent in the conflict resulti ng in a reorientation of values. It is via this reorientation of values that IT , over time, influences culture.

ASSIGNMENT 3 ORGANIZATION DEVELOPMENT

ASSIGNMENT 3 IN WHICH OF THE FOLLOWING SITUATION WOULD ORGANIZATIONAL DEVELOPMENT TEND TO BE MOST EFFECTIVE AND WHY? TEACHERS OF UNIVERSITY MARKETING EXECUTIVES OF HEAVY PLATES AND VESSELS INDUSTRY OFFICERS OF A COMMERCIAL BANK Organizational Development Organizational development (OD) is an application of behavioural science to orga nizational change. It encompasses a wide array of theories, processes, and activ ities, all of which are oriented toward the goal of improving individual organiz ations. Generally speaking, however, OD differs from traditional organizational change techniques in that it typically embraces a more holistic approach that is aimed at transforming thought and behaviour throughout an entity. Definitions o f OD abound, but they are all predicated on the notion of improving organization al performance through proactive activities and techniques. It is also worth not ing that organizational development, though concerned with improving workforce p erformance should not be mistaken for human resource development. Organizational Development Basics Although the field of OD is broad, it can be differentiated from oth er systems of organizational change by its emphasis on process rather than probl ems. Indeed, traditional group change systems have focused on identifying proble ms in an organization and then trying to alter the behaviour that creates the pr oblem. OD initiatives focus on identifying the behavioural interactions and patterns that cause and sustain problems. Then, rather than simply changing iso lated behaviours, OD efforts are aimed at creating a behaviourally healthy organ

ization that will naturally anticipate and prevent (or quickly solve) problems. OD programs usually share several basic characteristics. For instanc e, they are considered long-term efforts of at least one to three years in most cases. In addition, OD stresses collaborative management, whereby managers and e mployees at different levels of the hierarchy cooperate to solve problems. OD al so recognizes that every organization is unique and that the same solutions cann ot necessarily be applied at different companiesthis assumption is reflected in a n OD focus on research and feedback. Another common trait of OD programs is an e mphasis on the value of teamwork and small groups. In fact, most OD systems use small teamsor even individualsas a vehicle to implement broad organizational chang es. The catalystwhether a group or individualthat facilitates the OD proce ss is known as the "change agent." Change agents are often outside consultants w ith experience managing OD programs, although companies sometimes utilize inside managers. The advantage of bringing in outside OD consultants is that they ofte n provide a different perspective and have a less biased view of the organizatio n s problems and needs. The primary drawback associated with outside change agen ts is that they may lack an in-depth understanding of key issues particular to t he company. In addition, outside change agents may have trouble securing the tru st and cooperation of key players in the organization. For these reasons, some c ompanies employ an external-internal team approach, which seeks to combine the a dvantages of internal and external change agents while minimizing the drawbacks associated with the two approaches. "Are change agents necessary for organizatio nal development to take place?" "Once we recognize that organizational developme nt involves substantial changes in how individuals think, believe, and act, we c an appreciate the necessity of someone to play the role of change agent. But who should play the role? Existing managers? New managers? Or individuals hired spe cifically for that purpose? Depending upon the situation, any of these can be ca lled upon to orchestrate the organizational development process. The point is th at the role of the change agent is necessary for organizational development to o ccur." Managing Change Through Organizational Development Organization development initiatives do not automatically succeed. The benefits of effective OD programs are myriad, as many executives, managers, and business owners will attest. But OD interventions that are pursued in a sloppy, half-hear ted, or otherwise faulty manner are far less likely to bring about meaningful ch ange than those that have the full support of the people involved. Several condi tions that had to be present if an OD intervention could have any meaningful cha nce of bringing about the desired change: Ownership and all involved personnel needed to be genuinely and visibly committe d to the effort. People involved in OD have to be informed in advance of the nature of the interv ention and the nature of their involvement in it. The OD effort has to be connected to other parts of the organization; this is es pecially true of such areas as the evaluation and reward systems. The effort has to be directed by appropriate managers and guided by change agent s (which, if used, must be competent). The intervention should be based on accurate diagnosis of organizational conditi ons. Owners and managers should show their commitment to OD at all stages of the effo rt, including the diagnosis, implementation, and evaluation. Evaluation is a key to success, and should consist of more than asking people ho w they felt about the effort. Owners and managers need to show employees how the OD effort relates to the orga nization s goals and overriding mission.

According to me, Organizational Development will be most effective in officer of commercial bank. It can be better explained from the below given example of org anizational development in ICICI Bank. By 1994, the impact of the economic reforms initiated by the Narasim ha Rao government were beginning to show, albeit rather slowly. The same year, ICICI Limited had set up its subsidiary -- ICICI Bank. Two years later, in 1996, Vaghu l s protege K.V. Kamath rejoined ICICI as its new Managing Director and CEO. Kamath immediately initiated strategic initiatives and structural c hanges across the ICICI Group that helped redraw its boundaries and take it to t he next level. MD &CEO, ICICI Bank, K.V. Kamath says, "An organisation, which is 40 years old, you need to move some people into some positions, in which you th ink they would be better off and that s what was on top of my mind." He introduced flexibility in the bank s functions and shaped them to respond to new market reactions. The next year, ICICI Bank followed suit and its ADRs made a debut at $14 on the NYSE, at a premium of over 27% over its issue price of $11 . Most significantly, it acquired Bank of Madhura at a time when its own revenue s stood at Rs 2,500 crore (Rs 25 billion) and that of the bank at Rs 100 crore ( Rs 1billion), it was time for the next courageous move. The entire banking and financial operations of the group was bought under one roof. It was a reverse merger and quite rare in corporate India, where a parent company merged with its subsidiary and adopted the later s identity. K.V. Kamath explains, "The bank was the entity into which ICICI Ltd went backwar ds into. You did not then have to address the issues of regulatory clearance to do a whole lot of things because the bank already had those approvals and that f acilitated the whole process and that was the critical reason. The other reason to use this route was to clean up ICICI Ltd at the time of the merger and the on ly way we could do it was, if ICICI Bank was the entity into which ICICI Ltd mer ged." Conclusion: ICICI Bank under the leadership of Mr. K.V. Kamath brought some dynamic changes in their organization from man management to bringing new innovation to their or ganization, which helps ICICI Bank to serve its customer in a better way and thu s helps in expanding its business. Organizational development has taken place in ICICI Bank in a rapid pace which gave the bank an extra edge over any other pri vate bank and soon it becomes the Indias largest private bank Organizational development is essential for every organization. Organizational c hange is a ongoing process and must be embedded in the organization and its inte ractive sub-system. The challenge today is to create a friendly organizational r esponsive to discontinuous and unpredictable change in the environment. Organiza tion Development is a planned change strategy that aims at improving the interna l capability of an organization to continuously seek to align the individual org anization and environment. Organization research has strong roots in action rese arch in which organization members identify, diagnose, choose appropriate interv ention and evaluate the outcomes and consequence. The target of change is the to tal system or identifiable sub-system. Involvement and support of top management is considered critical to effective implementation of the organizational interv entions. Organizational development has a strong value orientation with belief i n humanism, democratization, employee participation and multi dimension approach to individual and organizational effectiveness. Organizational development will be effective to an extent in the other two organ isations too which are heavy plates and vessel industry and teaching staff of un iversity. As Organizational development is essential for every organization. Org anizational change is an ongoing process and must be embedded in the organizatio n and its interactive sub-system. Organization Development is a planned change s trategy that aims at improving the internal capability of an organization to con tinuously seek to align the individual organization and environment. Organizatio n research has strong roots in action research in which organization members ide

ntify, diagnose, choose appropriate intervention and evaluate the outcomes and c onsequence. The target of change is the total system or identifiable sub-system. Involvement and support of top management is considered critical to effective i mplementation of the organizational interventions. Organizational development ha s a strong value orientation with belief in humanism, democratization, employee participation and multi dimension approach to individual and organizational effe ctiveness but in both the cases teachers of a university as well as marketing ex ecutives any organization are not at top most hierarchy level of that particular organisation where as organisational development takes place at the top managem ent level. Also OD is a long range effort to improve organization s problem solv ing and renewal processes, particularly through more effective and collaborative management of organizational culture, often with the assistance of a change age nt or catalyst and the use of the theory and technology of applied behavioural s cience.