ALKESH DINESH MODY INSTITUTE FOR FINANCIAL AND MANAGEMENT STUDIES DEPARTMENT OF MUMBAI UNIVERSITY

ORGANISATIONAL BEHAVIOR

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

INDEX
SR. NO. 1 2 3 TOPIC
ASSIGNMENT- 1 ASSIGNMENT- 2 ASSIGNMENT- 3

PAGE NO 3 8 16

Organizational Behavior

ASSIGNMENT 1 VALUES

ASSIGNMENT 1 WHICH VALUES ARE IMPORTANT TO YOU? PROFESSIONAL/CAREER FINANCIAL

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 FAMILY SOCIAL COMMUNITY SERVICE SPIRITUAL/RELIGIOUS PHYSICAL/FITNESS INTELLECTUAL DEVELOPMENT CAN YOUR MOST IMPORTANT (INTENSE) VALUE BE SUPPORTED BY YOUR ORGANISATION? IS THERE A GOOD FIT BETWEEEN YOUR VALUES AND COMPANY/ORGANISATION?

Values can be defined as broad preferences concerning appropriate courses of action or outcomes. As such, values reflect a persons sense of right and wrong or what ought to be. Equal rights for all, "Excellence deserves admiration", and People should be treated with respect and dignity are representative of values. Values tend to influence attitudes and behavior.

INTELLECTUAL DEVLOPMENT The development of the intellect usually means the skill to improve one's ability to think and reason, which differs from reacting to things instinctively or emotionally. Intellectual theory is concerned with the development of a person's thought 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 overall 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 speak outfreelyin accordance with their consciences how humans perceive and adapt to new information. It is the process of taking ones
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environment and new information and fitting it into pre-existing cognitive schemas. Assimilation occurs when humans are faced with new or unfamiliar information and refer to previously learned information in order to make sense of it. Accommodation, unlike assimilation is the process of taking one's environment and new information, and altering one'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 as my professional life. If used effectively and ably, intellectual development can 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 would play this role very well in an organisation thus boosting my motivation level to learn more resulting in self development and organizations development process.

Living a curious life leads to myriad possibilities for adventure and knowledge, and this is what the National Geographic Channel (NGC) is all about. The 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 developing with the organization. I would like to see myself working for National Geographic Channel where this value is regarded as base of the company. Satisfaction is what we are looking at every opportunity that we get in life. Nat Geo will provide me that space in order to develop and give my best at the work. Intellectual development when it comes 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 geo can support apart from the work. This will give a sense of satisfaction which is derived
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from working with organization which nurtures your intellectual development 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 must be seen in the context of the specific physical challenges he is likely to face. Physical Fitness is considered a measure of the bodys ability to function efficiently and effectively in work and leisure activities, to be in good physical shape, to resist hypo kinetic diseases and to meet emergency situations. The components of skill-related fitness enable one to move and perform more efficiently, whether it is in work-related activities, daily movement functions, or in sports performance. 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, it needs proper maintenance and fuelling. If one will just drive it without taking 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.

Organizational Behavior

Organizational Behavior

ASSIGNMENT 2 ORGANIZATION CULTURE

ASSIGNMENT 2 HOW TECHNOLOGY ADOPTION/USE IS INFLUENCED BY PERCEPTIONS OF ORGANISATIONAL CULTURE?

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
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culture is that it is defined both in terms of its causes and 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 use the term culture to describe patterns of cross individual behavioural consistency for example, when people say that culture is The way we do things around here, they are defining consistent way is in which people perform tasks, solve problems, resolve conflicts, treat customers, and treat employees. 2. Process- Defining culture as a set of mechanisms creating cross individual behavioural consistency- In this case culture is defined as the informal values, norms, and beliefs that control how individuals and groups in an organization interact 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 how culture works to control the behaviour of organizational members. Organizational culture can support linkages between technology adoption and organizational growth and can thus be a critical success factor in the development and implementation of information systems. Consequently, there is a need for understanding how 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 enhance performance and increase productivity is the widely shared and strongly held values that underlie and define an organizations culture. An organization is surrounded by a whole range of economic, social, political and technological factors that influence decision making and performance. Other factors in the external environment constitute the organizations customers, distributors, suppliers and the competition. These forces constitute the external macro-environment as well as microenvironment forces. They need to be scanned to determine 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
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strengths and weaknesses, hone in on its core competencies and leverage them for competitive advantage. Implementation of new technology forces change. We adopt new technologies to enhance our core work functions, affecting related policies, administrative functions, and inevitably every component of the organization. For educational institutions, this outcome is due in part to pressures to integrate technology for teaching and learning, and to provide related services and training for faculty, staff, and students. With this all-consuming project comes the need to protect privacy and intellectual property, ensure data integrity, and maintain civility on the Internet and in the organization. The transforming power of technology goes beyond 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 core work functions and policies to generate a positive organizational synergy. Hierarchical structure does not necessarily preclude a lack of fluidity. The definitions of leadership under which an organization functions determines fluidity and ultimately the ease with which technology can be utilized to further the mission of institution. Implementation of new technology is perpetual, affecting decision-making on multiple levels. Organizational culture and the type of leadership exercised has significant impact on how we respond to change and technology implementation strategies. The answer to "What are we as leaders going to attend to?" has a significant 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 technology 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 example, the Columbia and Challenger disasters experienced by NASA were in part attributed to a culture that valued conformity to rules resulting in the overlooking 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),
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and yet 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 complex engineering might have contributed to the inability to pinpoint hidden risks (Tufte 2003). In the case of the healthcare profession, IT could possibly help reduce medical errors, and yet the very introduction of IT is often met with cultural 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 national 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 captain 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 several times in bad weather and eventually running out of fuel. Examination of the flight recorder data showed that the first and second officers, who came from national cultures where subordinates tend to withhold bad information from superiors in order to maintain harmony, failed to provide the captain or Air Traffic Control with continued information on the worsening fuel situation (Helmreich 1994). These examples help illustrate that culture at the national, organizational, or subunit level exerts a subtle and yet powerful influence on people and organizations and that information flows and information technologies are often closely intertwined with culture. Culture theory has been used to explain an extensive range of social behaviours and outcomes in organizational settings. The knowledge initiative is not a culture change project. Its just that our culture 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 leverage organizational knowledge; (2) a technology infrastructure to support knowledge capture, transfer, and use; and (3) behavioural norms and practices often labelled organizational culture that are
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essential to effective knowledge use. Even though the economic incentives are becoming clearer and technological capabilities 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 organizational knowledge and culture are intimately linked, and that improvements in how a firm creates, transfers, and applies knowledge are rarely possible without 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. Bohlen, 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 original purpose was to track the purchase patterns of hybrid seed corn by farmers.

Beal, Rogers and Bohlen together developed a technology diffusion model and later Everett Rogers generalized the use of it in his widely acclaimed book, Diffusion of Innovations (now in its fifth edition), describing how new ideas and technologies spread in different cultures. Innovators are brave people that are willing to try new products/services. Typically, the excitement and personal satisfaction of being one of the few to be actually using the product/service is the main reason for take-up. Very importantly, innovators accept that new
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products/services often contain bugs/problems/hick-ups, 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 them in non-geographic places theyre running and commenting on blogs, building in Second Life, commenting in forums and being referenced (on and offline) in specialist publications. Representing 13.5% of the GP, Early Adopters are closely tied to Innovators. These individuals are strong opinion formers within their social networks and have a more localised existence compared to innovators, who are more cosmopolitan. Early adopters typically give advice and recommendations to their friends and colleagues and when they have found something they think is of value they often become brand advocates. Whereas innovators are prepared to put up with bugs and flaws in new technology (as an acceptable part of the take-up process), they often do not discuss these issues with others. However, early adopters will explain these issues when recommending products/services to others and importantly, will reassure people about them. And where are the early adopters? Theyre speaking at specialist conventions, networking 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 technologies and importantly the joint highest in terms of overall numbers. Whereas Innovators and Early Adopters will often quite willingly try, test and adopt new products and services, the Early Majority are slightly more elusive and harder to trigger. Just like Innovators tip and influence Early Adopters, the Early Majority rely on (typically first-hand) recommendations from Early Adopters. Its important here to refer to the adoption curve (shown above). Early Adopters do 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
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role of the Early Majority is to increase 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 it once they know their experience will be hassle-free and/or they have easy access 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 the Early Adopter would be the person giving the presentation about a service/product, the Early Majority would be in the audience. They would be reporting on the innovation, not experimenting. But, nevertheless, these people are very important due to their representative size 34% of the population and a crucial element in the path of technology adoption.

Conclusion Values play a common role in determining patterns of IT development, adoption, use, 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 research should consider the possibility of applying both organizational and national level values at different levels of analysis. The notion of cultural fit has emerged as an important concept in determining how individuals reconcile their own values with values pertaining to IT, it too has received scant theoretical attention. Through the reconciliation of these conflicts, IT subtly exerts pressures on the values inherent in the conflict resulting in a reorientation of values. It is via this reorientation of values that IT, over time, influences culture.

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ASSIGNMENT 3 ORGANIZATION DEVELOPMENT

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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 organizational change. It encompasses a wide array of theories, processes, and activities, all of which are oriented toward the goal of improving individual organizations. 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 of OD abound, but they are all predicated on the notion of improving organizational performance through proactive activities and techniques. It is also worth noting that organizational development, though concerned with improving workforce performance should not be mistaken for human resource development.

Organizational Development Basics

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Although the field of OD is broad, it can be differentiated from other systems of organizational change by its emphasis on process rather than problems. Indeed, traditional group change systems have focused on identifying problems in an organization and then trying to alter the behaviour that creates the problem.

OD initiatives focus on identifying the behavioural interactions and patterns that cause and sustain problems. Then, rather than simply changing isolated behaviours, OD efforts are aimed at creating a behaviourally healthy organization that will naturally anticipate and prevent (or quickly solve) problems.

OD programs usually share several basic characteristics. For instance, 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 employees at different levels of the hierarchy cooperate to solve problems. OD also recognizes that every organization is unique and that the same solutions cannot necessarily be applied at different companiesthis assumption is reflected in an OD focus on research and feedback. Another common trait of OD programs is an emphasis on the value of teamwork and small groups. In fact, most OD systems use small teamsor even individualsas a vehicle to implement broad organizational changes.

The catalystwhether a group or individualthat facilitates the OD process is known as the "change agent." Change agents are often outside consultants with experience managing OD programs, although companies sometimes utilize inside managers. The advantage of bringing in outside OD consultants is that they often provide a different perspective and have a less biased view of the organization's problems and needs. The primary drawback associated with outside change agents is that they may lack an in-depth understanding of key issues particular to the company. In addition, outside change agents may have trouble securing the trust and cooperation of key players in the organization. For these reasons, some companies employ an external-internal team approach, which seeks to combine the advantages of internal and external change agents while minimizing the drawbacks associated with the two approaches. "Are change agents
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necessary for organizational development to take place?" "Once we recognize that organizational development involves substantial changes in how individuals think, believe, and act, we can 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 specifically for that purpose? Depending upon the situation, any of these can be called upon to orchestrate the organizational development process. The point is that the role of the change agent is necessary for organizational development to occur."

Managing Change Through Organizational Development

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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-hearted, or otherwise faulty manner are far less likely to bring about meaningful change than those that have the full support of the people involved. Several conditions that had to be present if an OD intervention could have any meaningful chance of bringing about the desired change: Ownership and all involved personnel needed to be genuinely and visibly committed to the effort. People involved in OD have to be informed in advance of the nature of the intervention and the nature of their involvement in it. The OD effort has to be connected to other parts of the organization; this is especially true of such areas as the evaluation and reward systems. The effort has to be directed by appropriate managers and guided by change agents (which, if used, must be competent). The intervention should be based on accurate diagnosis of organizational conditions. Owners and managers should show their commitment to OD at all stages of the effort, including the diagnosis, implementation, and evaluation. Evaluation is a key to success, and should consist of more than asking people how they felt about the effort. Owners and managers need to show employees how the OD effort relates to the organization'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 organizational development in ICICI Bank. By 1994, the impact of the economic reforms initiated by the Narasimha 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, Vaghul's protege K.V. Kamath rejoined ICICI as its new Managing Director and CEO.

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Kamath immediately initiated strategic initiatives and structural changes across the ICICI Group that helped redraw its boundaries and take it to the 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 think 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 revenues 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 backwards 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 facilitated 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 only way we could do it was, if ICICI Bank was the entity into which ICICI Ltd merged." 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 organization, which helps ICICI Bank to serve its customer in a better way and thus 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 private bank and soon it becomes the Indias largest private bank Organizational development is essential for every organization. Organizational change is a ongoing process and must be embedded in the organization and its interactive sub-system. The challenge today is to create a friendly organizational responsive to discontinuous and unpredictable
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change in the environment. Organization Development is a planned change strategy that aims at improving the internal capability of an organization to continuously seek to align the individual organization and environment. Organization research has strong roots in action research in which organization members identify, diagnose, choose appropriate intervention and evaluate the outcomes and consequence. The target of change is the total system or identifiable sub-system. Involvement and support of top management is considered critical to effective implementation of the organizational interventions. Organizational development has a strong value orientation with belief in 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 organisations too which are heavy plates and vessel industry and teaching staff of university. As Organizational development is essential for every organization. Organizational change is an ongoing process and must be embedded in the organization and its interactive sub-system. Organization Development is a planned change strategy that aims at improving the internal capability of an organization to continuously seek to align the individual organization and environment. Organization research has strong roots in action research in which organization members identify, diagnose, choose appropriate intervention and evaluate the outcomes and consequence. The target of change is the total system or identifiable sub-system. Involvement and support of top management is considered critical to effective implementation of the organizational interventions. Organizational development has a strong value orientation with belief in humanism, democratization, employee participation and multi dimension approach to individual and organizational effectiveness but in both the cases teachers of a university as well as marketing executives any organization are not at top most hierarchy level of that particular organisation where as organisational development takes place at the top management level. Also OD is a long range effort to improve organization's problem solving and renewal processes, particularly through more effective and collaborative management of organizational culture, often with the assistance of a change agent or catalyst and the use of the theory and technology of applied behavioural science.

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