Management and Organizational Bahaviour Essay

Q.No.1.The major ch whollyenge Management faces today is living in a world of turbulence and gropingitywhere pertly competitions arrive daily and agonistic conditions alternate over. Explain with an example of any wiz product or mental process in the market . Validate your answer with research findings /stastical data . What measures great deal be taken to meet these contests? Ans 1.A Ch every(prenominal)enge of ChangeThe placements and the individualists functional in the organizations have a great challenge to deal with the change. The proportionnale of dynamism and the theory of Ignore and Perish, Change and Cherish have amount to stay and the organizations have to respond positively to the changing environment. The challenge of change demands that the organizations become to a greater extent transpargonnt and open and the employees be given more than autonomy. The institutions have to more concentrate on the quality of its batch than product. The pluck of chan ge is affecting the organizations all over,from north to s extincth and from east to west. Managers essential create a late formational space where those ( advanced) capabilities crowd out be developed.There be three possible focussings to do that. Managers kindle * create new organizational structures within corporate boundaries in which new processes sack be developed, * spin out an in reliant organization from the subsisting organization and develop within it the new processes and values required to make the new problem, * acquire a different organization whose processes and values nigh match the requirements of the new task * Business Process Outsourcing is further expressive panache out to gain importance and the various processes in the production argon waiver to be narrowed down into various parts. * The experiences of mergers and acquisitions could be followed for better carriage in the market. ExampleChanging market scenario health check Devices Indust ry aesculapian widget market is quite diverse which includes checkup and diagnostic equipment checkup checkup implants like heart valve and cardiac stents, pacemakers, cannulae, knee joints and lower end formative disposables, blood bags, IV sets, syringes etc.. Even within the same group of implants, in that respect are diverse products which may have hardly anything in third e kingdom for examples, Intra-ocular lens and knee joints. According to one source, in 2012, the Indian medical devices and diagnostics market has been estimated to have reached Rs. 139bn ,that had soundness to grow at a CAGR of 23.2 percent over the period 2009-13. It has been estimated the market will grow by an average of 15.6 row percent over the next few years, to or so USD 4.8bn by 2015 . Increasing physicians awareness and increasing patients requirement to avail mettlesome quality care are amongst the driving force for such a growth rate. Figure Indian medical devices market size and view (0 9-13) (USD mn)Source KPMG-CIIIn India, on that point are around 700 medical device makers however, major fillers remain the foreign companies. Few major players in medical devices industry include B. Braun Medical(I)Pvt. Ltd BL Life sciences Ltd 8.3 Baxter India Bayer Diagnostics India Ltd Godrej Industries LtdJohnson & Johnson Medical India (JJMI) Ltd Nicholas Piramal India Ltd Opto Circuits (I) Limited Philips Electronics India Ltd (Medical Systems Division) Roche Diagnostics India Siemens India Ltd Span Diagnostics Ltd Trivitron Medical Systems Wipro Biomed Ltd Wipro GE Medical Systems.Coping with the Change* To constantly train battalion in new technology, new channel practices and new paradigms. * Synergize organizational objectives with individual aspirations * didactics Managers at all aims both in behavioral field as well as technical field as passel are not breathing out to be sitting face to face solely will be connected mouse to mouse. * As the consumers are seem ly more aware, the organizations have to train their employees for better customer affinity prudence (CRM). The individuals who are able to learn new competencies quickly are going to be valued more in this fast changing environment. Fundamentally, all organizations from the military to schools to hospitals to private enterprises guide to dramatically increase the pace of change if they are going to thrive. * The organizations have to create an atmosphere where the employees from bottom level to the top level have a positive attitude towards change.* incident solicitude needs to be paid to young employees. They are a companys long term investment. The contribution they make is dependent on how quickly they commit themselves to their call on, and what they do about it . Three things can be said about change in todays intense competitive environment its hard, its necessary, and most(prenominal) people are bound to resist it. The question for drawing cards, then, is what actu ally makes change see? Change is sensed as one of the most dynamic activity. It is more authorized to think about our roles in the changing environment sort of than concentrating on what makes change happen. The fashion changes, individuals change, only foolish and dead neer change their opinion so the opinions change, demands change, needs change and so does the market, muckle and credit line and further so does our attitude change. executives are recognizing that their most important need is to have managers who deal with change and complexity by increase and by developing their capacities.A Note for the FuturePresent organizational structure of course it has changed from what it was before 10 years but in advance few years it is further going to change. As faramodal value as the interface of technology and business goes, its easy to counter what the characteristics of the next big thing will be transparency, egalitarianism, immediacy, convenience, and economy. Nor is i t difficult to make believe a guess on where its utility will be matte most the way we work, the way we live the way we interact and the way in which we address big problems related to the environment.The succeeding(a) of work and the futurity of business is going to be decided by the methods and approaches followed by the organizations to face the challenge of change. The way the industry has reacted to the waves of change, we can expect that there is going to be better management of people and the human component part is going to be the most important factor in the coming days. The existence of knowledge society would certainly provide better prognosis and perspective for thinking but the need is to be more on the lookout and more judicious in decision fashioning for deciding the future course of actionQ.No.3How can a leader transform potential into reality? What shell of leaders is best suited in helping providing units like health care centers? Give reasons for your select. Ans.3.IntroductionA leader is an individual who is able to demonstrate a specific set of roles, behaviours to influence the attitudes and behaviours of early(a)s. It is normally a group phenomenon. Two specific aspects of being a leader are 1. The individual attributes or styles needed to be an effective leader. 2. The organizational skills required to manage the process of changeKeys to Effective leadership go for and confidence in top leadership was the single most bona fide predictor of employee satisfaction in an organization. Effective communication by leadership in three critical areas was the key to winning organizational boldness and confidence 1. Helping employees understand the companys overall business strategy. 2. Helping employees understand how they contribute to achieving key business objectives. 3. Sharing reading with employees on both how the company is doing and how an employees own division is doing coitus to strategic business objectives. Turning p otential into Reality the Leadership challengeThe leader must analyse the following issues while framing a vision of growth of organization 1. Recognize the capabilities of the organization2. Recognize the decisions that need to be made and the changes that must occur 3. Recognize the importance of people in achieving the vision 4. Recognize your needs in relation to the larger organizationThese four issues align with four phases for achieving the vision leg 1 Analyze your organizationPhase 2 Develop your organizationPhase 3 Value and develop your peoplePhase 4 note and develop your sphere of influenceLeadership StylesLeadership style is the way in which a leader accomplishes his purposes. It can have profound effect on an organization and its supply members, and can determine whether the organization is effective or not. Leadership style depends on the leaders and organizations conception of what leadership is, and on the leaders choice of leadership methods. Depending how thos e fit together, a leader aptitude adopt one of a variety styles, each reflected in the way the organization ope rank and the way its staff members relate to one another.* Autocratic totally in control, making all decisions himself * Managerial concerned with the smooth operation, rather than the goals and effectiveness, of the organization * elective consulting with others, encouraging equality within the organization, but making final decisions herself * collaborative sharing leadership, involving others in all major decisions, spreading ownership of the organization. other(a) viewpoints of leadership styles are* Transactional or autocratic (Burns, 1978). This might have been called in the past the top down approach or autocratic leadership.* Transformational/ synergistic (Burns, 1978). Transformational leadership is aligned to democratic forms of leadership. It is a leadership style establish upon embracing change and encouraging innovation. * metempsychosis or modern (Co ok, 1999 Renaissance leadership requires the effective use of power, influence and the ability to network to project key decision makers support changes. * Connective. There are similarities between both transformational and renaissance styles (Ewens, 2002) although this type of leadership is less likely to delegate in a way that empowers the workforce. The focus is that of building collaborative structures and networks to effect change2. Defining the task Focus on an objective that is SMART (specific, measurable, achievable, pictorial and seasonly). Adaptive leadership for health care sectorA new kind of leadership is needed for health care. It is both figuring out why the current approaches arent sufficient and surfacing how the forces at play in the system allow incremental efforts or the status quo to acquit the day. It takes courage to identify the tough issues and create change, even when you are uncertain about the outcome. The adaptive nature of the challenges in health care demands that people see themselves as orchestrating conflict rather than resolving it, holding the attention of others to the harder issues rather than taking the burden off of their shoulders, confronting dearly-held legacy behaviors that prevent abstruse change from taking root rather than tolerating them, identifying and then letting go of values and behaviors that are getting in the way, and making your own adaptations. currently actd Currently NeededRely on tradition and past approaches Launch many experiments & identify emerging solutions Implement Best Practice Create Next PracticeOvercoming Competing Commitments For people in senior authority, this type of leadership is different than what people expect You can develop these skills and hold up them to a variety of adaptive challenges. Adaptation is more than surviving it is about mobilizing people and creating environments that are more robust and resilient, environments for people to thrive. With the right focus, yo u can engage people in adaptive work and nurture the new DNA that will promote wellness and healing that brings your organization into the futureQ.No.5. What are the indicators which tell you about the HRD climate in a healthcare centre? Ans 5. HRD stands for Human Resources Development in a business or an organization. Climate meant the atmosphere in the company, especially a substantiating atmosphere that allows staff members to develop their skills for the benefit of the company.Management IndicatorsIdeally, HR and other management indicators are constructed from generally available data and describe constituents of organisational activity, that is to say inputs, processes and outputs. It is this data that managers use in monitoring and as a ground for decision making. The indicators are usually created by linking two separate pieces of data to form a ratio. The indicators literally provide an indication of the relative state of key determinants of efficiency and effectiveness in comparison to norms of organisational activity. These norms may be derived from external comparisons with other similar organisations internal comparisons with the previous proceeding of the organisation comparisons with some pre-determined standard.Indicators of HRD Climate in Health sectorIndicators can be developed to examine all the different elements of organisational capital punishment.The four main elements of performance which require management attention are illustrated here using indicators centre on HR aspects Inputs this covers the resources introduced into the health system. Human resources account for the majority of health service costs and are therefore the most significant input. In making comparisons between health system units or over time it is useful to be able to look at measures such as-relative proportions of different staff types and grades-staff costs in relation to the total health service expenditure way outs of staff relative to the local popul ation. Processes This looks at how the health service works as an organisation. In the HR dimension, process issues include organisational environment in which people work and the effect this might have on their performance, as well as more subscribe measures of HR efficiency with respect to the way the HR resources are used. thence * staff turnover rates the actual to planned staff ratio the ratio of new staff recruited to new staff trained all give an indication of the quality of the organisational environment. * Bed occupancy rates to staff employed, on the other hand, provide a more direct relationship between HR and other resources inputs in the health care process. Outcomes These are the products of the organisation. This is particularly difficult to measure in health service systems as there is little agreement on ways of measuring health outcomes (ie. the change in health status for a person having been in the health care system). Usually the best that can be managed are p roxy measures such as overall population mortality rates to staff employed. Outputs Outcomes are often expressed in so-called modal(a) output measures such as the number of patients treated. This data can be more easily measured, but does not give an accurate attend of how health status is affected. Typical HR output measures could include* the number of nurses per thousand clinic attendances* trained nurses/ midwives per 1000 live births.Peters and Waterman (6) identify the 7Ss strategy, structure, skills, style of management, systems, staff, shared values as key interrelated factors determining the performance of an organisation. The HR elements in this (staff, skills, shared values and structure) can be expect to play a significant role in changing organisational performance. The most common words used to assess the impact of these related elements are efficiency, effectiveness and quality.