Behavioral Programme Assignment Essay Example

the bank to a greater tallness, accomplishing growth in strength and exhibiting the bank as a model bank in the Banking industry.

The bank has established high standards in its operations, client service, and adherence to regulations. The bank's current mission is to upgrade its technology and advance towards becoming a Hi-Tech Cyber Bank.

Vision Statement:

"To become a forward-thinking bank with a strong brand reputation."

Our objective is to improve value for all stakeholders by excelling in public presentation and governance.

Average Term Goal:

We plan to grow our overall business to Rs 100,000 crore within the next four years and expand our branch network beyond Tamil Nadu. Currently, our total business is Rs 41,000 crore in 2013-14 and we have plans to open numerous branches in Andhra Pradesh.

The states of Karnataka, Kerala, Telangana, Gujarat, and Maharashtra are set to participate in the upcoming years.

Our aim is to have 30-40 branches in every province and attain a total business of Rs 50000 crore in the fiscal year 2014-15. Additionally, we intend to establish a network of 800 branches within four years. Ultimately, our goal is to convert TMB into a pan-India bank.

After enlarging our website in the southern provinces, we will now focus on expanding our presence in the northern and eastern regions of the country.

Assignment 2 Cisco Work Culture

Contemporary organizations encounter growing requirements to be responsive, adaptable, and innovative.

Velocity and responsible corporate citizenship are vital for every organization to consider, and Cisco understands the importance of consistently prioritizing and fostering an inclusive and diverse company.

Our teams strongly believe that it is their responsibility to empower others and eradicate biases, by establishing an inclusive atmosphere where everyone feels accepted, esteemed,

respected, and heard.

The company demonstrates dedication by furnishing employees with the essential resources, plans, and growth prospects to attain objectives. They guarantee that every individual has the chance to excel and provide exceptional products and services to customers. This dedication is apparent in their collaborations with business leaders and human resource organizations.

Cisco has developed a comprehensive diversity model that permeates every aspect of the company, including its key stakeholders and components. They have established a global Inclusion and Diversity Coalition, which advises and supports Cisco executives at the strategic and operational levels. This coalition includes inclusion and diversity ambassadors as well as advocates who contribute to program execution by reinforcing communication and expectations related to inclusion and diversity.

Cisco's approach to employee engagement:

Cisco's employee engagement strategy has resulted in numerous benefits, thanks to the implementation of collaboration tools.

To illustrate, the quarterly company meeting has undergone a complete transformation. In the past, Cisco held the company meetings in a physical location, typically a local convention center near the central office in San Jose, California.

Today, company meetings have become more practical. With the help of picture and cooperation technologies, employees from all around the world can participate in these meetings and engage with senior executives through a live chat using Cisco Jabber® technology. The entire event is recorded, including chat transcripts and other documents, and shared with all employees. This approach has improved employee engagement and created a new opportunity for meaningful interaction between employees and senior executives, ultimately leading to increased overall employee satisfaction.

Cisco uses a practical format for various events, including the one-year global sales experience (with over 20,000 attendees) and the strategic leadership offsite (with

over 3,000 senior leaders). Additionally, Cisco places great importance on employee well-being and health. The company strives to provide high-quality healthcare options to employees without incurring excessive costs. To fulfill this commitment, Cisco has established an advanced HealthCenter in San Jose and additional centers at other locations. This is made possible through the use of technologies such as HealthPresence® and integrated communications.

Cisco employees have access to top-notch healthcare systems worldwide.

Assignment 3

Model Component of Commitment

About the Model:

John Meyer and Natalie Allen developed their Three Component Model of Commitment and published it in the 1991 “Human Resource Management Review.” The model explains that commitment to an organization is a psychological state, and it consists of three distinct components that influence employees' perception of their workplace. The three components are: 1.

The text explores three distinct forms of commitment in the workplace: affective commitment, continuance commitment, and normative commitment.

We can utilize this model to improve commitment and engagement within your team, while also fostering a greater sense of well-being and job satisfaction. Now, let's delve deeper into Meyer and Allen's three types of commitment. Affective Commitment, which involves having affection for your job, arises when you possess a strong emotional connection with your organization.

If you have a strong connection with an organization, its mission, and values, and genuinely want to be part of it, you will likely feel satisfied in your job and derive joy from your work.

When evaluating the advantages and disadvantages of remaining in your organization, you might have an emotional bond that improves your overall job satisfaction. This fear of missing out represents a type of continuance commitment that

can influence your choice to stay with the company.

The opposing viewpoint to quitting your current job is that the negative consequences you would face are greater than the potential benefits of a new job. These perceived disadvantages, known as "side stakes," can include financial implications (like losing salary and benefits), professional implications (like losing seniority or skills gained over time), or social implications (like losing friendships or alliances). The seriousness of these "losses" tends to rise with age and experience.

If you have experienced success or multiple promotions within one organization, it is probable that you will demonstrate ongoing commitment. Normative Commitment, also known as a feeling of obligation to stay, arises when you feel compelled to remain with your organization, even if you are unsatisfied in your present position.

There are various motivations for staying with your organization. These reasons can include the desire to improve your future prospects or fulfill a sense of duty. This sense of obligation may arise from different factors, such as the organization's investment in your training or their provision of pre-paid benefits like covering your college tuition.

The obligation to remain loyal to your organization may also stem from your upbringing, as your family might have placed importance on this.

Note:

It is important to mention that these three types of commitment can coexist; it is possible to experience all three.

One or two of the three grades can be changed in regards to using the Model at our TMB:

Affection for Your Job (Affective Commitment): We are fortunate to have dedicated employees at all levels who have been energetic and working with passion for the growth and prosperity of the establishment for the past

92 years. The bank's name and reputation have significantly grown due to the efficient and persevering service of the highly loyal staff members and officers.

The Bank has been able to adhere to its official slogan "Totally Motivated Bank" thanks to the commitment of most TMB employees. This commitment is evident in the net incomes earned and dividends paid to interest holders, which would not have been possible without this positive dedication. In TMB, employees consider themselves to be part of a family.

With this unique characteristic alone, TMBian’s move forward and achieve the organization’s goals to reach great heights. It is important for us to focus on increasing emotional commitment and decreasing reliance on continuation and normative commitment within our team. This will allow us to build a team of individuals who are passionate about their roles. In TMB, we have some team members who have continuation commitment, which not only affects their own growth but also has an impact on other enthusiastic employees and can lower the morale of the organization.

To encourage positive changes, we will link individuals' goals with those of the team or organization. If suitable, we will align our team's tasks with their achievements and engagements using methods like Job Crafting. It is important to help individuals discover meaning in their work, which will assist them in overcoming commitment issues such as Normative Commitment to Stay within our organization.

Some officers from the STEP programme experience a strong commitment to our organization due to the substantial investment in their training and development. Because of their 5-year contract, they are unable to change jobs even if presented with better opportunities. To address this, we

aim to foster emotional commitment by highlighting their growth in this esteemed organization and cultivating positive emotions in their work. Additionally, we will actively encourage these individuals to thrive.

Our main focus is on consistently praising employees and creating a positive work environment to ensure they feel valued and recognized for their hard work. This strategy promotes happiness and productivity among our employees.

Assignment 4

Change is inevitable in every organization, regardless of its size, industry, or age. Currently, society is experiencing rapid changes, necessitating quick adaptation from organizations.

Change management is crucial for the success and survival of organizations. The concept of change management is widely recognized in today's business world. However, its effectiveness can vary depending on factors such as the type of business, specific changes, and people involved. Understanding the concept of change is essential for individuals within an organization. Kurt Lewin's model from the 1950s still holds relevance in present-day scenarios.

The text discusses Lewin's theoretical model called Unfreeze - Change - Refreeze, which describes a three-stage process of organizational change. Lewin, who is both a physicist and social scientist, used the analogy of changing the shape of a block of ice to explain organizational change.

Unfreeze:

This initial stage of change requires preparing the organization to acknowledge the need for change by dismantling the current status quo. Before establishing a new way of operating, it is important to break down existing methods. Also, it involves developing a compelling message explaining why the current way of doing things cannot continue.

This text emphasizes the importance of addressing various issues in an organization, such as poor financial

results and low customer satisfaction, in order to bring about necessary change. The author suggests that to successfully fix the organization, it is essential to challenge and potentially change its current beliefs, values, attitudes, and behaviors. This is compared to examining and altering the existing foundations of a building to accommodate additional floors. The initial stage of this change process is typically the most challenging and stressful, as it disrupts established norms and routines.

By causing strong reactions in people, you can effectively compel the organization to reassess its core. This can create a (controlled) crisis, which in turn can generate a strong motivation to seek a new equilibrium. Without this motivation.

Without acquiring the buy-in and engagement necessary, meaningful alteration cannot be realized. The alteration phase is where individuals start to overcome their uncertainty and search for innovative approaches. They develop new beliefs and take actions that align with the new way after the uncertainty created during the unfreeze phase.

The transition from unfreeze to alter does not happen immediately. It takes time for individuals to embrace the new approach and actively engage in the change. The Change Curve, a related change model, focuses on personal transitions within a changing environment and provides detailed insight into this specific aspect. To effectively accept and contribute to the successful implementation of the change, individuals must comprehend the benefits that these alterations will bring them.

Not everyone will comply just because change is necessary and beneficial for the company. This is a commonly encountered challenge that should be avoided. Time and communication are the crucial elements for successful implementation of changes. People require time to comprehend the changes and also need

to feel deeply connected to the organization during this transitional period.

When managing change, it often requires a significant amount of time and effort, and hands-on management is usually the most effective approach. Refreeze is when the changes are taking shape and individuals have fully embraced the new methods of working. At this point, the organization is ready to stabilize. The outward indications of stabilization include a consistent organization chart and job descriptions.

The refreeze phase also requires assistance in helping individuals and the organization internalize or embrace the changes. This entails ensuring that the changes are implemented consistently and integrated into everyday operations. This leads to a newfound stability, enabling employees to feel confident and at ease with the new work methods.

The concept of establishing stability in a constantly evolving world is frequently challenged. Despite the fact that change is persistent in many organizations, the refreezing phase remains significant. Without it, employees become trapped in a transitional state where they lack clarity on how tasks should be accomplished, resulting in incomplete work. In the absence of a newly established stable state.

Undertaking the following alteration enterprise effectively is challenging. Converting people to accept the need for change is difficult if they haven't experienced recent changes. Change is often seen as unnecessary. Without motivation, implementing new changes becomes difficult. As part of the Refreezing process, it is important to celebrate the success of the change, helping people find closure.

Thanking the audience for watching a painful clip and giving them hope for successful future changes.

Using the TMB theoretical model:

At our bank, we have applied Lewin's Three-Step Model when introducing our New Logo. First, we "Unfreeze" the existing logo, as

it was created in 1962 and did not represent the current generation of banking or reflect the bank's future image even though our bank was established in 1921.

The decision has been made to change the Logo. After various meetings with our stakeholders, management has finally obtained approval to alter our logo. Our Management has commenced the process of changing the logo of our bank after 50 years. We understand the importance of approaching this change with careful consideration. Only a well-executed new logo design makeover can inject our company brand with fresh excitement and vitality.

We are a private sector bank that has experienced significant growth in modern banking. We are in need of a logo that aligns with our vision and appeals to our customers who are accustomed to modern banking practices.
Change:
Having received approval from stakeholders, our bank has begun to plan for a new logo that reflects our vision and incorporates modern banking features. The organization is prepared to take risks by changing the logo.

Our organization aims to dispel rumors by openly and candidly responding to inquiries and also by linking the need for change to operational requirements. As part of efforts to enhance staff engagement and reflect our vision of modern banking, a competition has been announced among our staff members to design a logo for our bank. This has created a sense that it is the right time for a logo change, which will give our bank a fresh new look. With the assistance of our entire staff, a new logo that embodies our vision and represents modern banking has been created.