Social Issues and

Organisational Relevance
UNIT 2 SOCIAL ISSUES AND
ORGANISATIONAL RELEVANCE
Objectives

Li this unit you will be able to understand

the relevant social issues

paradigm shift of work culture and their issues in the present scenario
Structure
2.1 Introduction
2.2 Social Issues
2.3 Paradigm Shift
2.3.1 Work Organisations
2.3.2 Social Structure
2.3.3 Dependency Syndrome
2.3.4 Cultural Dimensions
2.3.5 Managing Diversity
2.3.6 Gender Issues
2.3.7 Knowledge Workers
2.4 Changes in Social Institutions
2.4.1 Changes in Family
2.4.2 Changes in Community
2.4.3 Changes in Education
2.5 Organisational Relevance
2.5.1 Employability
2.5.2 Changeability'
2.5.3 Social Tension
2.5.4 Democratisation of Work Process
2.5.5 Empowerment
2.5.6 Service Orientation
2.5.7 Changing Expectations of Stakeholders
2.6 Summary
2.7 Self-Assessment Questions
2.8 Further Readings

2.1 INTRODUCTION
A major transformation in environment necessitates a shift in individual and
collective paradigm as the old ways of explaining reality tend to become
dysfunctional. The old construct of reality does not allow us to comprehend and
incorporate the changes and the demands of the emergent environment let alone
being responsive to change, what John Naisbitt in his famous book Mega Trends
calls the current period the `age of parenthesis' (Naisbitt, 1982) meaning thereby that
we are constantly in the phase of transition from old to the new.
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Social Processes and
Issues
2.2 SOCIAL ISSUES
The new history, beginning from 1947 was started with the euphoria of regaining
freedom, this released a great deal of energy and fervour towards nation building. In
order to accelerate the processes of nation building, the country chose to industrialise
itself as rapidly as possible and Western models were emulated on a large scale. This
resulted in almost everything Indian being seen as intrinsically inferior. The
collective impact of this was a loss of elan as a result of which before taking any new
step India looked abroad for precedents. Thus the reality of local experience was
rapidly hidden under a false mask of Western intellectual rationality. For instance, all
education began to focus itself on only techno-economic information rather than
helping the youth develop appropriate perspectives and create a new culture of
belonging, achievements and commitment.

All social institutions which reinforce and strengthen the sense of belonging of
Indians both to India and to their respective communities and organisation began to
get devalued resulting in a large scale erosion of norms to follow and values to live
by, Spontaneous solutions to realistic problems facing people in the lifestyle and their
work place were no longer easily available.

All this in managerial and organisational terms generated a search for security such
that employment generally came to mean a source of social status and economic
security. A syndrome of survival emerged on a large scale. In this syndrome
creativity or productivity took a secondary place but ensuring continuance of security
became the primary concern in the individual's relationship with the organisation.
Mechanisms for management of differences both in society and subsequently within
organisations nearly broke down. Thus the decade starting mid sixties began to see
large scale emergence of both industrial unrest and communal tensions.

More urbanised and more industrialised parts of the country began to offer greater
opportunities for economic success and at the same time began to show greater
amount of stresses, valuelessness and breakdown of fundamental social institutions
such as the family.

The attempt to create rapid industrialisation has generated rapid urbanisation in India.
A large part of our industrial workforce (including white collar) are often only second
generation urban and industrial members. The values of agrarian society still
characterise much of the work processes within organisations,

The Indian economy has been largely on agriculture. As such large part of its design
of living and social structure have been centered around the imperatives of the tech-
nology of agriculture. From a management perspective it is important to note that in
an agrarian life-style people know how to live together and work independently,
often in isolation, while the industrial world today demands the ability to work
together and live in small families. In an agrarian society there are no significant or
major group tasks that are undertaken, group tasks 'are undertaken in crises or for
community activities such as festivals. Economic activity of the individual is rarely
interdependent with others except in the market place. Also in an agrarian society
formal organisations for achieving specialised output is an unknown phenomenon.

As such it is easier to find individual brilliance in performance while synergistic

efforts and team work are difficult to generate.

Structures in the minds of people are drawn almost entirely from the family. As such
all authority relations are given a totality which is often illegitimate and uncalled for.
That authority in a task system comes from the task role the individual holds is
normally not seen, but he is attributed authority on a total scale by the subordinates.
Mahatma Gandhi is the most illustrious example, who showed how the exercise of
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 Social Issues and
authority need to be placed within legitimate limits from time to time. Organisational Relevance

Organisations, most of which are designed on the concept of contractual links, thus
find themselves getting pulled in the direction of becoming affiliative systems. Em-
ployees at all levels end up remaining concerned for their own security.

Organisation thus soon begin to acquire a network of social and inter-personal

linkages which seem to dilute the task relationships.

In the Western ethos most relationships have a significant contractual element. In

India however relationships are heavily tilted towards an affiliative nature. The
Western designs do not take into account, thus organisations usually do not give
scope to its people to fulfil their social and affiliative needs. These needs then get
displaced to task level transactions making the processes of task management and-
exercise of authority difficult.

Organisations thus have the responsibility of helping their own members develop
reasonably uniform codes and attitudes towards work as well as design and manage
suitable social activities in the nature of ceremonies and events. Failure to do this
tends to heighten doubts, fears, anxieties and isolation which then create defensive
behaviour.

2.3 PARADIGM SHIFT

Paradigm refers to fixed mental states or metaphors, including a set of beliefs, values
and assumptions through which we construct as our personal reality. It represents
internal mental and emotional structural thought forms that are used to construct
reality (Thomas Kuhn, 1970). Paradigm helps us to explain reality, assess what is
possible and what is not with regard to people, object, situation or phenomenon.
External world thus is a projection and manifestation of conscious mind and is
determined by non-negotiable paradigm existing at sub-conscious and unconscious
level. We actively create the world we perceive and our response patterns are
directed towards reinforcing the existing paradigm.

Societies develop their own respective collective paradigm which provides the basic
framework by which they explain the nature of reality, enact their external environ-
ments and define their-relationship with external world. Reality thus is socially
constructed based on the shared consciousness amongst societal members. The
collective fixed mental states or metaphors include a set of beliefs, values and
assumptions through which a society constructs reality.

The world has witnessed major shifts in paradigm since agricultural revolution. The
agrarian society was characterised by mind-set which included,
Permanent settlement
Joint and extended family
Religion as the main social control mechanism
Teamwork and collaborative orientation
Self sufficiency through symbiotic relationship
Distinct roles of men and women
Ascribed status based on caste hierarchy
Consumption based production for meeting
It was in the seventeenth century in the Western Europe that industrial revolution
took place which sought to replace the agricultural era paradigm. The industrial
paradigm emphasised,
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Social Processes and Large scale migration due to urbanisation
Issues
Nuclear family
Special purpose social institutions (legal/administrative) as social control
mechanisms
Individualism and competition
Increased dependence on trade and commerce
Converging role of men and women
Achieved status based on careers in organisation
Profit maximisation

It was around mid sixties that saw the emergence of post industrial paradigm with
focus on,

Borderless global village

Live in arrangements single parent families
Self direction and self control reinforced by belief in spiritual values
Dynamic flexible networking
E-commerce
Exploration of identities and roles of men and women
Achieved status based on expertise
Management of intangibles - latent power

The individual and collective paradigm of a vast majority of Indian populace is even
now based on the agrarian mind-set. Effecting change in the paradigm of employees
particularly in the traditional unorganised sector to meet the challenges of emerging
information based society will be an uphill task for managers of the future. Thus,
there will be need to align employees behaviour with the changing paradigm.

2.3.1 Work Organisations

In India, work was performed as social obligation and caste system symbolised
differences in occupations. Work organisations are embedded in social system and
cultural values. Majority of people even now work in agrarian sector central to the
social system which sustains the traditional social system.

2.3.2 Social Structure

The Indian psyche is dominated by legitimacy that it provides to social hierarchy.

Thus, they feel secured in the framework of superior subordinate relationships. The
hierarchical framework is so pervasive that the Indian child internalises the process
of hierarchical structuring of persons and relationships. This further gets reflected in
behaviours directed towards protecting and looking after those who are inferior to
him and maintain distance, reverence and respectful compliance with his superiors.
This leads to strong in-group orientation and out-group hostility. Attitudes, norms
and behaviour of the in-group members are different and often opposite to those of
the outsider. Conflict and cooperation therefore seem to exist in the Indian society.
As in-group members trust each other and destruct the out-group members.
The same notion is extended to organisations as well where subordinates expect their
superiors to be protective, caring, affectionate and nurturant in their relationship with
18 them.
 Social Issues and
2.3.3 Dependency Syndrome Organisational Relevance
The socialisation process right from infancy places emphasis on efficacy of
dependency relationship with superiors subsequently reinforced by other formal
social institutions. In educational institutions, student-teacher relationship is
characterised by dependency. This is further extended to formal organisations
wherein subordinates look for continuous guidance and direction from their
superiors. Subordinates thus are not able to function autonomously which leads to
heightened sense of inadequacy manifested in covert hostility and anger from
subordinates point of view, relationship with superior is characterised by love and
hate relationship.
2.3.4 Cultural Dimensions
One of the largest organistion based study on culture in seventy countries identified
five dimensions of culture: Power Distance, Individualism/Collectivism, Uncertainty
Avoidance, Masculinity/Feminity, and Long term orientation.
The Indian culture ranked very high on Power Distance, Collectivism, Masculinity,
and Long term orientation and relatively weak in Uncertainty Avoidance.
Collectivism is characterised by a rigid social framework in which people distinguish
between their own group and other groups. Indian culture places emphasis on high
degree of in-group orientation.
Power Distance refers to the extent to which unequal distribution of Power is ac-
cepted. Power distance being high, Indians accept and consider the superiors power
as legitimate.
Uncertainty Avoidance is the extent to which people tolerate ambiguous situations
and the degree to which they try to avoid these situations.
Employees in large Power Distance and weak Uncertainty Avoidance cultures as in
India think their organisation as traditional families.
Masculinity is the extent to which the dominant values of a society emphasise
assertiveness and acquisition of material possessions. Indian culture has been rela-
tively high on Masculinity implying thereby that there is little concern for others and
interest in improving the quality of life at work.
Long term Orientation value that a culture places on persistence, status and thrift.
Indian culture is primarily characterised by long-term orientation in terms of
centuries leading to permanency in relationships and continued association with
organisation.
2.3.5 Managing Diversity
India represents a composite culture of diversity and plurality of ethnic groups,
languages, religious faith and regions with distinct local traditions. The workforce in
India is becoming increasingly diverse in terms of gender, age, education, ethnicity,
social cultural background, physical ability (disability) and family status such as dual
career relationship. The number of women in the labour force has grown consider-
ably and is likely to grow further. The workforce of the future will have more female
and minority workers. Regional variations will also be significant. With rise in life-
expectancy, the number of employees in the age group of 50-60 will increase.
Emoployees from different social backgrounds, regional cultures and education bring
different world-view to the organisations and perceive realities accordingly. While
diversity provides an opportunity to organisation to harness the potential of all
sources of difference amongst the employees, they also increase the potential for
conflict. People with different needs and expectations will have implications for
developing appropriate human resource and work policies. Working parents often
require adapta-

19
Social Processes and tions in work schedules or on site day-care. A disabled can require social access to a
Issues building and specially designed work area.

The old school of thought where seniority were rewarded is no longer valid. People
belonging to different ethnic, cultural and professional groups have to work together.
Diversity arising out of cultural differences result in clash of priorities, conflicting
values, varied work habits and different expectations. The need for effective cross-
cultural management is thus imperative. This has led to a very competitive
atmosphere where there is no place for complacency.

2.3.6 Gender Issues

In male dominated organisations, gender bias based on conventional ascribed role of

women will need to be removed by providing female employees space and treating
them with dignity and equality as partners. The number of women entering the corpo-
rate world is on the rise. The global environment of modern organisations adds
further to the complexity of workforce diversity. The organisations operating in
foreign markets or entering into joint ventures with organisations of other countries
will need to understand local customs, cultural differences and business practices.
The values, rituals and assumptions prevalent in male dominated culture will need to
be changed to allow access by female managers and employees with different
interests.

23.7 Knowledge Workers

Linked to advances in information technology, is the emergence of knowledge

workers who are replacing the manual workers. In recent years, a number of old jobs
have been eliminated rendering the skills associated with those jobs redundant. For
ex-ample, shorthand and typing with typewriters, clerical jobs and the like no longer
are in existence. They have been replaced by computer related jobs. Their aspirations
of knowledge workers stem from the belief that knowledge is the basis for
accomplishment. They work as professionals with a highly intellectual orientation.
What motivates them is similar to what motivates volunteers. They require
challenges and continuous upgradation of job responsibility. They look for a means
of growth which is performance driven and not for merely a means of earning a
livelihood via manual skills. It is these workers that process present information to
create new information, which could be used to identify and solve future problems.

2.4 CHANGES IN SOCIAL INSTITUTIONS

Man's relationship with himself is heavily influenced by his relationships with the
core social institutions within which he lives. Then social institutions help generate in
each individual, values, ethics, the capacity for action, willing application of effort
and the meanings he gives to his experiences. The core institutions are the family, the
community of belonging and education. These influences are carried into the
workplace and on the chief resources for organisation to be productive. They also
bring in accompanying doubts, fears and anxieties. The following paras give some
pointers to the transition taking place in these institutions today. They are designed as
a starting point for you to explore and discover the various ways in which transition
surround you and your workplace.

2.4.1 Changes in Family

In agrarian society, the technology of living involved a complex and large network of
roles. This network provided a great deal of stability, permanence and continuity.
The, industrial society on the other hand demands the setting up of much smaller
families living in a community in which blood ties do not determine the strength of
relatedness.
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 Social Issues and
Thus, the nature of home and family as it is evolving amongst members of the Organisational Relevance
organised sector and urban sectors, is a relatively new and unknown phenomenon
such that basic role definitions of husband, wife, mother, father, son and daughter are
in question. The bread-winner spends more time outside the home than within the
home and often finds that his values and norms are being heavily questioned and
often influenced by the organisation he works in. These are often in contradiction
with those which the family fostered.

As such increasingly in urban industrial settings the family is being experienced

sometimes as a liability than as a source of security and replenishment as in the past.
The fall back security that a large family or a community would provide are slowly
evaporating. Organisations perhaps therefore would need to increase sensitivity to
these issues of employees (managerial as well as blue collar), to provide the support
that a viable living community is needed for.

2.4.2 Changes in Community

In agrarian society, the framework of community provide security, strength,

belonging and a significant element of the identity of the individual. Part of this is
reflected even today. In India soon after knowing a person's name, he is asked where
do you come from in order to assess what community profile does the individual
represent. The individual, however, more and more is finding that his relationship
with the community of belonging is becoming either barren or non-existent. He is
finding that his heritage is of little use and supports in finding directions for himself.
The community is experienced as a group of islands vaguely linked by sentimental
ties but having no real value when the individual sees the community from the world
of his aspirations and hopes.

The impact of this on organisations and work settings is that the individual wishes to
find belonging with the organisation but at the same time doubts the possibility of its
emergence. In holding this ambivalence individuals inadvertently erode the possibili-
ties of a new kind of secure belonging from emerging. In the context of
developmental work this often becomes a major source of tension and anguish in
organisation. From the point of view of Personnel and I R functions, this is a critical
issue. It has been seen that organisations which fail to foster a sense of belonging end
up being con-fronted by hostile behaviour from Unions (large nationalised banks is
one example). This is so since the union in organisation becomes the community of
belonging of the workers. Low sense of belonging to the organisation at managerial
levels ends up influencing decision making very significant.

The issue of creating and fostering a sense of belonging is at critical importance to

Indian organisations. It is a delicate part of the climate of any organisation and can
easily get eroded. The field of action research in Institution Building in India reports
some progress in developing ways and means of tackling the loss of sense of belong-
ing. Management practice however often tends to overlook this aspect, largely since
in a traditional society this rarely was a problem. A factor compounding this neglect
is the fact that western management sciences also ignored this dimension.

In the face of the individuals loss of sense of belonging to a community he turns

either towards fundamentalist dogmas or he opts for consumerism wherein
acquisition and consumption becomes the main aspirations.

2.4.3 Changes in Education

The third social institution which is experiencing the turbulence emerging from
transition is the education process. Formal education in India in its present form was
established by the colonial rulers in order to train manpower for their own use. Very
few changes have been possible in the basic process of education since the early days

21
Social Processes and of its establishment in the country. It is only in the last decade where it is being
Issues increasingly recognised that new dimensions need to be added to the process of
education.

Until now education has focused almost entirely and exclusively on equipping indi-
viduals with the tools and techniques which they can carry to the work place. Thus
techno-informative knowledge has been the central focus of the process of education.
In the main the institution of education has not provided an integration between
experience and knowledge, perspectives and skills and the ability to respond with
human creativity. The education process thus is usually experienced as being sterile
and often de-humanising and almost invariably un-inspiring. The student thus goes
through his education feeling skeptical towards the environment, towards formal
systems and finds it difficult to place his trust on colleagues. In the face of this
organisations increasingly are taking to developing continuity education processes in
the shape of management development and worker education.

2.5 ORGANISATIONAL RELEVANCE

2.5.1 Employability

The capacity of an organisation in generating knowledge from within and outside the
organisation, sharing it with appropriate stakeholders and utilising it to bring about
continuous improvement in product, processes, services, approach and perspective
will become imperative for gaining leading edge in the competitive environment.
Development of core competencies to deal with the growing obsolescence in
technologies, knowledge, organisational practices leading to shortening of life cycle
of expertise will become a primary area of concern. The emphasis will be on
increasing the employability of people rather than providing them security of
employment.

2.5.2 Changeability

In an era witnessing unprecedented pace of discontinuous and unpredictable change

in practically all dimensions of environment, coping with change will increasingly
become problematic for individuals as also for organisations. Sustained growth of
organisations in such a situation will necessitate creating a state of preparedness in
the organisations to be responsive to changes. occurring from within or outside the
system.

Leading rather than responding to change will become a critical factor in ensuring
growth and development of organisations. The focus has to shift from initiating and
managing change to increasing the changeability of the system so as to enable the
organisation withstand the pressures and challenges of global competition. Increasing
changeability would involve continuous redefinition of raison deetre of individuals
and organisations, fundamental transformation in mindsets and mental models of
various stakeholders, competency enhancement, capacity building and systematic
orientation.

2.5.3 Social Tension

Compliance and identification as motives for change will have inherent limitations in
the absence of a clear picture of the probable future. Incorporating the value of
change in the cognitive and emotive framework of individuals will become
imperative. Employees have to learn to operate in an environment characterised by
uncertainty and chaos. This will necessitate continuous self renewal in order to seek
creative resolution of tension arising out of widening gap between the assumed
reality and requisite reality.

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 Social Issues and
2.5.4 Democratisation of Work Process Organisational Relevance

Management through command and control would need to be replaced by consensus

and commitment. In systems designed on the basis of business processes and optimal
task groups, the need for exercising external control and coordination is minimised.
While operational control is maintained by self managing operating teams, strategic
control of critical parameters are retained at the level of cross functional teams or
strategic business groups. Behavioural control is exercised through shared team
norms. The organisation endeavours to inculcate and encourage self regulation and
adjustment at individual and group levels reinforced by group norms.

2.5.5 Empowerment

As employees are accorded the status of business partners, thus becoming internal
stakeholders, organisations capacity in meeting their expectations, as also aspirations
, will play a decisive role in determining their survival. As the information and
expertise base is shifting downwards, managers at the upper echelons of hierarchy
will no longer be in a: position to provide clear and specific direction. As employees
in their respective spheres of work will acquire skills and have access to and support
from IT based systems, they will be in a better position to regulate and control the
process and the output. Generating commitment among the employees will be a
necessary condition enabling them to become self directed and self-controlled.

2.5.6 Service Orientation

Retention and enlargement of customer base will yet be another challenge for
organisations as the customers have ever increasing access to information on
products and services available across the globe resulting in greater freedom of
choice. Relationship management for sustained growth of customer base will become
critical to continued survival of organisations more so in the context of demand of
customised product, shortening of product cycles and ever rising expectations of
customers shaped by possibilities that the information and related technologies will
provide.

Normative orientation to customer services thus will replace the existing pragmatic
orientation customers will look for more and more integrated services and brand
loyalty will give way to the corporate image based on credibility, ethical standards
and expanded awareness of and response to social and ecological concerns. Customer
relationship will have to be redefined not only in terms of quality and speed of
service to customers but also in terms of their long-term commitment as a strategic
business partner.

2.5.7 Changing Expectations of Stakeholders

As the organisation owes its existence to the support it is able to mobilise from
various components of the environment: socio-cultural; politico-legal; economic; and
ecological. Various constituents of the environment whose contribution is required by
the organisation and inducements that the constituents expect are called stakeholders.
Stakeholders can be internal to the organisation such as organisation members, the
unions and the top management which draws its authority from the Board of Direc-
tors. Examples of external stakeholders would include investors, legal and financial
institutions, suppliers of resources, contractors, customers, government and non-
government regulating agencies and community at large. Since the community, the
government and various interest groups of the society are important stakeholders,
their expectations Must be met. The following Figure 1 illustrates the major internal
and external stakeholders.

23
Social Processes and
Issues

Fig. l Internal and External (External Stakeholders)

Box 1

India: Is Overcoming Diffidence the Route top Success?

Kalpana Sharma, Science, March 11, 1994 (1495-1496)
The India Women Scientists Association has yet to hear its first case of sex
discrimination. But there is evidence that only very recent generations of Indian
women are willing to acknowledge discrimination. Although Sudha Gangal, head of
the department of immunobiology at the Cancer Research Institute (CRI), says she,
has never encountered discrimination, she acknowledges that women scientists are
frequently overlooked for important positions in policy making as well as for
receiving awards. Also, recently one female researcher was distressed to find that her
junior male co-author was asked to give the public presentation of the findings of
which she had been the lead author. According to Sharma, "He refused and she
wound up giving the talk, but the fact that he was asked reflects a form of
discrimination that is subtle and difficult to confront."
Indian women are not well represented in top scientific bodies. Last year, of the
group of 628 and 698 scientists chosen as Fellows by the Indian National Science
Academy and the Indian Academy of Science, respectively, only 12 and 15,
respectively, were women. An example of a possible problem is the case of Vineeta
Bal, staff member of the National Institute of Immunobiology in New Delhi. She
"finds that while her male colleagues have no qualms about pushing for promotions
and salary increases, she hesitates, wondering whether she deserves such things-even
though she knows her work is superior to that of many of her male contemporaries."
The class system in India may protect female members of the upper classes from
some discrimination, while members of the lower classes, often working as lab
technicians or nurses, experience outright sexual harassment and other more direct
forms of discrimination on the job. Poor village women also struggle against a
deplorable literacy rate, prejudice, and superstition.
Although new opportunities in science for women were created in the 19th and the
early 20th century, the only women who could fully enjoy such new circumstances
were those who:
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 Social Issues and
had full-time domestic help (making marriage, motherhood, and a career Organisational Relevance
possible)
were not expected to be the chief breadwinner-giving them the leeway to enter a
relatively low-paying field.
Promising new events mark new reasons for optimism among young scientists these
days. In the last five years, 22% of the awards given by the National Science
Academy to young scientists for doctoral and postdoctoral research have gone to
women. Unfortunately, as women attain their PhDs and begin heading their way up
the ranks, many of them drop out of the pipeline. Kunthala Jayaraman attributes this
loss partially to the women's being "forced by their families to get married." Another
reason comes from institutionalised obstacles. Women students working on their PhD
now have a more relaxed curfew of 9:30 p.m.; the university authorities are
concerned for the women's safety. Yet Jayaraman considers this "unfair for women
working in laboratories and cometing with male colleagues who are free to work
whatever hours they choose at the lab bench."
Indian women scientists' careers start off quickly, yet slow down mid-career as
networking and "fitting in" become as important as the quality of their work. "Men
feel more at ease with their male companions and women don't push ahead to get into
committees, which are training grounds for higher positions. The diffidence of
women works against them," says Usha Deniz, a solid-state physicist.
And when women venture into male-dominated disciplines, they may not be
accepted. Note the case of Kiran Mazumdar, a brewmaster's daughter who received a
fellowship in Australia to study fermentation science, worked with her father, and
became an independent consultant to several breweries. Yet when she sought a job
she was well-qualified for as a master brewer, no one would hire her. Potential
employers cited the toughness of the job, the irregular hours, the responsibility of
handling unions, and not wanting the "responsibility" of a female master brewer as
reasons for not hiring her.
As younger generations begin to acknowledge the often subtle discrimination that
presents itself, they may become better prepared to overcome it.

2.6 SUMMARY
The history of the country, as it has been held, often in distorted form has contributed
to Indians often doubting their own capabilities. Thus efforts at organising coordi-
nated work output is often clouded with predicting defeat and failure. A losing team
syndrome has set in which made seeking success difficult. An associated syndrome
of "survival" often makes it difficult for organisations to review their own processes
and bring in improvements. Thus, every manager individually and organisations as
system of people carry the responsibility of finding solutions to their barriers along
with doing their chosen or given tasks. In this unit we have also talked about
organisational relevance in today's scenario and also social issues where there is a
shift from the traditional background.

2.7 SELF-ASSESSMENT QUESTIONS

1. In earlier times shareholder was considered to be the most important
stakeholder. In the current scenario, who do you think are the most important
stakeholders for the organisation and why?
2. What would be the role of a manager in organisations designed on the basis of
emergent paradigm?
3. What will be the impact of shortening of the life cycle of product and
technology on organisation and its employees?
4. What steps would you take as a manager to effect change in the mind-set of
employees conducive to the changing reality of business? 25
Social Processes and 5. How does diversity in workforce provide opportunities for improving
Issues effectiveness of the organisation?

6. Diversity is an essential ingredient of creativity. How do you see your role in

unleashing creative potentials inherent in diversity?

7. Despite the increase in number of women employees, gender bias continues to

prevail. What policy changes should organisations initiate to deal with the
issue?

8. Discuss the emerging role of managers in view of the qualitative change in the
nature of workforce.

2.8 FURTHER READINGS

Ackoff L. Russell (1999), Re-creating the Corporation, Oxford University Press,
New York, pp. 34-35.

Banner, K. David and Gagne, T. Elaine (1995), Designing Effective Organisations,

Sage Publications, New Delhi, pp. 12-15.

Drucker, Peter F. (1995), `The Information Executives Truly Need', Harvard

Business Review, January-February, pp. 54-62.

Senge, M. Peter (1990), The Fifth Discipline (1st ed.), Doubleday, New York, pp. 57-
67 and pp. 205-232.

Srivastava, Bhupen and Panda, Mamta (2003), `Paradigm Shift and Dimensions of
Work Culture: Implications for Organisations', Global Business Review, Sage Publi-
cation, Vol. 4, Nos. 2, New Delhi, pp. 285-310.

Ghoshal, Sumantra and Barlett, A. .Christopher (1997), The Individualised

Corporation, (1st ed.), Harper Business, New York, pp. 74-85.

French, W.L. and Bell, C.H. (1991), Organization Development Behavioural Science
Interventions for Organization Improvement, Prentice-Hall of India, New Delhi.

26