Behavioral Programme Assignment Essay

Our esteemed coast was established on 11 May 1921 and went public on 11 November 1921 in the name of Nadar rely Limited at Ana Mavanna Building, Thoothukudi. Later we renamed as Tamilnad Mer subscribetile bound Limited. We had b arly 4 branches until 1947. The aver has now 388 full fledged branches and 732 ATMs in all over the India. In order to serve the rural argonas, the bank extended services more in non-metro argonas. Out of 388 branches, 344 branches be located in Rural, Semi Urban and Urban areas only. GROWTHWe are one of the oldest private vault of heaven banks which is continuously making profits and paying highest dividends. This was possible only with the dedicated employees at all levels who are energetic and are enthusiastic in the growth and prosperity of the bank. This made the bank to adopt the formal motto Totally Motivated brinkAchievements and Awards The financial express in its survey on Indias Best Bank 2013 has ranked our bank No.1 among the Old Priva te Sector Banks. TMB has been rated 2nd Best Bank in Small Banks category by Business World on a lower floor Indias Best Bank 2013 TMB has received the Best Banker award in Customer Orientation and Human Resources. TMB has received ASSOCHAM India 9th Annual round top cum Social Banking Excellence Awards 2013 Indias Best Private Sector Bank 2013.FUTURE peck OF TMBLooking AheadThe vision of the bank is to develop the bank into a much quicker bank withthe higher(prenominal) level of modernization to handle the affair volume. Noble thoughts and high ideas of the team of management charged with fighting(a) spirit of pieceion will take the bank to a greater height, achieving growth in readiness and exhibit the bank as a warning bank in the Banking industry. The bank has set itself a high standard, be it in operation, customer service or compliance to regulation. Technology upgradation and March towards hi-tech Cyber Banking are the current mission of the Bank. VISION STATEMENTT o be a progressive bank with strong brand equity,Enhancing the value for all the stake holders throughExcellence in performance and good systemMedium Term GoalAiming to accession its total channel to Rs 1 lakh crore in the c leave taboo four years and to expand our branch network outside Tamil Nadu. At present we having a total business of Rs 41,000 crore in 2013-14, and planning to open a large number of branches in Andhra Pradesh, Karnataka, Kerala, Telangana, Gujarat and Maharashtra in the next 3 years.Our endeavor is to consider 30-40 branches in each of these states. We are targeting a total business of Rs 50000 crore in 2014-15, and exacting to absorb a network of 800 branches in four years.Our medium-term goal is to slang TMB a pan-India bank. later the expansion of branch network in the southern states, we will focus on widening our trace in the northern and eastern regions of the country.ASSIGNMENT IICISCO WORK CULTURE immediatelys memorial tablets face increasin g demands for responsiveness, adaptability, innovation, speed, and responsible corporate citizenship. No presidential term can afford to dismiss the authorization benefits of having a diverse and inclusive culture. So for lake herring, building an inclusive and diverse organization is an ongoing and prerequisite business imperative. It truly believe it is their responsibility to Empower our teamsEliminate biasesCreate an environment where ein truthone feels welcomed, valued, respected, and heard. CommitmentThey aim to provide employees with all the resources, programs, and training necessary to achieve their business goals. They have been giving everyone an opportunity to insure at their best selves, and provide their customers with the best and some innovative products and services. How They Are StructuredBy partnering with their business leaders, human resource organizations, and key stakeholders and constituents, they have built a holistic diversity framework that is inser t in every part of lake herring. They have constructed an Inclusion and Diversity Coalition, a global team that advises and supports Cisco executives at the function and region level. Along with established inclusion and diversity ambassadors, it includes advocates in the field. The team helps to cannonball on program execution by reinforcing inclusion and diversity communication and expectations.Ciscos employee engagement systemCiscos employee engagement strategy has yielded several benefits through the use of collaboration tools. For example, the quarterly family meeting has gone through a total transformation. In the past, Cisco held the comp any meetings in a physical location, usually a local convention center near the headquarters in San Jose, California. Today the quarterly company meetings are virtual. Through the use of video and collaboration technologies, employees globally can act in these meetings and interact with senior executives through a live chat (using Cis co Jabber technology). The blameless event is recorded (along with chat transcripts and other documents) and shared with all employees. This approach has increased employee participation and provided a late venue for rich interaction between employees and senior executives, all of which have boosted overall employee satisfaction. Cisco uses a virtual format for other events as well much(prenominal) as the annual global sales hold up (20,000-plus attendees) and strategic leadership offsite (3000-plus senior leaders).More than ever employees are conscious of their health and wellness, while employers are looking for slipway to provide employees with high-quality healthcare options while keeping their costs under control. Cisco opened a state-of-the-art HealthCenter in San Jose for employees and has followed with centers at other sites. Through the use of technologies much(prenominal) as HealthPresence and unified communications, Cisco employees have access to some(a) of the bes t healthcare systems around the landASSIGNMENT III3 type Component of CommitmentAbout the ModelJohn Meyer and Natalie Allen real their Three Component Model of Commitment and published it in the 1991 Human Resource Management Review. The model explains that payload to an organization is a psychological state, and that it has triad distinct components that affect how employees feel about the organization that they work for. The three components are1. Affection for your air (affective commitment).2. Fear of loss ( prolongation commitment).3. Sense of obligation to delay (prescriptive commitment).We can use this model to increase commitment and engagement in your team, while also helping throng to experience a greater feeling of well-being and job satisfaction. Lets look at each of Meyer and Allens three types of commitment in greater detail. Affection for Your Job (Affective Commitment)Affection for your job occurs when you feel a strong emotional attachment to your organizati on, and to the work that you do. Youll near promising identify with the organizations goals and values, and you genuinely privation to be there. If youre enjoying your work, youre likely to feel good, and be satisfied with your job. In turn, this increased job satisfaction is likely to add to your feeling of affective commitment. Fear of Loss (Continuance Commitment)This type of commitment occurs when you urge up the pros and cons of leavingyour organization. You may feel that you need to stay at your company, because the loss youd experience by leaving it is greater than the benefit you think you might gain in a sensitive role.These perceived losses, or side bets, can be monetary (youd lose salary and benefits) original (you might lose seniority or role- cogitate skills that youve spent years acquiring) or social (youd lose friendships or allies). The severity of these losses often increases with age and experience. Youre more likely to experience prolongation commitment if youre in an established, successful role, or if youve had several promotions within one organization. Sense of pact to Stay (Normative Commitment)This type of commitment occurs when you feel a sense of obligation to your organization, even if youre dysphoric in your role, or even if you want to pursue better opportunities. You feel that you should stay with your organization, because its the near thing to do. This sense of obligation can stem from several factors. You might feel that you should remain with your organization because it has invested money or time in your training. Or perhaps it provided a reward in advance, such as paying for your college tuition. This obligation can also result from your upbringing. For instance, your family might have stressed that you should stay loyal to your organization. noneThese three types of commitment are non mutually exclusive. You can experience all three, or two of the three, in varying degrees. Applying the Model at our TMBAffecti on for Your Job (Affective Commitment)We are very fortunate in having dedicated employees at all levels who have been energetic and working with untiring avidness for the good growth and prosperity of the institution for the past 92 years. The name and fame of the bank are in a large measure, due to the efficient and diligent service of the highly loyal staff members and officers. This has enabled the Bank to adopt the official motto Totally Motivated Bank. Most of the employees in TMB are affiliated towards our organization. This has been proven through theprofits earned and dividends paid to the stake holders. Without the positive commitment of affectionate this would not have been possible. In TMB, employees treat themselves to be a part of the family. With this unique feature TMBians flow forward and make the organization goals and achieve great heights. Fear of Loss (Continuance Commitment)Its important to do our best to grow affective commitment, and reduce our teams relian ce on continuance and normative commitment, so that we can lead a team of battalion who feel passionate for their roles. In TMB, we having some team up members with continuance commitment, which not only impact their growth but also impacting other Team enthusiastic employees, or even lower the morale of the organization. To encourage positive variegates, we will link peoples goals with those of the team or organization. If appropriate, we align our teams roles with their skills and interests, with techniques such as Job Crafting . Its important to help people find purpose in their work, which will help them to come out from the above commitment. Sense of Obligation to Stay (Normative Commitment)In our organization, some officers from STEP programme feel a sense of normative commitment since our organization has invested a lot in their training and development. Since they have been assure for 5 years, they could not able to switch job even if they got better opportunity. To over come this we are likely to develop affective commitment through explaining them about their growth in this esteemed organization and make them to feel & experience positive emotions at their work. Further, we will encourage these people to thrive, and to enjoy the work that theyre doing. We make sure that we give praise regularly, and create a healthy workplace , so that these resistant of people will be happy and productive.ASSIGNMENT IVChange is a common draw off that runs through all businesses regardless of size, industry and age. Our world is changing fast and, as such, organizations must(prenominal) wobble quickly too. Organizations that handle limiting well thrive, whilst those that do not may struggle to survive. The concept of deepen management is a familiar one in most businesses today. But, howbusinesses manage dislodge (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. And a key part of this depends on how far people within it understand the change process. One of the cornerstone models for understanding organisational change was developed by Kurt Lewin back in the 1950s, and still holds true today. His model is known as break up Change Refreeze, refers to the three-stage process of change he describes. Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changing the shape of a block of ice Lewins Three-Step Model For Implementing ChangeUnfreezeThis first stage of change involves preparing the organization to read that change is necessary, which involves break elaborate the existing status quo before you can build up a new way of operating. lynchpin to this is developing a compelling message provideing why the existing way of doing things cannot continue. This is easiest to frame when you can point to declining sales figures, poor financial results, worrying customer satisfaction surveys, or suchlike These show that things have to change in a way that everyone can understand. To prepare the organization successfully, you need to hold out at its core you need to challenge the beliefs, values, attitudes, and behaviors that currently define it.Using the analogy of a building, you must examine and be prepared to change the existing foundations as they might not support summation storeys unless this is done, the whole building may risk collapse. This first part of the change process is usually the most difficult and stressful. When you start cutting down the way things are done, you put everyone and everything off balance. You may evoke strong reactions in people, and thats exactly what needs to done. By forcing the organization to re-examine its core, you in effect create a (controlled) crisis, which in turn can build a strong motivation to judge out a new equilibrium. Without this motivation, you wont get the buy-in and participation necessary to effect any meaningful change. Change subsequently the uncertainty created in the unfreeze stage, the change stage is where people jump to resolve their uncertainty and look for new ways to dothings. race start to believe and act in ways that support the new direction. The transit from unfreeze to change does not happen all-night People take time to embrace the new direction and participate proactively in the change. A related change model, the Change Curve , focuses on the specific issue of personal transitions in a changing environment and is useful for understanding this specific aspect in more detail. In order to accept the change and contribute to making the change successful, people need to understand how the changes will benefit them. Not everyone will fall in line just because the change is necessary and will benefit the company. This is a common assumption and pitfall that should be avoided. Time and communication are the two keys to success for the changes to occur. People need time to understand the change s and they also need to feel highly connected to the organization throughout the transition period. When you are managing change, this can require a great deal of time and effort and hands-on management is usually the best approach. RefreezeWhen the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, and so on. The refreeze stage also needs to help people and the organization internalize or institutionalize the changes. This nub making sure that the changes are used all the time and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working. The rationale for creating a new sense of stability in our every changing world is often questioned.Even though change is a constant in many organizations, this refreezing stage is still important. Without it, employees get caught in a transition trap where they arent sure how things should be done, so nothing ever gets done to full capacity. In the absence of a new frozen state, it is very difficult to tackle the next change possibility effectively. How do you go about convincing people that something needs changing if you havent allowed the most recent changes to sink in? Change will be perceived as change for changes sake, and the motivation required to implement new changes simply wont be there. As part of the Refreezing process, make sure that you celebrate the success of the change this helps people to find closure,thanks them for steadfast a painful time, and helps them believe that future change will be successful.Applying the model at TMB At our bank we have followed the Lewins Three-Step Model while implementing our New Logo UnfreezeEven though our Bank has been established in 1921, the logo was set for the bank only in 1962. Since the logo was not competent to m atch to the current generation of banking and also not expressed the future face of the bank. It has been discrete to change the Logo. After having various meetings with our stake holders, at last our Management got approval from our stake holders to change our logo. Our Management has started the process for changing the logo of our bank after 50 years. We are well sensitive that changing our established logo should be approached with a great deal of caution and forethought. Only a new logo design makeover (executed correctly) can infuse our company brand with new excitement, new blood. We are the leading private sector bank with strong development in modern banking and need a logo that is more in line with, and appealing to, our vision along with modern banking facilities. ChangeAfter got approval from stakeholders, our bank started planning on designing the new logo which should express our vision along with modern banking facilities. The organization has ready to take risk by c hanging the Logo. The Dispel rumors by answering the questions asked by any one the openly and honestly and also relate the need for change back to operational necessities. Our organization has announced a contest among the staff members for creating a logo which should reflects our vision and redbrick banking and also to make the staff involvement. Which made everyone feel that its a right time to change Logo of our bank and will give new face to our bank. RefreezeWith help of our all staff members our bank has designed a new log which described our vision and modern banking.The magenta-and-royal-blue combo is a noisy showcase of the brands illustrious past, where the inherent DNA of our bank customer orientation & commitment to excellence takes center-stage. The complementary colours and the clear-cut typeface underline our banks new doctrine of staying in tune with the current generation. What holds the logo together and helps break the clutter is the clever play on the letter M. An amalgam of two upward arrows, the Positive M clearly symbolizes our banks new promise to be one step ahead of life. our New logo was created. On 03.05.2012, we have launched New Corporate Identity (New Logo) for our Bank in a grand function at Thoothukudi by our Managing Director & CEO in the august presence of all the Directors of our bank. Change of our New Logo was communicated to people through various medium of communication. The New logo has brought a strong believe from the public that, our bank not only a have a traditional type of banking but also have the Modern banking.