Assignment for Organization Behaviour (Dr Sunita Singh Sengupta)

How to Bring Back Managers

at Work
Submitted by: N 18
Dr Ashish Goyal (H001), Dr Rajeev Goyal (H007), Dr Mihir Verma(H004),
Dr Seema Singhal(H024)Dr Vijay Goyal (H010)&DR Vikrant Khanna (H013)
MBA HCA 1st Sem 2020-22
FMS, University of Delhi
 Transformation of Organizations
• Technological revolution is giving rise to an organizational revolution
• Companies across the economy are using digital technologies and
advanced analytics to unlock new sources of economic value and achieve
improvements in customer focus, productivity, flexibility, and speed.
• Companies are not only transforming what they do but also how they do it.
• Small, self-managed, multidisciplinary teams with end-to-end control of
development, delivery, and other business tasks; rapid cycles of activity
known as sprints; and a test-and-iterate approach to performing work.
How do managers create value in the new
work environment?
• In this organizational revolution, companies lack a compelling model
for the role of management.
• Traditional concept of management involves power, control and
status.
• However, with self-organizing, autonomous teams, these are no
longer necessary.
• There is a transformation in what managers have to do and how they
need to work, at all levels of the organization.
 The command-and-control model

• Managers
• set strategy
• plan, define and allocate work tasks
• establish formal organizational structures
• monitor employees’ performance.
• Employees
• execute according to the strategy and the plan
• their actions governed by the organization’s rules, procedures, and incentives.
• This model worked well in relatively stable environments.
• It also had the advantage of being easy to scale for mass production.
• It led to the specialization of functions and hierarchical management.
• But ineffective in today’s business environment: the exponential increase in
business complexity.
 Developing the new managerial model
• Most managers are putting in more effort and more hours than ever
before.
• But fewer and fewer are actually creating value.
• Requires a shift in how managers conceive of their role.
• They need to adapt to a flexible and dynamic behavioral system
• Promote employees’ autonomy and initiative
• Managers must pay attention to the behavioral dynamics that shape
organizational performance
• They must intervene in order to foster more effective cooperation
 Framing through action
• Design and execution is replaced by the combination of framing and acting.
• Managers “frame” objectives and goals.
• Employees act within this framework
• initiative guided by strategic goals, not rigid processes and rules
• operate more autonomously, making decisions in the moment in response to changing
circumstances/ obstacles/ opportunities
• work together to make the tradeoffs that will create the most value over time.
 Managers too must act.
• Framing that managers do must take place through action :
through ongoing intervention.
• Framing doesn’t happen once
• Continuous
• in close interaction with employees
• in response to the constantly changing circumstances
• Framing through action is also necessary because the more complex the
business, the more difficult it is to make rules that will apply in any and every
situation. 
• Managers need to engage with the work of teams to have a basic understanding
of the on-the-ground obstacles, to recognize potential missteps, and to help
teams course-correct.
 Integrating around the task

• Identify and reinforce the natural integrators in the organization.

Integrators are individuals or work units that rely on cooperation to
get work done.
• First, recognize the managerial nature of the role
• Then give those persons sufficient power to influence the behavior
of others so they are willing to cooperate with one another.
 INCREASE RECIPROCITY

• Mutual conviction among people in a behavioral system that they have

a shared interest in cooperation
• Each actor’s success depends on the success of others.
• Key intervention is to create mechanisms for making the necessary
interdependencies among employees more visible.
• Create feedback loops that expose people directly to the
consequences in the future of the decisions they make and the actions
they take today. 
 Conclusion
• In the changing context of business organizations, the managers
need to be more agile and lead the team from the frontline.
• The strict division between management and the workforce needs
to be relaxed.
To keep the spirits high
regular appreciation of
Health Care Workers
Motivational Letters
HCWs taking pledge to maintain covid
appropriate behaviour.
HCWs at work during pandemic
 References
• Bringing Managers back to work by Yves Morieux
• Photographs Courtesy : Burari Covid Hospital, Govt of NCT of Delhi
 Thanks
for your time