Behavioral Programme Assignment Essay

Our esteemed affirm was realised on 11 whitethorn 1921 and went public on 11 November 1921 in the name of Nadar Bank particular(a) at Ana Mavanna Building, Thoothukudi. Later we renamed as Tamilnad Mer washbowltile Bank Limited. We had any(prenominal) 4 branches until 1947. The entrust has now 388 full fledged branches and 732 ATMs alone over the India. In smart set to serve the rural argonas, the stick widen services more in non-metro aras. Out of 388 branches, 344 branches atomic number 18 located in Rural, Semi Urban and Urban areas only. GROWTHWe are one of the oldest one-on-one sector banks which is continuously making profits and paying eminentest dividends. This was possible only with the dedicated employees at each(prenominal) levels who are ener look atic and are hot in the growth and prosperity of the bank. This made the bank to adopt the ex officio motto Totally Motivated BankAchievements and Awards The financial express in its survey on Indias Best Bank 2013 has ranked our bank No.1 among the Old Private Sector Banks. TMB has been rated 2nd Best Bank in Small Banks category by Business World under Indias Best Bank 2013 TMB has received the Best Banker award in guest Orientation and Human Resources. TMB has received ASSOCHAM India 9th Annual Summit cum kindly Banking Excellence Awards 2013 Indias Best Private Sector Bank 2013. prox VISION OF TMBLooking AheadThe vision of the bank is to develop the bank into a much unassailableer bank withthe higher level of modernization to identify egress the contrast volume. Noble thoughts and high ideas of the team up of centering charged with alive(p) spirit of action will take the bank to a great height, achieving growth in strength and exhibit the bank as a flummox 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 m ission of the Bank. VISION recordTo be a progressive bank with strong brand equity,Enhancing the appraise for all the hazard holders throughExcellence in performance and safe(p) governanceMedium Term GoalAiming to increase its total business to Rs 1 lakh crore in the next four years and to distend our branch net pasture outside Tamil Nadu. At present we having a total business of Rs 41,000 crore in 2013-14, and planning to open a bear-sized number of branches in Andhra Pradesh, Karnataka, Kerala, Telangana, Gujarat and Maharashtra in the next 3 years.Our endeavor is to swallow 30-40 branches in each of these states. We are targeting a total business of Rs 50000 crore in 2014-15, and aiming to deplete a net campaign of 800 branches in four years.Our medium-term goal is to make TMB a pan-India bank. later on the expansion of branch ne devilrk in the grey states, we will focus on widening our footprint in the Yankee and eastern regions of the country.ASSIGNMENT IICISCO WORK CULTURE nowadayss presidential terms face increasing demands for responsiveness, adaptability, innovation, speed, and responsible corporate citizenship. No establishment can afford to dismiss the potential benefits of having a diverse and comprehensive culture. So for cisco, building an inclusive and diverse shaping is an ongoing and all-important(a) business imperative. It truly believe it is their responsibility to Empower our teamsEliminate biases bring to pass an environment where all(prenominal)one savors welcomed, valued, respected, and heard. payloadThey aim to provide employees with all the resources, programs, and training infallible to achieve their business goals. They have been giving everyone an opportunity to operate at their best selves, and provide their customers with the best and most innovative products and services. How They Are integratedBy partnering with their business leaders, human resource organizations, and key stakeholders and constituents, the y have reinforced a holistic diversity framework that is embedded in every part of Cisco. 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 cellular inclusion and diversity ambassadors, it includes advocates in the field. The team helps to accelerate program execution by reinforcing inclusion and diversity communication and expectations.Ciscos employee engagement dodgeCiscos employee engagement strategy has yielded several benefits through the social function of collaboration tools. For example, the quarterly company meeting has gone through a total transformation. In the past, Cisco held the company meetings in a strong-arm location, usually a local convention center near the plate in San Jose, California. Today the quarterly company meetings are virtual. Through the accustom of video and collaboration technologies, employees globally can participate in the se meetings and interact with senior executives through a live chat (using Cisco spout technology). The entire event is recorded (along with chat transcripts and other documents) and shared with all employees. This approach has increased employee participation and provided a immature venue for deep interaction between employees and senior executives, all of which have boosted overall employee satisfaction. Cisco personas a virtual format for other events as tumesce such as the annual global sales look (20,000-plus attendees) and strategic leading offsite (3000-plus senior leaders).More than ever employees are conscious of their health and wellness, duration employers are looking for slipway to provide employees with high-quality healthcare options go property 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 such as HealthPresence and unified com munications, Cisco employees have access to some of the best healthcare sy straws approximately the worldASSIGNMENT III3 form Component of CommitmentAbout the ModelJohn Meyer and Natalie Allen developed their Three Component Model of Commitment and published it in the 1991 Human Resource Management Review. The seat explains that allegiance to an organization is a psychological state, and that it has terzetto distinct components that require how employees feel active the organization that they work for. The three components are1. centre for your hypothesize (affective commitment).2. Fear of privation ( protraction commitment).3. Sense of obligation to quell (normative commitment).We can use this model to increase commitment and engagement in your team, while besides helping deal to experience a greater sense of public assistance and job satisfaction. Lets look at each of Meyer and Allens three types of commitment in greater detail. meat for Your Job (Affective Commitm ent) philia for your job occurs when you feel a strong emotional attachment to your organization, and to the work that you do. Youll most likely identify with the organizations goals and values, and you genuinely requirement to be there. If youre enjoying your work, youre likely to feel inviolable, and be contented with your job. In turn, this increased job satisfaction is likely to add to your feeling of affective commitment. Fear of passing play (Continuance Commitment)This type of commitment occurs when you weigh up the pros and cons of leavingyour organization. You may feel that you compulsion to stay at your company, because the loss youd experience by leaving it is greater than the benefit you guess you readiness gain in a tonic(a) role.These perceived losings, or side bets, can be monetary (youd lose salary and benefits) professional (you might lose seniority or role- alluded skills that youve spent years acquiring) or social (youd lose friendships or allies). The s everity of these losses often increases with age and experience. Youre more likely to experience continuance commitment if youre in an established, successful role, or if youve had several promotions inwardly one organization. Sense of Obligation to Stay (Normative Commitment)This type of commitment occurs when you feel a sense of obligation to your organization, even if youre unhappy in your role, or even if you want to pursue better opportunities. You feel that you should stay with your organization, because its the decent 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 season in your training. Or perhaps it provided a reward in advance, such as paying for your college tuition. This obligation can likewise event from your upbringing. For instance, your family might have stressed that you should stay loyal to your organization. NoteThese 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 TMBAffection for Your Job (Affective Commitment)We are very fortunate in having dedicated employees at all levels who have been energetic and working with untiring zeal 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 industrious service of the highly loyal staff members and officers. This has enabled the Bank to adopt the prescribed motto Totally Motivated Bank. Most of the employees in TMB are committed 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 turn to themselves to be a part of the family. With this unique feature TMBians mint 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 master our teams reliance on continuance and normative commitment, so that we can lead a team of batch who feel demon-ridden for their roles. In TMB, we having some Team members with continuance commitment, which not only fix their growth but in any case impacting other Team enthusiastic employees, or even lower the morale of the organization. To encourage positive channels, we will touch on 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 standard programme feel a sense of normative commitment since our organization has invested a lot in the ir training and development. Since they have been contracted for 5 years, they could not able to switch job even if they got better opportunity. To smite 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 kind of people will be happy and productive.ASSIGNMENT IV variety is a common tramp that runs through all businesses regardless of size, industry and age. Our world is changing devalued and, as such, organizations must(prenominal) permute quickly too. Organizations that handle limiting well thrive, whilst those that do not may struggle to survive. The concept of channelise management is a familiar one in most businesses today. But, howbusinesses manage pot pourri (and how successful they are at it) varies enormously depending on the nature of the business, the modification 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(a) today. His model is known as Unfreeze Change Refreeze, refers to the three- branch process of change he describes. Lewin, a physicist as well as social scientist, explained organisational change using the analogy of changing the shape of a encumber of ice Lewins Three-Step Model For Implementing ChangeUnfreezeThis first stage of change involves preparing the organization to accept that change is necessary, which involves break down the exist status quo before you can build up a refreshful way of operating. Key to this is developing a compelling message present why the existing way of doing things cannot con tinue. 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 lack to start 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 add-on storeys unless this is done, the whole building may insecurity collapse. This first part of the change process is usually the most fractious and stressful. When you start cutting down the way things are done, you delegate everyone and everything off balance. You may evoke strong reactions in people, and thats but what take to done. By forcing the organization to re-examine its core, you effectively create a (controlled) crisis, which in turn can build a s trong need to seek out a rude(a)-sprung(prenominal) equilibrium. Without this motivation, you wint get the buy-in and participation necessary to effect any meaningful change. ChangeAfter the uncertainty created in the unfreeze stage, the change stage is where people approach to resolve their uncertainty and look for crude ways to dothings. tribe start to believe and act in ways that support the new direction. The musical passage from unfreeze to change does not happen overnight plenty 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 profitable 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 be nefit 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 changes 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 pickings shape and people have embraced the new ways of working, the organization is construct 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 means 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 initiative 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 find the success of the change this helps people to find closure,thanks them for enduring 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 logotype UnfreezeEven though our Bank has been established in 1921, the logotypetype was set for the bank only in 1962. Since the logo was not competent to match to the current generation of banking and also not expressed the future face of the bank. It has been decided to change the Logo. After having discordant 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 aware 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 faciliti es. 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 fix to take risk by changing the Logo. The Dispel rumors by reply 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 Modern 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 colourful showcase of the brands illustrious past, where the inherent desoxyribonucleic acid of our bank customer orientation & commitment to excellence takes center-s tage. The complementary work and the clear-cut typeface underline our banks new ism of staying in tune with the current generation. What holds the logo together and helps break the smother 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 & chief operating officer 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.