CONSCIOUSNESS,

CONSCIENCE
MANAGEMENT
Organisation Behavior

Presented By
S.ARUNACHALAM
Topics:
 Defining consciousness

 Organisational conscience

 Knowing intepreting preserving organisational

conscience
DEFINING CONSCIOUSNESS:
 Consciousness refers to your individual awareness of your
unique thoughts, memories, feelings, sensations, and
environments. Essentially, your consciousness is your
awareness of yourself and the world around you. This
awareness is subjective and unique to you.
CONSCIENCE :
 A person's moral sense of right and wrong,

viewed as acting as a guide to one's behaviour.

CONSCIENCE MANAGEMENT
 “Managing with a Conscience offers the wisdom of
one of the most respected thought leaders of our
time. ... Managing with a Conscience presents a
better option for improving long-term success,
restoring traditional values, and injecting trust and
integrity into all business practices and relationships.
RELATIONSHIP ORIENTATION IMPROVED
PRODUCTIVITY & LACK OF FORMAL
AUTHORITY
 Relationship orientation is just one name for human relations management.
 It is also known as humanistic management, soft management and theory
Y management.
 It assumes that workers are, by nature, good people who are intelligent,
creative and self-motivating.
 Relationship with managers and co-workers are as important to employees
as they do.
 Workers are involved in decision making, and job satisfaction leads to
organizational commitment.
RELATIONSHIP ORIENTED
ORGANISATIONS
 Relationship-oriented organizations have an entrepreneurial culture.
 They value flexibility and spend time and resources anticipating
trends and shifts in the marketplace in addition to using historical
operations data for planning purposes.
 Frequently these organizations are risk takers that want to drive
changes in their markets.
 The leadership style is people-focused; work is a cooperative
enterprise; and managers are tasked with bringing out the best in their
workers.
IMPROVED PRODUCTIVITY
 In the proper environment, employees are self-directed
will seek and accept responsibility for completing tasks,
and take pride in doing a good job.
 Workers are involved in the decision making process,
thus job satisfaction leads to organizational commitment.
 Relationship-oriented work settings have higher
organizational and individual productivity, fewer
conflicts, improved work group collaboration, increased
employee satisfaction and organizational commitment.
LACK OF FORMAL AUTHORITY
 Relationship-oriented organizations tend to have a

flatter organizational structure than traditionally

managed hierarchical organizations.

 Control is decentralized with departments, teams and

individual employees having more autonomy and

decision-making authority.
 Employees are its most important resource, so job
satisfaction and employee development take
priority over rules and procedures.
 Employees are encouraged to ask for the type and
frequency of management support that they need,
whether it is asking a question, testing a new idea,
regular status meeting or an occasional verbal pat
on the back.