Organizational Behavior 2022 Assignment

Organizational Behavior 1
Title: Business, Environment, and Society in the Tropic
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Organizational Behavior 2
Ethics and CSR
DBS Bank has a code of conduct that is to be followed by each member of the group. The
members are expected to display behavior that is in high standards of ethical conduct. The three
main elements are integrity, responsibility, and trust. In addition, the people working in DBS are
expected to use the company assets only for the purpose of work and not any other means.
Another important principle is maintaining confidentiality. As employees, people get access to
confidential and valuable information which can be wrongfully used if fallen into the wrong
hands. The information of the client should also remain confidential. Also, conflict of interest
should be handled in a mature and proper manner without losing the values of the organization.
In addition, the banks promote fair dealings and no illegal practices are encouraged. Most
important of all is to raise the voice if any person hears or sees something that shouldn’t be. This
ethical code of conduct has made the bank successful and it has maintained that position for long
now.
The DBS-NUS Social Venture Challenge is an Asian social enterprise contest open to
any community participant. The competition was launched with the goal of defining and
promoting social enterprises with the potential to generate a scalable and sustainable social
impact. Besides programs, DBS is the only bank that offers its skilled workers a Social
Enterprise Package, with virtually non-compliance transactional banking, preference loans,
special subsidies and volunteer aid. Sustaining social companies–self-supporting companies that
address social requirements creatively and effectively–is their way of addressing the myriad
social challenges of a rapidly growing Asia. Social companies provide jobs, goods, and services

Organizational Behavior 3
for the disadvantaged and marginalized in developing commercially sustainable solutions. The
bank’s heritage as a development bank reinforces the promotion of social enterprises and relies
on our expertise in serving the small-sized enterprise sector.
Organizational Strategy
Piyush Gupta began formulating a new direction for the bank during the first 100 days of
his tenure as CEO, concentrating on three areas: defining a new strategy and focus areas,
improving processes, and improving technology, and building a stronger culture. On an off-site
retreat, the bank put Gupta and his management team to work. He explained: “Our strategic
intention: to be the Asian bank of New Asia to choose from. Asian Bank' said we'd like to
concentrate on Asia. We wanted to be the' Bank of Choice' to ensure that customers and
employees had the qualities and qualifications that they would select us.” New Asia' was a far-
sighted declaration of what Asia seemed to be. Implementing the plan will entail internal
communication, training of the organization's people and the creation of software infrastructure.
Gupta and his strategy team visited DBS offices across countries to convey the strategy in order
to ensure harmonization across the whole community. Both country leaders had to apply their
plans to implement the new strategy. Internal and external relations were also organized and
communicated across the company at all levels.
The system of matrix management was updated to determine who was best equipped in
the organization, which made different types of decisions accountable. The bank also
concentrated on selling companies that didn't suit the plan. In recruiting, potential candidates
were judged on whether they embodied PRIDE's values–"passionate and dedicated, connections
of quality, integrity, and respect, teamwork, faith in excellence." To help assess and analyze their