Organisations and Behaviours Unit 3

7/17/2019 Organisations and Behaviours Unit 3

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Contents1.1 Organisation structures.........................................................................3

All organisations structures have advantages and disadvantages.....................................3

1.2 Organisation culture.............................................................................4

1.3 How the relationship between an organisation’s structure and culture

can impact on the performance of the business.........................................5

1.4 factors that inuence the individual behaviour at wor!.......................5

".1 di#erent leadership st$les and their e#ectiveness................................%

"." Organisational theories and management practice...............................&

".3 Compare and evaluate di#erent approaches to management..............'

3.1( 3." and 3.3 )otivational theories( application of these theories in ourcase scenario( usefulness of these theories for managers and

recommendation....................................................................................... 1*

4.1 +he ,ature of groups and group behaviour.........................................1"

4." -actors that promote or inhibit the development of an e#ective

teamwor and their applicabilit$ in our case scenario..............................14

4.3 +echnolog$ e#ects on team functions.................................................1%

II Power Point Presentation........................................................................1

/eferences!............................................................................................... "%

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1.1 Organisation structures

All organisations structures have advantages and disadvantages.

Choosing the right organisation structure is a fundamental decision in cooping with

changes.

In order to make the right decision we must understand the pros and cons of the

available decisions.

Taking into account that the flatter organisation respond better to changing situation I

recommend to Mr Wakefield to choose a flat structure. Also it is easier for the new

staff to integrate in such a structure than in a taller one. Also creating a special

department a task team to deal with training the new staff and integrating them! will

be highl" recommended to overcome the lack of control and to overload the tasks of

the fewer managers.

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1.2 Organisation culture $avasi and %chult& 2''(! state that organi&ational culture is a set of shared mental

assumptions that guide interpretation and action in organi&ations b" defining

appropriate behaviour for various situations. At the same time although a compan"

ma" have their )own uni*ue culture)+ in larger organi&ations+ there is a diverse and

sometimes conflicting cultures that co,e-ist due to different characteristics of the

management team. The organi&ational culture ma" also have negative and positive

aspects

A common wa" of culture classification is the following



1.3 How the relationship between an organisation’s structureand culture can impact on the performance of the business

The structure and the culture of an organisation influence each other. We can sa" that

the structure is like a framework of a culture but if the culture starts to disintegrate thestructure will fall apart as well.

If there is a strong bound between an organisation culture and structure and the

culture is shared b" its emplo"ees than the organisation performance will be high.

The relation between the structure and the culture of an organisation usuall" is/

1. Tall structure, role culture

2. 0lat structure, power culture

#. matri- structure task culture

iving that we choose the flat structure that implies a power culture to overcome the

deficits I recommend to introduce a matri- departmenttask team! that will deal with

training the new staff+ integrating the new emplo"ees them+ etc

1.4 factors that influence the individual behaviour atwork:

A change in management can confuse+ disorientate+ reduce the *ualit" of work+ lead to

incapacit" to adapt+ insubordinations etc. to avoid this we must understand the factors

that influence the individual behaviour at work/

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2. Attitudes

Allport 14#3! proposed that an attitude is a mental and neural state of readiness+

organi&ed through e-perience+ e-erting a directive or d"namic influence upon the

individual5s response to all ob6ects and situations with which it is related)

A certain attitude of mistrust+ suspicion and resistance will be present among the stuff.

It is important to implement a positive attitude right from the beginning becauseafterwards it is difficult to change an alread" formed attitude.

We can positivel" influence the attitudes to the new management through/

,to inform and train the new team in order to integrate them into the new s"stem

,set clear goals

,recognise and reward the achievements

,7pen management st"le

,$egular feedback

,7pen and honest communication

,the new emplo"ees should be e*uall" treated and have the same opportunities as the

other emplo"ees

,value their work ,positive atmosphere

,well,e*uipped and clean

,the manager should be a role model

,position the compan" highl" in emplo"ees mind through/ awards for outstanding

results and emplo"ees posters etc.

#. %kills8aptitudes

A possible differentiation is that skills are something that we are good at and aptitudes

is the abilit" to learn or develop new skills or abilities.

It9s vital to place the people with the right skills in the right positions and also know if

the" have the potential to learn new things that suit best for the organisation interests.

. Intelligence

It is well known that left side of the brain is responsible with logical thinking

mathematical thinking! and the right side of the brain is responsible with emotional

thinking also creativit" and imagination!

It will be easier for the new emplo"ees that have a good anal"tic thinking related with

the left side of the brain to understand and cope with the new given tasks and for

those with an evolve emotional thinking will be easier to integrate in the team and

the" will adapt *uicker and better to the changes.

2.1 different leadership styles and their effectiveness

There are man" leadership st"les some of the most important ones are/

,Autocratic

,:emocratic

,;aternalistic

,<aisse& faire

,;articipative

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%ome of the leadership characteristics are/

,use of the authorit" b" manger , speed of decision,making

,area of freedom for emplo"ees , use of human resources

=if the decisions don9t go through management the decision,making process can bemuch faster

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2.2 Organisational theories and management practice

There is a certain distinction between management and leadership that must be

clarified first/

Management is about how to do things is about a set of attributes and about using the

authorit" in order to do what it must be done in a controllable and measurable wa".

<eadership is about what it must done about how to lead the organisation to the

future+ about innovation and how to determine people to follow "ou.

There are man" theories about how an organisation is best to be managed.

%ome of them are/

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2.3 ompare and evaluate different approaches tomanagement

%cientific management

@ow da" scientific management basic principles are commonl" used in most of the

organisations even though not in its purel" form. asicall" an" compan" want theiremplo"ees to be more productive and financial incentive is still a strong motivating

factor. Man" hotels in B use scientific management to increase productivit" and to

encourage staff. Chambermaids usuall" have detailed instructions on how to do the

6ob and are strictl" supervised. The onl" chance to cope with the enormous amount of

dail" task is to have detailed steps that help them reduce the time needed. There is a

small financial stimulation if "ou prove to be more productive. Athena hotel is one of

man" hotels that make use of scientific management.

Dlton Ma"o Eirgin Media

Dven though Eirgin Media use Dlton Ma"o management approach the" still

recognises that reward is one of man" motivating factors for a lot of its people andoffers competitive salaries+ along with bonus schemes and reward schemeswhich

relate with Ta"lor scientificall" management!. Fowever Eirgin Media is a fast moving

compan" and it understands the factors of motivation. It offers additional benefits

including private health care+ life insurance+ compan" pension scheme and staff

saving schemes things that points out that the" reall" care for their emplo"ees+

recognition and a sense of belonging and involvement. A practical e-ample of how

Eirgin Media recognise individuals is the possibilit" to advance reall" *uickl" like

en6amin who 6oined Eirgin Media in 2'11 and went from apprentice to service

technician and then network engineer in 6ust 1 "ear and ( months.

We can conclude that/

Dver" organisation have its uni*ue approach to management even though the" get

closer to one theor" or another. The" often use a mi-ture of two or more theories but

the" have an original approach+ the" uni*ue approach considering the t"pe of business

the" ran+ number of emplo"ees+ how skilled the" are+ financial environment.

Although some theories ma" seem obsolete

$ecommendation/

Taking into account our scenario and the intellectual t"pe of business+ human relation

approach seems the most appropriate+ although in the beginning strict proper trainingmust be put in place in order to help the new emplo"ees familiarised and understand

the new environment. To set things in place a light scientific approach is preferable.

An important factor is that nowada"s the same organisation ma" use different

management st"les depending of the departments involved and the diverse situations+

the best managers adapt to the situation. 0or e-ample Tesco use a democratic

leadership st"le encouraging emplo"ees to take part in taking decisions but sometimes

it ma" use an autocratic leadership. Managers will not use a laisse&,faire approach

with a new baker" emplo"ee but rather an autocratic approach until he learns the

safet" procedures and the baker" operations because otherwise he ma" put himself or

others in danger or he ma" burn the bread.

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3.1! 3.2 and 3.3 "otivational theories! application ofthese theories in our case scenario! usefulness of

these theories for managers and recommendationA leader must know how to motivate and empower its subordinates. The motivational

level of emplo"ees determinate the success or failure of an organisation. There are

several motivational theories that tried to understand what drives people.

1. Maslow's hierarchy of needs

In conformit" with Maslow5s motivational theor" a person needs evolve graduall"

from ph"siological to self actualisation needs+ when a group of needs is satisfied it progress to the ne-t group.

0irst group of needs is satisfied b" the income received+ second group b" safet" of the

working environment and protection of unemplo"ment+ third group of needs represent

the human need of belonging to a group and it is given b" a positive teamwork+

communication with colleagues etc+ the respect of others and superiors falls into the

fourth group of needs+ and the fifth one relates to personal achievements.

In our case a paternalistic leadership st"le will not satisf" all levels of needs but will

be a good base satisf"ing the first # levels of needs considering the period of change

when the basic needs could be at risk risk of unemplo"ment+ no sense of belonging

etc.!. After ensuring that ever"bod" reached to a certain comfort the leadership could

change to a democratic st"le to be able to satisf" the other level of motivation.

Cons of Maslow5s theor"/

,people tend to have several groups of needs at one time

,hard to tell when a need is satisfied

,people ma" wish to satisf" a higher group of needs before the other ones e-ample

people ma" be willing to accept a lower wage for a certain position

2. Herzberg two factor theory

According to Fer&berg there are two ma6or factor that influence satisfaction and

motivation of emplo"ees/ F"giene factors and Motivator factors. There are somesimilarities between Maslow5s theor" and Fer&berg theor" but unlike Maslow

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Fer&berg state that onl" the motivator factors motivates the emplo"ee+ the F"giene

factors onl" creates satisfaction or dissatisfaction.

F"giene factors refers to wages+ working conditions+ 6ob securit"+ *ualit" of inter,

personal relations and other factors. In our case a paternalistic leadership st"le will

ensure a sense of stabilit" in the given changing environment.

Motivational factors refers to individual need to grow. Motivator factors are/ a

stimulating and challenging 6ob role to avoiding repetition!+ personal grow in the

compan"+ gaining recognition+ status+ personal achievements+ responsibilities etc.

Dven though a paternalistic leadership st"le will not motivate enough its emplo"ees+

consider that in a period of change the 6ob role is an"thing but boring the personal will

be motivated to fulfil their tasks and to learn new things. After ever"bod" will

understand their tasks and will learn the needed skills the leadership st"le should

change to a more democratic one to fulfil the other motivational needs like

recognition+ personal grow etc.

3. McGregor Theory X & Theory Y

Mcregor developed two important motivational theories about the organisationalemplo"ees. Theor" G state that people dislike work and tr" to avoid it+ dislike

responsibilities and lack ambitions+ desire securit" etc. 0or those people an autocratic

management st"le is suitable+ a s"stem of control+ punishment+ coercion and financial

motivational is used. ;eople falling into H theor" consider work as rest and pla"+ work

is considered a source of satisfaction+ individuals seek responsibilities etc. 0or this

theor" a participative management is more suitable and the challenge is to create a

working environment that stimulates emplo"ee9s interest and creativit". Mcregor

didn5t impl" that people fall strictl" into one categor" or another but rather between

having more traits from the both.

;ractice shows that if "ou treat emplo"ees as if the" fall into theor" H the" will

deliver better results than if "ou treat them as people falling into G theor". I think that people tr" to meet the e-pectation of others+ so if "ou think badl" of them the" will

act in that e-pected manner.

In our case scenario it would be rather difficult to appl" a paternalistic management

st"le because the new emplo"ees don5t know how to do their 6obs properl" and the"

would not be devoted "et to the new organisation purpose+ still it is of the upmost

importance to treat them fairl"+ with respect+ to tr" to e-plain them ever" step and

wh" the" have to make those steps and to trust their abilities that the" will become

great successfull" emplo"ees part of the organisation. 7nce the probation time is over

the management st"le will evolve naturall" to a more democratic one where

motivational theor" H will be full" applied.

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4. !"ectancy Theory of Moti#ation $ %ictor %roo

D-pectanc" theor" assumes that people can be motivated if the" believe that a greater

effort will result in better performancee-pectanc" , D! and better performance will

lead to a desirable outcomeinstrumentalit",I and valence,E!.

Managers must ensure that the following condition are met/

1. people think that greater effort lead to better performance

2. increased performance lead to rewards

#. the reward has value for emplo"ee

If one of this conditions is not fulfil then the emplo"ee will not be motivated.

If the theor" is to be put in place we must take into account that people have different

skills+ knowledge+ e-perience+ personalities and different goals.

In our case scenario managers should ensure that performance is ver" closel"

tied to reward and to ensure that the rewards are wanted b" the emplo"ees. Taking

into account our situation emplo"ees ma" find it hard to believe that greater effortlead to better performance. Managers should tr" to/ strengthen emplo"ees believes in

the bond between effort and performance+ organise training courses etc.

This theor" could also overlaid with other motivational theories for e-ample

with Maslow to determinate the individual desirable goals that needs to be fulfilled. In

fact I think that all mentioned motivational theories and not onl" could be applied to

some e-tent as it was discussed.

#.1 $he %ature of groups and group behaviour

A group is a bunch of people working together towards a common goal.roups are usuall" classified as formal and informal.

0ormal groups result from the organisation structure and its communication

channels. 0ormal groups have certain goals that needs to be attained. There are certain

differences between groups and teams. This difference is illustrated better b" the

elevator e-ample. A group walking in an elevator becomes a team when the elevator

breaks down.

Informal groups are based on personal relationships and don5t necessar" follow the

structure of the organisation+ such groups can be form from vertical+ diagonal or

hori&ontal levels of the organisation structure.

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Although informal groups and grapevines can be a sign of bad communication and

organisational problems within a compan" if the" goes out of hand+ the" still have

essential functions/

, makes the work more fun and interesting

, maintain a communication s"stem, gives a sense of belonging

, it perpetuate the group culture

, etc.

Wh" groups and teams are important within an organisation/

, certain tasks can onl" be performed b" the combined effort of a team as a whole

, change of e-perience between members

, the" are able to motivate themselves

, the" take more risks than individuals

, the" protect themselves from outside risks and threats

, guidance for acceptable behaviour

, it provides a sense of belonging

According to Tuckman there are five main stages in a group developing/ forming+

storming+ norming+ performing+ and ad6ourning.

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#.2 &actors that promote or inhibit the development ofan effective teamwork and their applicability in ourcase scenario

1 Membership

,members compatibilit"

,si&e of the group. It is not known an e-act figure regarding this matter but practice

generall" recognise that a group e-ceeding 1',12 members will affect the

cohesiveness of the group

,permanence of group members+ a team needs time to form+ an effective teamwork is

more likel" to occur if members know each other for a reasonable length of time.In our scenario the group will be nearl" formed this ma" have negative impact on

team performances.

2 Work environment

,ph"sical settings+ if team members works in close pro-imit" it will help their

teamwork.

,communication+ the easier the members can communicate with each others the

greater the effectiveness of teamwork

Making the working environment more comfortable and facilitating suitable rooms

for conferences and team meetings will help developing teamwork.

#. 7rganisational

a! Management and leadership+ team leaders have the greatest impact on team

effectiveness. A good leader should/

,give e*ual opportunities to each members and ensure ever" member is treated fairl",

this will determinate the wa" the" interact with each others.

,give guidance and encourage the group

,tr" to resolve conflicts and should keep an e"e on emplo"ee relations as well on task

problems

,a good leader should be an inspirational model for its subordinates

In our case scenario there is a gap discrepanc" between the intellectual natures of

teachers 6obs compared with the managerial staff. To strengthen the relation betweenthese two different departments it is important to appoint team leaders from teaching

departments that will liaise and improve the links between teacher and management.

Also it is to be consider that management personnel should have some teaching and

cultural background in order to understand and liaise better with teachers.

b! Fuman resources policies and procedures

F$ procedures and policies should strive to be e*ual for ever"bod"+ the" should also

ensure that/ discipline+ opportunities+ evaluation+ promotion and reward s"stems have

a positive impact and it is properl" put in place.

c! %uccess. The more successfull" a team is the higher the motivation of team

members meaning a higher level of work performance. Fumans seeks pleasure sothe" tend to repeat e-periences that gave them pleasure+ so the" will tend to repeat the

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behaviour that gave them success pleasure!. %uccess it should mean/ satisfaction of

completing the task through 6oint efforts+ feeling of high status+ benefits gained upon

completion of the task+ bonuses+ management recognition etc.

d!e-ternal threat. ;eople will be more unite against a threat+ so will the cohesiveness

of the group increase against a common threat even after the threat is removed.

. roup development and maturit"This consist of the five discussed stages of the group development/ forming+ storming+

norming+ performing and ad6ourning. The highest performance will be achieved in the

performing stage.

In our case scenario the group will be at the forming stage. Managers should ensure

that groups will move smoothl" through the following stages into the performing

stage.

3. Team role distribution

This refers to elbin5s team role theor". Fe observed that teams formed b" clever

people or people with similar personalities are not as productive as it was thought it

will be.

)@o one is perfect but a team could be) @obod" could be a good at ever"thing but if a team combined all members *ualities it

could achieve a high level of creativit" and perfection. That5s the reason wh" teams

should be formed b" people that have differ roles within the team that could

complement each other.

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An effective team should be composed of members fulfilling a great variet" of team

roles.

(. All the discussed motivational theories+ organisational culture+ leadership st"le and

management theories will determinate the effectiveness of the team.

=@ot taking into account the above mentioned factors will threaten the success of

team work.

#.3 $echnology effects on team functionsTechnolog" has a great impact in teaching like the wa" teachers and students gather

information+ tools used for lessons presentation+ online assignments submissions+

college database of courses and information+ online stud"ing etc. A techni*ue

supportive team will have to ensure that all the technical e*uipment laptops+ video

pro6ectors and other gadgets! are working properl" and students and teachers aremaking the most of it. Management should ensure training and support the staff in

using the technolog"

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II Power Point Presentation

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'eferences:

1. http/88businesscasestudies.co.uk

2. http/88www.coca,colacompan".com 8

#. http/88www.s"ntese.dk8about,s"ntese,as8organi&ation 8

. http/88www.businessdictionar".com8

3. 0a"ol+ F. eneral and Industrial Management

(. Tuckman+ . W. :evelopment %e*uence in %mall roups 14(3

>. elbin+ $. M. Management Teams 14?1

?. Mcregor+ :. The Fuman %ide of Dnterprise 14?>

4. http/88www.tesco.com

1'. http/88www.s"ntese.dk

http://businesscasestudies.co.uk/

http://www.coca-colacompany.com/

http://www.syntese.dk/about-syntese-as/organization/

http://www.tesco.com/

http://www.syntese.dk/

http://businesscasestudies.co.uk/





http://www.tesco.com/

http://www.syntese.dk/

Organisations and Behaviours Unit 3

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