Professional Documents
Culture Documents
I, __Nguyen Phuong Hoa (Hana) __ hereby confirm that this assignment is my own work and not copied or
plagiarized from any source. I have referenced the sources from which information is obtained by me for this
assignment.
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Unit Outcomes
Compare and
contrast different
organizational
a
structures and
cultures
stakeholders
Analyse the
Explore relationship
organisational between an
structure and organization’s
culture structure and b
culture and the
effects on
(1)
business
performance
Analyse the
factors which
influence c
individual
behaviour at work
Assignment
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EXCUTIVE SUMMARY
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TABLE OF CONTENTS
Cover paper 1
Executive Summary 4
Introduction 6
- Organizational Behaviour 6
- Management 6
Organizational Structures 8
Organizational Culture 14
Conclusion 20
References 21
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I. INTRODUCTION
1. Organizational Behavior
- In order to discuss more about OB, there are some main topics which can help
people understand clearly.
2. Management
- Management is the process of getting activities completed efficiently and
effectively with and through other people. By managing, we can rationalize
production processes, organize our workforce, build our organization, and
especially, many people move in one or many directions (management.about.com,
2010).
- There are some management functions which are mentioned as well as basic
management skills, such as:
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Planning: is the management of the organization's future in an uncertain
environment.
Organizing which concluded many other parts, such as: division of labor,
unit of command, authority and responsibility, and so on.
Directing: is a tool to show other people what you want they to do.
- As introducing about two definitions above, people can easily see that
Organizational has an interactive relationship with management. Obviously,
Organizational Behavior helps managers to improve their organizational
effectiveness and efficiency by managing their employees, their staffs, their
business based on studying about Organization Behavior. To add more details, the
expense of transferring inputs to outputs at the lowest cost is a helpful way to
make organizations become more effective in production. Besides, Organization
Behavior helps managers to keep high quality employees to work at organization
for a long time by plans and strategies.
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II. ORGANISATIONAL STRUCTURES
No matter big or small, each organization has own its structure to manage their
labour, their business and their whole organizations. Normally, there are two main
kinds of structures: functional structure and divisional structure.
1. Theory:
a. Functional Structure
- The functional structure groups’ employees together based upon the functions of
specific jobs within the organization. The organizational structure at that division
was functional. The organizational chart was as follows:
- The functional structure was built based on the jobs of people in organization. As
the chart, people can easily find out that the biggest powerful person is Managing
Director. Below the main director, there are some other specific directors who
responsible for each kind of job in organization, such as: Marketing Director, Site
Operations Director, Personnel Director and Finance Director. Additional, in order
to manage easier, each kind of specific Director has below people. As you can see,
three Project Managers are under the Site Operations Director.
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b. Divisional Structure
- The divisional structure is broken down into three areas: product, market, and
geographic.
- In order to help people know more about this field, I would like to make an
example.
Directors
- The example is followed geographic structure because the whole organization was
divided into many places in different continents. Generally, global organizations
as known as MNCs (multinational companies) have divisional structure,
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especially, geography structure because native corporations do not have smaller
company in other countries. Global organizations, obviously, want to make their
scope around the world to have basic potential customers in many different
countries and continents.
2. Reality
a. Unilever
- By reaching the mission ‘To add vitality to life’, Unilever are producing five
kinds of goods: ((unilever.com, 2010).
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b. Organizational Structure of Unilever
- Functional Structure:
CEO
Advertising Sales
Manager Manager
Unilever’s leaders’ is CEO, who has greatest power of corporation. Under this
person, six directors with different kinds of job like: Technical & Logistics,
Personnel, Sales, and so on. Based on this map, there are some advantages and
disadvantages that I would like to show:
• Advantages:
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• Disadvantages:
- Divisional Structure:
• Strengths
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Potential Customers: Unilever has made a simultaneous emphasis on
organizational goals and strong customer orientation towards area by using
geography structure.
• Weaknesses
III.ORGANISATIONAL CULTURE
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In recent years, Organizational Culture has received a lot of attention.
Organization Culture means the collective self-image and style of the
organization; it shared values and beliefs, norms and symbols (BPP professional
education, 2004, p. 103). In order to explain more clear about this field, I would
like to mention it into two sides: theory and reality.
1. Theory
- Generally, Culture includes the assumptions, values, norms and tangible signs of
organization members and their behaviors. Organizational culture is also defined
by all of the life experiences, strengths, weaknesses, education, upbringing, and so
forth of the employees. While executive leaders play a large role in defining
organizational culture by their actions and leadership, all employees contribute to
the organizational culture.
- As can been known, there are four main types of Organizational culture: Power
culture, Role culture, Task culture and Personal culture.
a. Power culture
- As the picture above, the shape of power culture likes a wheel or a web. It means
the main powerful belongs just belong to a person who is mentioned as focus of
the wheel. The web usually uses for family-owned businesses. Besides, this kind
of organizational culture is controlled by one person who has the greatest
powerful in the company, and then he gives the tasks for other people do.
Additional, the instructions from the leader are characterized individual because
there is just one person make decisions and orders to others.
b. Role culture
- This type also is known as Greek temple. The apex of the temple is where the
decision makings are published; the pillars of the temple reflect the functional
units of the organization which have to implement the decisions from the apex.
The strength of the culture is put in specialization within its pillars.
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- The culture functions well in a steady-state environment, but is insecure in times
of change. The role culture is typified in government departments, local
authorities, public utilities and the public sector in general. This sort of culture
finds it extremely difficult to change rapidly.
c. Task culture
- This type is cultural work which tends to be responsible and active for workers.
This is because the affiliates advertising, high-tech company, or product
development
d. Personal culture
This type is not suitable for business organizations. It may be appropriate for self-
help group or a commune (such as: hospitals, offices, and so on). Besides, offering
multiple levels of management or treatment is difficult. However, the power based
on the expert is not the position and it is less administrative.
2. Reality
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In case of Unilever, the corporation follows role culture because it works
based on 4 characteristics of role culture.
b. Not entrepreneurial
People who work for such organisation like Unilever tend to learn in individual
way about an expertise without experiencing risks; many of them do their jobs fully,
but are not over-ambitious.
c. Stability
In a large working environment because of distance between countries all over the
world as Unilever, the work is unpredictable and it is really difficult to realise what
can be change or what should be fix. Therefore, the bureaucratic style can be very
efficient in that stable environment.
d. Slow to change
Unfortunately, bureaucracies are very slow to adapt to change and respond to change
by doing more than the same. Unilever could be need much time to change or fix its
stuffs.
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IV. INDIVIDUAL BEHAVIOR AT WORK
1. Theory
- Look at the map, it mentions about the model of individual behaviour at work and
the performance. Each person has own individual behaviour which is factors to
help he (she) work. These factors are: Value, Personality, Perception, Emotion
Attitudes, Stress, Motivation, Ability, Role Perception, Situation Factors and
Performance (Behaviour and Results).
• When a person is put in right situation, he can express their own value to
perform well his job.
• When a person has to understand roles well about his jobs, so he can
perform well in the right way.
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2. Reality
I am:
• Moderately expressed extravert
• Slightly expressed sensing personality
• Distinctively expressed feeling personality
• Moderately expressed perceiving personality
a. Ability
- I realize that I have special gifted that is speaking in rhyme. For example, I can
make quickly many short poems with the same rhyme like this in about 1 minute:
- When I was at Primary School, I really loved studying Literature. I did well most
the Literature test with high grade. Then, at the time I was at grade 6, my teacher
paid attention to me and she decided allow me to study at a special class which
helped me improve my writing literature skills. 2 months later, I with more 150
students who also were at grade 6, took a gifted Literature exam. The result was
out of my expectation: I won the second prize.
b. Personality
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- I am a talkative and out-going girl, and always will be. I can talk fast and
nonstop if I want. My friends said many times that it was not good at all, because I
needed also listen to other ideas. When I start talking, I want others to pay
attention at me. Especially, I love telling jokes to make others laugh. Seeing other
people laugh makes me so happy.
- I have thought for a long time that my job in the future can be a marketing staff.
Because being talkative is quite easily persuade customers (on the other hand, it
can make other people feel uncomfortable because of forcing too much).
Additional, being out-going is a special strength which can be more attractive and
effective in the way communication to other people.
- Besides, I well suitable for being a tour guide because I am out-going, so I love
going out, travelling many different places all over the world. I am talkative, and
then I can talk as much as I want about information of new places for tourists. The
feeling that I am standing at centre and talking to others who always focus on me
makes me excited now.
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CONCLUSION
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REFERENCES
2. Obweb About the OB Division (2010) [online] [accessed 21st November 2010].
Available at: <http://www.obweb.org/index.php?
option=com_content&view=article&id=63&Itemid=67 >
4. Unilever Brands for life (2010) [online] [accessed 23rd November 2010).
Available at: < http://www.unilever.com/brands/?WT.GNAV=Our_brands >
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