Task 1: Organization culture: Organizational culture is the environment defined by the interaction of workers at the workplace.

Organizational culture is defined by all life experiences, strengths and weaknesses, education, upbringing, etc. of the employees. While executive leaders play a major role in determining the organizational culture by their actions and leadership, all employees contribute to the organizational culture. Organizational structure:

The organizational structure of an organization tells you the nature of an organization and the values they believe in reason, when you do business with an organization or getting a new job in an organization, it is always a good idea to get to know and understand their organizational structure. Depending on the organizational values and the nature of the business, organizations tend to be one of the following structures for management purposes to determine. Although the organization follows a certain structure, there may be divisions and teams are after a different organizational structure in exceptional cases. Comparison: Coca cola Coca cola culture is strong because their key values are deeply held and widely shared, employees accept the organizations key values and greater their commitment to those value so culture becomes stronger and stronger Mission : roadmap starts with our mission, which is enduring. It declares our purpose as a company and serves as the standard against which we weigh the actions and decisions Modern organizations such as The Coca-Cola Company, have built flexible structures, where possible, to encourage teamwork. For example, Coca-Cola Great Britain each new product development (eg Coca-Cola Vanilla) brings teams of employees with different specializations.

At such team meetings, marketing specialists clarify the results of their market research and testing, food technologists describe what changes in a product feasibility, financial experts report on the impact on the cost of change. The structure of an organization is not just about organizing internal relations, it is also external ones. The Coca-Cola Company has built well-structured relationships with a range of external groups including bottling partners. It is often thought that The Coca-Cola Company bottles and distributes its own beverages. For the most part no. The Company's primary business is the production and selling beverage concentrates and syrups - as well as some finished beverages - to bottling and canning operations and other distributors. coca cola follow the divisional structure advantages and disadvantages: self-sufficiency One advantage of a divisional structure is that each division can be used as a separate, stand-alone device without you highly dependent on the parent or top management of the organization. Divisions usually have their own separate management structure that enables them to make quick decisions, specialization Another advantage of a division structure is that ensures a high degree of specialization. Employees with similar talents and skills to work together and focus on specific projects that contribute to the division to meet its objectives. Too much autonomy On the other hand, a divisional structure lead to too great a sense of autonomy in each division. Each division may view themselves as completely separate from the other divisions and are exclusively on meeting their own objectives rather than those of the organization as a whole. If the organization operates under weak leadership, this can lead to the failure of the organization to operate at peak levels of efficiency and the inability to overall goals. higher costs Another potential drawback of a divisional organizational structure is that it can be more expensive to operate. Because each division operates as a separate entity, it must also be its own resources, such as the sharing of resources between divisions is not always practical. This can lead to an increase of resources that may be present in a central

structure. Divisional organizations must ensure that each department the resources it needs to achieve its goals, while finding ways to keep costs to a minimum assigned. Asda: Within any business, there is no such thing as a typical organization structure. Of course, is an organization which is relate providing a service would not have a production department. for For example, a mail order company that buys goods from elsewhere, shops she then distributes them to a customer, a large spread department, but no production department. Asda stores the use of a hierarchical structure in place of a flat or matrix. If you refer to Annex 1, you can see a copy their hierarchical structure for Boldon shop and the customer service department is outlined. advantages ans disadvantages

Advantages of Hierarchical organization: Authority and responsibility and clearly defined Clearly defined promotion path. There are specialists managers and the hierarchical environment encourages the effective use of specialist managers. Staff is very loyal to their department within the organization. Disadvantages of Hierarchical organizations The organization can be bureaucratic and slow to respond to changing customer needs and the market in which the organization operates. Communication among the various sections can be poor especially horizontal communication. Departments may make decisions that benefit them rather than the company as a whole, in particular if there is interdepartmental rivalry. 1.2 impact on performance:

Many people equate organizational design with the structure of an organization: The words "lean" and "flat" are used to organizational design as well as to describe the structure. In fact, organizational design involves much more than just the structure: Organization design is the process of adapting an organization structure with its mission. This means looking at the complex relationship between tasks, workflow, responsibilities and authorities, and ensure that they all support the goals of the company. Good organizational design helps communication, productivity and innovation. It creates an environment where people can work effectively. Many productivity and performance problems can be traced to poor organizational design. A company can be a great mission, great people, great leadership, etc. and still not perform well because of poor organization design. Take the example of a company whose sales department and the production department works both as separate units. But they need to communicate about customer needs and are not organized to do this: Company performance suffers as a result. Take the example of a company that wants to grow by acquiring new customers. Yet sales team is rewarded for loyalty instead: Again, company performance is compromised as a result. How work is done, its business processes, information exchange and how people encouraged; these directly affect how well the organization performs. All these factors are facets of the design of the organization and each facet is important for the success of the organization. Given the importance of organizational design, why is it so often the cause of inefficiency and ineffectiveness? The reason is because organizations often evolve instead of getting designed. With little or no planning and intervention, the organizational design that emerges is probably behind expectations with misaligned incentives, processing gaps and barriers to good communication.

1.3 Factors influence individual behavior:

The behavior within a successful organization will be in part due to, and continuously fed by a healthy organizational culture. It is extremely important to know what kind of behavior the greatest impact culture and how culture works to the behavior of the members of that particular organization. The behavior of individuals within a culture will largely depend on the behavior stimulated by the higher ups, and the overall organizational culture that each legal entity. The culture has an impact on the organization, just as the opposite is true. Behavior is a learned habit, and the process of socialization that teaches new employees the habits

of these workers already is one of the key elements of the organizational culture. Many experts began by arguing that the development of a strong organizational culture is essential for maximum success. Most people agree that there is a strong connection there, although there is still a degree of arguments about how influential it really is. There are always decisions to be made about a company's culture, and thus the behavior of employees is one way of the other slopes (although most fall somewhere in the middle). The following are some examples of the various conflicting emphasis collide in determining the behavior of employees. Social Focus vs. Task Focus. The emphasis here determines whether decisions about the condition of improving the relationships and the bottom line, or after the assigned tasks done is important. individual vs. Team. This is free for themselves. Do you encourage team players, or do you only the individual gears to do their bit to contribute? Cost Control vs. Happy Customers. This is where many companies can go wrong. This determines how the individual employees and supervisors should care about customer satisfaction and overall service instead of minimizing operational costs, sometimes at the price of the service. Power distances. The CEO is inaccessible to all but the other leaders? Does your manager has total power over you, or is he / she like to have a colleague who just has last word? This can dramatically change attitudes. These are just a few of the factors of organizational culture that organizational behavior and vice versa. The two influences each other, and often the culture will help to dictate the behavior, and behavior to come back around to the organizational strengthening. The relationship between culture and behavior in organizations is undeniable. To take full advantage of some, but at the expense of others. Task 2 2.1leadership style: Leadership is about influencing, motivating and inspiring people. His leadership style may vary, depending on the task. Team leaders are the targets, but empower team members to decide how these goals are achieved. This has several advantages. It's about coaching and developing people, treating them with respect, but challenging. Leaders want to create a strong team, with people committed to the overall goals of the organization. . Some managers may teams on their own decision to take on many tasks It helps to motivate individuals in the team and is based on the expertise of the members of the team. Coca cola:

If a manager must know what you are doing every minute and cannot depend on employees' work assignments to do good leadership values cannot be earned and respect not accepted. Micro-managers make the absolute "worst" managers. These are the managers who "burn out" or "heart attack" early in life. Employees are reluctant to 100% productive for "fear" of the manager looking over their shoulder criticism of their efforts, intelligence, and dedication to the company, etc., expressed verbally or by actions on the managers Asda: Asda has a new management framework and the Asda Leadership Event is closely linked to that. Asda develop our leaders to really think ahead, to spotting business opportunities and act on them. In a retail environment, it is important that Asda also focus on the daily, practical implications of leadership. Asda broaden skills, the introduction of thought leadership and people truly useful tools and materials to support them. Future leadership at Asda is about keeping people in the heart of the company, helps to challenge ourselves every day result in any situation, and with the vision to lead people to win. Leadership development is also closely related to talent management. Asda grow leadership capacity within the company and the development of future leadership potential. ' Asda help its people to develop leadership skills to the organizational capacity to grow in the company, so they can cause all kinds of people and going all teams. They learn how to use different leadership styles in different situations. A lot of learning happens on the job at Asda, so Asda are really building the coaching skills of our leaders so they can each day coaching to embed that learning to help and more effective. ' 2.2 organization theory underpins the practices of management:

Many people strive to adhere to the theory to help them become better at their jobs or more success in life, although this can lead to them that some of their personal principles to sacrifice to succeed. An example of following organizational theory in the financial sector would be an employee or manager who wants to know how to achieve your goals by having a set structure to follow. Organization theory and management theory is used in many aspects of an operating company. In addition, someone in Human Resources industry to make decisions during their workday that will undoubtedly change the structure and practice of a working day for all other employees in the company. Likewise, the management theory also underpins the personal values of some individuals. So they cannot agree with a particular rule or regulation which was introduced by the company, but for the purpose of carrying out their duties as a manager effectively and professionally, they need to abandon their principles and the command performs. If an individual is so wrapped up in an attempt to mold what they

interpret their role should be in the field of organization theory to apply, they can begin to other areas of the business to be negligible. It is difficult to try to both management and organizational theories to perform as a psychological contract between employer and employee must still be maintained. This will need to consider how fairly the company's workers treat and how "fair" the employee is the treatment of the company, ie they actually put 100 percent effort into their work? Any changes in the organization or management of a company, is undoubtedly an effect on all of it. 2.3 approaches to management : In Asda: The creation of an effective top team Fired the CFO Recruited two new senior colleagues Involved this new team in the development of a recovery plan Developed a tough and demanding work climate in which difficult issue were always confronted

Stakeholder management Bought time from the financial community by quickly presenting them with a recovery plan that recover plan that reserved the previous doom loop of trying to restore profitability by increasing margins Management is an integral part of any organization because an organization to carry out its activities with ease help. Without proper exercise of principles, many of those at the helm of the management find it difficult to deal with many management issues that they face in their work. The objectives are to look at, functions of management, how the management to respond to changing environment, the management at the time of crisis and how management can use management principles to the organization by making the crisis Managers are entrusted with the mandate to create and maintain the internal environment of the organization to assist in properly. A manager is responsible for the functions of planning organizing, leading and controlling resources in an organization. These sources are something that is important to the organization and helps the organization to function properly Resources include people, jobs and positions, technology, facilities or equipment, raw and auxiliary materials, information and funds. All these resources are under the care of the manager and the main task of this office is to see that they are well used ...

In coca cola: Henri Fayol five rules of management can be applied to the Coca-Cola case very simple: First Fayol's "rule" is ahead. Coca-Cola "complete a plan for the future" by scheduling a leader who can help you find "Coke its previous growth rate and stock value recapture without legendary Goizueta's leadership." Second line Fayol's organization. Coca-Cola made this rule of management by "very sensitive to the local market."They used bottlers who were local or not completely owned by the Coca-Cola Company. This allocation of the local bottle companies" provide and mobilize means [Coca-Cola] plan to be carried out. The following rules of Fayol's command. Coke implemented this rule by selecting Douglas Daft take over as President and CEO in 2000 for Douglas Ivester. After being appointed CEO, Daft constructed a new executive management team consisting of only ten people. This made the management of the company more efficient, because fewer jobs to worry about and fewer resources are needed for these tasks. The fourth line of the model Fayol's coordination. Coke had a big problem after the introduction of New Coke. They solved this problem by refraining to put out new products until they were sure it would succeed. She resisted the temptation to follow the latest trend and uses the motto "If it is not broke, do not fix it." When Coca-Cola finally feel ready to put out a new product they introduced Vanilla Coke and non-carbonated drinks to appeal to a wider range of consumers. Finally, last line Fayol's management was control. To the company on track with the plan, Daft noon appointed divisional presidents and operations to ensure that the objectives of the company are maintained and achieved. Task 3: 3.1 Leadership styles Leadership style influence level of motivation. However, a lifetime, man's motivation influenced by changing ambitions and / or leadership style he works under. One's motivation is a combination of desire and energy directed at achieving a goal. The influence of one's motivation means getting them to want to do what you know must be done. Leadership styles have on motivation in organization: Employee motivation is how much the staff to get the job done. Often the managers style impedes employee motivation. They may feel that they cannot be trusted to complete a task - in the case of a micro-manager, or that they may be critically influenced everyone's moral. Leadership styles are different ways in which a manager, for example, will seek the office running smoothly and effectively get. Some managers style may be what we call micro-managers, which means that their nose into everything and just give their

employees the opportunity to find out what the best way to do even the most basic tasks. Others are the opposite, hardly giving effect until the task is completed and then the critising . in the words of Harry Truman: "Men make history, and not vice versa. In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better" they are interdependent and interrelated It means a person that leadership styles can only acquire the motivation of employees. 3.2 application of different motivational theories in the workplace Leadership style influence level of motivation. However, a lifetime, man's motivation influenced by changing ambitions and / or leadership style he works under. One's motivation is a combination of desire and energy directed at achieving a goal. The influence of one's motivation means getting them to want to do what you know must be done. Employee motivation, is how much the staff to get the job done. Often the managers style impedes employee motivation. They may feel that they can not be trusted to complete a task - in the case of a micro-manager, or that they may be critically influenced everyone's moral. It's perfect for your employees to feel trusted, respected and appreciated, but let's face it, not everyone is motivated by the same leadership styles so it is not easy for administrators not. Efficiency in dealing with people, things slower in the long term. Managing people as if they are a material product that can be manipulated by a technique does not work anything effectively. Acting quickly is slow in dealing with people ... The more responsibility a manager gives his staff, as they have proven themselves, usually leads to increased motivation - the possibility of promotion increases. And Employee motivation means intend to motivate. A person who has the power to the other employees in the organization to influence through his leadership styles. So they are interdependent and interrelated It means a person that leadership styles can only acquire the motivation of employees. Maslow's theory of motivation and human needs classical theory of Maslow taught in all basic management course. Structuring the dependence of the needs of human beings is a good start when you start to analyze the human in general. McGregor's Factor X / Y theory theory categorizes employees into two types and may explain the behavior of their managers. Even if I know that at least these two species is,

I believe it? Is too broad a spectrum of human behavior can be explained by these two types. The Hawthorne study found that employees were more motivated when they recognized that they got more attention than before. Was illustrated with the example of changing lights in the factory where only the change of light intensity was important, as it lighter or darker. interesting, huh? Herzberg's Two Factor Theory Maslow's model expands very well. It s really obvious that people can not be justified without giving them a sense of security or acceptance first. It applies very well to the situation with motivation in the workplace, because it explains the need for proper "hygiene factors", as expected salary, a good working area with good lighting and a desk for example. The equity theory assumes that the comparison of the own social workers to their colleagues is the key factor for motivation. The expectation theory suggests that people are motivated to work toward rewards, bonuses and other goodies. In my opinion only a combination of the two, with the expectation theory following the equity theory of relevance, is a good starting point. I do not believe in just the social aspects and the mind-setting of employees, although the social position and treatment is probably the precursor required for extra goodies and goals can have a significant impact on motivation. 3.3 usefulness of the motivational theories for managers:

Empowering employees Empowerment occurs when individuals in an organization are given autonomy, authority, confidence and encouragement to accomplish a task. Empowerment is designed to unshackle the employee and the employee's job responsibilities to make. In an effort to empower and some of the old bureaucratic ideas are changes, managers promoting corporate intrapreneurships. Intrapreneurships encourages employees to pursue new ideas and gives them the power to promote those ideas. Obviously intrapreneurships is not for the timid, because the old structures and processes are put head. Providing an effective reward system Managers often use rewards to employee behavior that they want to continue to strengthen. A reward is a work outcome of positive value to the individual. Organizations are rich rewards for those whose performance benefits to help meet

organizational goals. People receive rewards in one of two ways: Redesign jobs Many people go to work every day and using the same, enthusiastic actions go to work to perform. These individuals often refer to this condition as burnout. But smart managers can do something to improve this condition before an employee is bored and lose motivation. The concept of job redesign, a knowledge of and concern for the human qualities people bring to the organization requires, apply motivational theories to the structure of the work to improve the productivity and satisfaction Creating flexibility The current employees value personal time. Due to family needs, a traditional nine-tofive workday not work for many people. Therefore Flextime, which allows employees to set and control their own working hours, is one way in which organizations their employees' needs accommodating. Task 4: Groups Groups that are larger than those usually vary a level of complexity not visible in small groups. For example, the nature and requirements of larger groups are often similar to those of whole of the current organizations. They have their own different subcultures, different subsystems (or cliques), diversity of leadership styles and levels of communication. While certain structures are often useful in small groups, they are absolutely necessary on a permanent basis in larger groups. For example, larger groups have a clearly defined goal that is constantly communicated and formal plans and policies on current leadership, decision making, problem solving and communication "Individuals come to organizations with variant motivations, experiences and values. These natural individual differences tend to conduct numerous, often divergent directions. If an organization is to conduct focus towards achieving a focused mission , and to present themselves to those it serves as a unified form, mechanisms should be created to reduce the variability of behavior of employees. " Types of groups Formal groups Officially designated to serve a specific organizational purpose. May be permanent or temporary. Permanent work groups are command groups in the vertical organization structure.

Temporary work groups are task groups specifically created to solve a problem or perform aa defined task. Informal groups Friendship group interest group behavior of group in organization it is believe that the use of the five main characteristics of the group decision would be a group to help. It helps with the thinking process and breaks things into categories, so that the group is not overwhelmed by the whole task at hand. Working in the Vision Center at local Walmart and recently got a new manager. Worker believes we have the decision at any time we have a patient use. know that every manager comes in with their own ideas about how we are going to make our sales the highest in the market and also ensure that our customers are satisfied. new manager has brought a new process of thinking for me everyone is difficult to move from what you learned to learning something else. She charts how we are going to keep track of sales and how we go down to our Refunds and remakes. She also told that at any time everyone is able to give her any ideas anyone has. 4.2 factors which promote the development of effective teamwork in organization: Teamwork is a cooperative process that allows common people to attain extraordinary results. Team has a common goal or purpose where team members develop effective, mutual relationships with the team goals. Teamwork relies on individual working together in a cooperative environment for common team goals through sharing knowledge and skills to achieve. The core team which is obeys the focus towards a common goal and a clear goal. Teams are an integral part of many organizations and should be included as part of the delivery of the company units. Team members should be flexible enough to adapt to cooperative work environment where goals are achieved through cooperation and social interdependence rather than individualized, competing goals The instill group effectiveness and collaboration, because if groups are to compete members are most likely to comply with the rules and values that a particular team uphold to achieve effective teamwork. Inter-group competition is very important to a team in the sense that common goals and consensus agreed to create a monotonous environment that each member will work more quickly to their activities The most popular and dominant factor promoting teamwork success is inter-group competition is significant competition between groups within the company such as a group from Limpopo province compete with a group from Gauteng (NDA).. According to Steyn and Uys groups experienced higher productivity When Their members compete with other groups and an increase in the attractiveness Within members (Wage man 1997:50). A

successful collaboration subscribes to the following standards or rules Commitment to team success and shared goals - which means that a team is highly focusing on delivering a quality product, Interdependence - the team members feel responsible towards other members of the team and the success of the project, is based on the contribution of each team member's. Interpersonal skills - the team recognizes that members different personalities experiences and problems in different stages. Open communication and positive feedback Appropriate team composition Commitment to team processes, leadership & accountability 4.3 impact of technology on team performance There are some issues to consider with the telework arrangement. If team cohesion is a primary concern of an organization, the lack of interaction between peers hinders this objective. Supervision of employees who work off-site is also problematic. To evaluate the performance, load balancing, and motivating employees is more difficult if they are not physically present. Finally, how will the customer be affected by a transition to a mobile workforce. New developments in IT have led to an increasingly mobile workforce. We are no longer tied to our desk to stay in the information loop. We can our office with us wherever we go. Mobile phones, we can be reached almost anywhere. Blackberries and Ultra-Mobile PCs allow e-mail and other data products access to a wide range of locations. A wide range of new technologies, companies have access to faster communication, increased efficiency, and the ability to work away from the office this technology also allows a new type of team to emerge. Virtual teams can be formed, bringing together the best people regardless of location and time (Gignac, 2005). Email, teleconferencing, videoconferencing, and new emerging technologies are that enable people around the world to communicate and collaborate quickly and efficiently. This technology also enables a new type of team to emerge. Virtual teams can be formed, bringing together the best people regardless of location and time (Gignac, 2005). E-mail, teleconferencing, videoconferencing, and new emerging technologies that are enable people around the world to communicate and collaborate quickly and efficiently. The positives almost always seem to outweigh the negatives, but organizations and their leaders must decide what the best time to upgrade is. For example, upgrading from Windows 7 to Windows 8 on all computers in the office by the end of 2012 is obviously a hasty decision, but do it in 2013, it would be perfect as the compatibility programs for Windows 8 will not be the issue. Technology can be a boon or a curse, depending on how the organization uses it.

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