HND In Business

Organisation and behaviour

TABLE OF CONTENT Task 1 Organisations structures before the changes at Hawk Car Company..2 Organisations structures after the changes at Hawk Car Company3 Organisations cultures before the changes at Hawk Car Company...3 Organisations cultures after the changes at Hawk Car Company...3 Task 2 Different Management Styles before the Changes at Hawk Car Company .4 Different Management Styles after the Changes at Hawk Car Company ....4 Organisational Theories and Job design ..4 Task 3 Maslows Need of Hierarchy Theory and Change at Hawk Car Company....5 ERG Theorys implementation at Hawk Car Company5 Motivation Hygiene Theorys implementation at Hawk Car Company6 Mcclellands Acquired needs Theorys implementation at Hawk Car Company .6 Mc Gregor Theorys implementation at Hawk Car Company.6 Task 4 Implication of team work at Hawk Car Company7

Conclusion.7 References8 Bibliography.10

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Task 1 Organizational structure determines the manner and extent to which roles, power, and responsibilities are delegated, controlled, and coordinated, and how information flows between levels of management. On the other hand organisational culture is the personality of the organization. Culture is comprised of the assumptions, values, norms and tangible signs of organization members and their behaviours. As a result workers always influenced by the structure and culture of any company (Jelinek, 2010). With the references of Hawk Car Company, the following paragraph will focus on the differences in culture and structure before and after the change in the organisation and its effect on the performance. Organisations structures before the changes at Hawk Car Company Francesco, (2005) stated that organisational structure is closely related with work specialisation, formalisation, departments, chain of command, centralisation, devolution and period of control. In 1961 Burns and Stalker introduced their organisational theory by explaining the mechanic and organic structure of the organisation. Mechanic structure is typically identified by high individual work speciality, which refers to the hierarchy of authority, centralised decision making to higher authority and there is a vertical style communication, specific instruction for task to be completed, and high job formalisation with few departments. Before changes the Hawk Car Companys structure is hierarchical, where the worker were low skilled, some people were highly specialised with a few skills to perform same task. This situation made the task monotonous and repetitive in nature, the jobs design and working procedures were running under typical arrangement of traditional technology, there was lacking of separate work units, highly reinforcement job design so that the workers on assembly line could not share their ideas about assembly design, the workers had to report supervisors and supervisors were responsible to inform the managers. The structure was also highly centralised any kind of decision was taken only by the higher authority. The period of control was constricted which reflect the structure of the company was hierarchal (line structure). These facts are evident that company was following a mechanistic organisational structure. The management of Hawk Car Company realised after they may need some changes in their organisational structure in order to organic structures frame. Where joint work concentration, multiple skills are used to support the tasks, employees work together and the machine working is in the form of teams in organic organisational structure. The structure is high departmentalisation and low formalisation where the decision making is distributed, employees are given the authority to control their tasks and mostly there is crosswise communication which is known as empowerment.

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Organisations structures after the changes at Hawk Car Company

After the changes the hawk car company required multiple skills of the people to maintain a job as multi training was provided to make the workers able to perform any task in the tram. The work layout and technology was changed by allowing building whole cars rather than sub assembling it. They made six separate autonomous production units, the jobs were now no more formalised and workers can participate or have a say in the decisions regarding the production jobs. After the changes there were productions managers for example team leaders who were directly responsible to report to the top management of the company. All the members in a team were responsible to report to their team managers and team was responsible to report any mistakes to operator which again reported to supervisors. Although there were layers of members who report to others but still the decision making became decentralised. The workers can freely make their own work plans, extent of control was wider now because of lesser hierarchies and decentralisation, separate teams were made in which each individual held to be responsible for the team enactment. Organisations cultures before the changes at Hawk Car Company

Before the changes the organisational culture was quite unbending. The job became monotonous the cultures were using typical method which had to be followed at assembly line of production. The job were designed such a poor way where low skilled workers found it boring but they were not allow to say in the production design. Moreover the culture was narrow by its shape and inflexible controllability. Organisations cultures after the changes at Hawk Car Company After the changes the culture of Hawk Car Company was totally changed. They started working in a form of team work rather than individual approach. Workers got more independence on their work as a result the jobs became result oriented. Moreover they introduced new career development programmes, motivational approach such as reward system, participation in decision making etc. The company provided different training and periodical off for higher education which increase the job security with benefits. Low absenteeism and low turnover helped Workforce to show better performance. Recruit new people became easy because of new physical outline. All these created a friendly environment in workplace.

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Task 2 Different Management Styles before the Changes at Hawk Car Company: Before the change Hawk Car Company used to have an authoritative management style including hierarchal structure traditional technology and job design, role line communication approach, where employees were not allow participating in decision making. These all evidence reflects the companys autocratic management style . An autocratic management style is a management approach where decision taken by top level of management with typical procedures and rules for the same task and employees are deprived from their participation rights of decision making. Autocratic management style can be directive and permissive. The Hawk car company followed the directive autocratic style of management before the change which is followed in other manufacturing companies like automotive companies, industrial companies, Home associations etc. Different Management Styles after the Changes at Hawk Car Company: After the changes from autocratic management style to democratic management style in Hawk Car Company employees became more self-directed in their job design and most important decisions were also taken by them. The higher independence in job design, decentralisation, feedback culture, multi skills, lateral communication help to accomplish the team tasks more efficiently and effectively in terms of democratic management style.(Courtis et al., 2005). Organisational Theories and Job design Every organisation has their personal management style. Different management styles can be adopt by an organisation including autocratic style, bureaucratic, consultative, laissez faire, democratic, and management oriented by objectives etc. (Courtis et al., 2005). On the other hand a good Job design influences the performances and motivation level of the employees, which is important for them. For the car manufacturing companies Organisation theory can explain the different principles and practices of management for different job designs. Sometimes organizations have to face difficulties by use of autocratic and democratic management styles. Autocratic style management is more authoritative which is disliked by employees. Moreover it has no job independence, centralised decision making, and limited working procedures, sometimes which came up with unwanted results even if known to all. On the other hand democratic management style has more independence to work freely in their own way such as own problem solving techniques, taking own work decisions etc. moreover they works together to face any difficulties rather than blaming each other. However due to the streamlined process the decision making speed is slow in democratic style whereas fast in autocratic style.

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Task 3 Different motivation theories can be used to explain the change in the hawk car company such as Maslows need of hierarchy theory. Maslows Need of Hierarchy Theory and Change at Hawk Car Company Robbins and Judge (2008) stated five levels of needs in a hierarchy ranging in order to selfactualisation, esteem needs, social, and safety to psychological needs as a Maslows need of hierarchy theory. After the structural, cultural and job design related changing at Hawk car company the employees become more self-directed and challenging. They started working in a cooperative work environment (team culture) which made more autonomous team units to take any decision. While work was boring and repetitive by nature before the changes. These entire practises come under the self-actualisation need. On the other hand esteem needs approaches can be identified easily after the changes when employees mistakes were handled carefully with a chance of correction of it. They encourage each other and job promotion also provided by the employer according to their performance which is the esteem needs of the workers. Griffin and Moorhead (2011) stated social needs can be arise when the work is intended to be more flexible and working conditions to be kindlier. After the changes they focused on team work where the workers got better chance to develop the relation with co-workers and supervisor in friendly autonomous teams. This is evidence of social needs of the workers. Hawk Car Company provides the safety needs of the workers after the changes by increasing salary, rewards on performances, higher educational off, maternal and paternal benefits advanced technology and working layout for workers safety. This was not happen before the changes at hawk Car Company. Lussier, 2011 argued that psychological needs can be identified if the company provides flexible working environment includes model facilities. For example the Hawk car company got a new working environment after the changes such as there were separate changing room; coffee room for individual team. These kinds of facilities were not available before the change at hawk Car Company. ERG Theorys implementation at Hawk Car Company

Clyton Alderfer (2008) mentioned that the ERG theory focus on three needs including existence need, growth needs and relatedness needs. However Robbins and Judge (2008), argued that ERG theory is a revise and restructuring form of Maslows need of hierarchy

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theory which emphasises on psychological and safety needs as relatedness need, the selfactualisation and esteem and needs as social needs and growth needs. Before the changes at Hawk Car Companys structure and culture the existent needs were not satisfactory. After the change the Hawk Car Companys structures and cultures turned into a team oriented and friendly form. The company fascinated with Basic facilities like salary, friendly work place, and empowerment etc. in order to meet the psychological existence needs. Moreover growth needs reflects the evidence of providing the opportunities including promotions, skill and higher educational off etc.

Motivation Hygiene Theorys implementation at Hawk Car Company Griffin and Moorhead (2011) describe that Herzbergs motivation-hygiene theory or two factor theories can condense the rigidity and dissatisfaction of workers by providing hygienic factor such as Job security, salary, flexible work environment, interpersonal relations, flexible company policies etc. another factor is motivator like success, nature of work, respect and growth which increase motivational process and satisfactory outcome. Before the changes of Hawk Car Companys new improved culture and structure, company were not able to minimise dissatisfaction, absence rate, and turnover rate, what happed after the changes. Company also added motivation factors in working layout to improve the morale of the workers and recruitment.

Mcclellands Acquired needs Theorys implementation at Hawk Car Company According to Koontz and Weihrich (2006), Mcclellands Acquired needs theory has three dimensions, which is closely related to workers behaviours such as Power need, secondly drive to need to achieve or excel and third one is to avoid conflicts Affiliation or association need. In order to motivate the workers in Hawk Car Company, the company had given empowerment to employees to make decisions, need to achieve or excel was given by providing the career development opportunities and promotions to higher positions. By brining team culture into the organisation and improving the relations among the supervisors and the co-worker Affiliation need was addressed. Mc Gregor Theorys implementation at Hawk Car Company Mc Gregor theory contains two types of work group such as theory X people and theory Y people. Theory X people are those people who are not trustable to the employers. They are lazy by nature and company has to maintain strict rule to direct the workers. On the other hand theory Y people are those people who are trustable and the company gives empower to make decisions. These types of people are self-directed and complete their task

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efficiently and effectively. The hawk car company approached theory X before the changes and theory Y after the changes.

Task 4 Implication of team work at Hawk Car Company Hodge, 2009 stated team work focus on the organisations goal with an objective of working together. Hawk Car Company changed their entire job design and production line assembly. Before the changes in job design was boring and repetitive by nature because of traditional method of technology and process. Because the hawk car company approached the scientific management theory where the entire employees followed the ma nagements decisions and their work is strictly organised which came up with failures. But after the changes with team work in Hawk Car Company the workers were able to do multiple tasks in a same time which is more active and motivates them a lot. The workers were divided in to a group or team where each team is self-directed and examined its own work before car passed to another group or team. If any problems found at that time they discussed together and put it in the notice board. There are some Factors, that responsible for effective teamwork in Hawk car Company. Each team organised a regular meetings to discuss the goals and team problems. As a result conflict and misunderstanding resolved from the members. They discussed together when any problem arose. The role of a leader who has the highest position in the organization should always be taken by the person. Every team member contributed their ideas and knowledge towards teams goals and work process (Combs, 2008).

Conclusion: Hawk Car, the Swedish car manufacturing company, engaged in assembly line of production, was suffering from workforce problem. Workers were bored due to repetition of low skill work. The management noticed the dissatisfaction and implemented significant changes in the organizational hierarchy and process. The team work, career growth and job satisfaction that resulted from the change within the company started generating more revenue than before with the help of a set of optimistic and skilled workforce.

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References: Alvesson, M. (2002), Understanding Organizational Culture, Pp.1-5: Sage Publications Ltd. Botha, W. and Constantines, A. (2010), Innovation Perspectives- Mechanistic or OrganicAvailableat:http://www.business-strategyinnovation.com/2010/04/innovationperspectives-mechanistic-or.html [Accessed on April 1st, 2012] Clyton Alderfer (2008), Understanding Organizational Culture, Pp.1-5: Sage Publications Ltd. Combs (2008), International Organisational Behaviour, Ed.2nd, Pp. 235-238: Pearson Education Griffin, R. W. and Moorhead, G. (2011), Organizational Behaviour: Managing People and Organizations, Ed. 10th, Pp.93-95: Cengage Learning Hellriegel, D. and Slocum, J. W. (2007), Organizational Behaviour, Ed. 11th: Cengage Learning Jacobides. M. G. (2007), The inherent limits of organizational structure and the unfulfilled role of hierarchy: Lessons from a near-war, Organization Science, Vol.18, No. 3, Pp. 455-477 Jelencic, M. (2011), Motivation Theories - an Overview, Pp.10-11: GRIN Verlag Jelinek, S. (2010), The Impact of Management Practices and Organizational Structure on Firm Performance: A Cross Country Empirical Analysis, Pp. 5-6: GRIN Verlag Kehr, H. M. (2004), Integrating Implicit Motives, Explicit Motives, and Perceived Abilities: The Compensatory Model of Work Motivation and Volition, Academy of Management Review, Vol. 29, No. 3, Pp. 479499 Koontz, H. and Weihrich, H. (2006), Essentials of Management, Ed. 7th, Pp. 291-293: Tata McGraw-Hill Education Lussier, R. N. (2011), Management Fundamentals: Concepts, Applications, Skill Development, Ed. 5th, Pp. 405-407: Cengage Learning McNeill, J. (2007), Hofstede's Organizational Culture Dimensions, Available at: http://www.slideshare.net/jeffmcneill/mcneill-2007-hofstedes-organizational-culturedimensions [Accessed on April 1st, 2012] Mullins, L. J. (2005), Management and Organisational Behaviour, Ed. 7, Pp.625: Prentice Hall

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Murray, P., Poole, D. and Jones, G. (2006), Contemporary Issues in Management and Organisational Behaviour, Australia: Cengage Learning Robbins, S. P. and Judge, T. A. (2008), Organisation Behaviour, Ed. 12th: Prentice Hall Stair, R. and Reynolds, G. (2011), Principles of Information Systems, Ed. 10th, Pp. 53: Cengage Learning Courtis, J., Ratcliffe, E. B. and Allsop, D. (2005), The Bluffer's Guide To Management, Ed.7, Pp. 17: Oval Projects Ltd

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Bibliography

Burns, T. and Stalker, G. M. (1961), The Management of Innovation, London: Tavistock. Cooke, R. A. and Lafferty, J. C. (1987), Organisational Culture Inventory, Plymouth, MI: Human Synergistics Deal and Kennedy (1982), Deal and Kennedy's cultural model A vailable at: http://changingminds.org/explanations/culture/deal_kennedy_culture.htm [Accessed on April 1st, 2012] Hofstede, G., Neuijen, B., Ohayv,D. D. and Sanders, G. (1999), Measuring organizational cultures: A qualitative and quantitative study across twenty cases, Administrative Science Quarterly, Vo. 35, Pp. 286-316 O'Reilly, C. A., Chatman, J. and Caldwell, D. F. (1991), People and Organizational Culture: A Profile Comparison Approach to Assessing Person-Organization Fit, The Academy of Management Journal, Vol. 34, No. 3, Pp. 487-516 Quinn, Cameron and Rohrbaugh, J. (1983), A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis, Management Science, Vol. 29, No. 3, Pp. 336-377 Schein, E. H. (1997), Organizational Culture & Leadership, Available at: http://www.tnellen.com/ted/tc/schein.html [Accessed on April 1st, 2012]

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