Group members: Fakhar Azam, Jawad and Ahmad Khitab.

Contents
P6 .................................................................................................................................................................. 2 Leadership styles........................................................................................................................................... 2 Democratic leadership .............................................................................................................................. 2 Charismatic leadership .............................................................................................................................. 2 Laissez-faire leadership ............................................................................................................................ 2 Task-oriented leadership ........................................................................................................................... 3 Effectiveness of these approaches in an organization ................................................................................... 3 Motivation of team members .................................................................................................................... 3 P7 .................................................................................................................................................................. 4 Theories of Motivation ................................................................................................................................. 4 Taylors Theory ........................................................................................................................................ 4 Elton Mayos Theory ................................................................................................................................ 4 Abraham Maslows theory ........................................................................................................................ 5 Frederick Herzbergs Theory .................................................................................................................... 5 Adamss equity theory .............................................................................................................................. 6 How is it applied in organization? ............................................................................................................ 7 Motivational theory and the Management ................................................................................................ 7 Motivational theories helping managers ................................................................................................... 8 P9 .................................................................................................................................................................. 8 Group Dynamics ........................................................................................................................................... 8 Group structure ....................................................................................................................................... 10 Formal Groups and Informal Groups ...................................................................................................... 11 Formal Group ...................................................................................................................................... 11 Informal Group ................................................................................................................................... 11 Behavior of groups in organizations ....................................................................................................... 11 Team Dynamics: ......................................................................................................................................... 12 Factors Affecting Performance of Team Members:................................................................................ 12 The Impact of Technology .......................................................................................................................... 13 Globalization ........................................................................................................................................... 13 Scotia Airways ........................................................................................................................................ 13

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Group members: Fakhar Azam, Jawad and Ahmad Khitab.

Analysis of Leadership approaches and Human behavior at work

P6 Leadership styles
Leadership styles normally refer to different kinds of strategies and approaches used by managers in an organization to produce the best results. Managers attend leadership seminars to learn some of the skills of the business that can possibly make their businesses more effective and prosperous. There are various leadership styles that are adopted. These include democratic, charismatic, laissez-faire leadership, and task-oriented leadership. The leadership styles adopted in an organization generally depends on the choice of the manager. Numerous skilled business managers have a chosen leadership strategy that is according to their work. Others follow a mixture of different strategies, generally purifying their method over time, to find out which method is the most effective one. Certain leadership styles also differ according to the exact task, as the manager wants to find out the most effective business solution.

Democratic leadership
Democratic leadership highlights a group theory. The ideas of many members of the business are received, with the purpose of building the finest strategy. One of the benefits of the democratic style is that it lets the workers enjoy a sense of independence. It also inspires them to be creative in their methods to tackle problems.

Charismatic leadership
It is a style which is focused on the character of the leader. In this procedure, he or she is basically the center of the organization. He tries to encourage the workers to finish a project with his enthusiastic character. The leader normally has the upper command on the project, and the workers try to fulfill the leader's demands.

Laissez-faire leadership
It is a strategy in which the leader basically allows the workers to work for them. It highlights the faith of the manager has in his or her employees. There is a good working connection between the workers and the leader, to ensure that work is coordinated. Laissez-faire is French term, which means roughly to let it be.

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Task-oriented leadership
This leadership style pressures the completion of the task above all other aspects. It is regularly linked to dictatorial procedures of political leadership. The most important task in this style is the completion of the task. Employees, who feel that they are of secondary importance, regularly have a negative view of this style. If the leader has the respect of his workers, still this can prove to be an effective leadership style.

Effectiveness of these approaches in an organization

The effectiveness of leadership approaches in an organization can be shown by an example. The president of Toyota Motor Corporation Company in the U.S was facing a challenge that the front line workers were not keenly suggesting quality control enhancements. The leader called up all front line workers - for a weekly meeting, to improve employee engagement. The meetings were held between just the front line workers and the leader. He ensured the workers that whatever said would remain confidential. He asked them to speak of anything they wished, suggestions or complaints. At first, the workers were reluctant; perhaps doubtful. They began to talk about unimportant matters like the lights in the locker room were too dim. The leader took action to complaints made. The worker gradually began to opening up about serious issues. The leader was able to realize the obstructions to employee engagement and inspiration in the workplace. The leader made necessary changes step by step, to create a successful manufacturing company. This leadership style is democratic.

Motivation of team members

In todays unsettled, often disordered, atmosphere, commercial success is dependent on team members using their full abilities. However in spite of the numerous existing theories and practices, leaders regularly view motivation as something of a mystery. This is due to the fact that team members are motivated by different things and in different ways which can be offered by following any of the leadership style that are discussed above. The leader can take the hard way or the polite way of motivating his team members but it has been proved that maximum output is obtained when they are working in a friendly and caring environment. Furthermore, in these times the delayering and the flattening of hierarchies can create uncertainty and lesser team members morale. More staff is there which are working part time or on limited-term contracts, so these personnel are often specifically hard to motivate.

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P7 Theories of Motivation
There is a large amount of different opinions as to what motivates employees. The views or theories that are most commonly held have been discussed below and it has taken over the last 100 years or so to develop. Unfortunately all of these theories do not touch the same conclusions.

Taylors Theory
Frederick Winslow Taylor theory forwards the impression that employees are motivated mainly by pay. His Theory of Scientific Management said the following: Employees do not certainly enjoy work and so they need close command and control. So leaders should break down production into a number of small tasks Employees should be offered suitable training and tools so they can work as professionally as possible on one task. Employees are then paid according to the number of items they produce in a period of time. Consequently employees are encouraged to work hard and maximization of their productivity.

Taylors methods were extensively adopted as organizations felt the welfares of improved productivity levels and lesser unit charges. Still employees shortly started to dislike Taylors approach as they were given boring, repetitive tasks to work on and were being treated slightly better than machines. Organizations could also afford to dismiss workers as productivity levels improved. This led to intensification in strikes and other procedures of industrial action by dissatisfied workers. Henry Ford used this to plan the first ever production line, manufacturing cars under the name of Ford. This was the beginning of the age of mass production.

Elton Mayos Theory

He supposed that employees are not just worried about money but they could be better motivated by fulfilling their social needs met while at work. He presented the Human Relation School of thought, which allowed leaders to take more of a concern in the workers, considering them as people who have valuable opinions and understanding that workers enjoy interacting together. Mayo led a sequence of experimentations in Chicago. From these Mayo determined that employees are best motivated by: Better communication between leaders and labors Greater manager connection in workers working lives Working in groups or teams

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Abraham Maslows theory

Maslow gave a theory that there are five heights of human needs which workers need to have satisfied at work. All of the needs are organized into a hierarchy and only once a lower level of need has been fulfilled, a worker would be motivated by the chance of having the next step up in the hierarchy fulfilled. An organization should offer different inducements to employees in order to help them fulfill each need in turn and progress up the hierarchy. Leaders should also know that employees are not all motivated in the same way and do not all move up the hierarchy at the same pace. Therefore, they have to deal a slightly different set of incentives from employee to employee.

Frederick Herzbergs Theory

He believed in a two-factor theory of motivation. He said that there were definite factors that a business could present that would openly motivate workers to work harder. Though, there are also factors present that de-motivate a worker if not existent but would not in themselves really motivate workers to work harder. For example a worker will work if an organization has provided a sound pay and safe working conditions but once he is there these factors will not make him work harder. Herzberg understood that firms should motivate employees by accepting a democratic approach to management and by enlightening the nature and content of the actual job through certain methods. Some of the methods leaders could use to attain this are:

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Job enlargement workers are given a larger variety of tasks to achieve which should make the work more motivating. Job enrichment - involves workers are given a broader variety of more complexes, motivating and challenging tasks surrounding a complete division of work which should give a greater sense of success. Empowerment means giving additional authority to workers to make their own choices over areas of their working life.

Adamss equity theory

John Stacey offered a theory that a workers motivation is can be affected if the worker considers that their work welfares/rewards are at least equivalent to the expanse of the effort that they put into their work. Adams considered work welfares and rewards as outputs and a workers work effort as inputs. Input Examples The amount of hours functioned by the worker A workers work responsibilities A workers work duties The work commitment proven by the worker A workers loyalty A workers flexibility such as performing jobs at short notice The support that the worker has offered to the organization, coworkers and line managers

Output Examples Pay Bonus Prizes Recognition of the workers contribution Positive work reviews Work promotions Pension Employer flexibility Annual leave

Adams specified that if a worker considers that his work outputs are not equivalent or greater than his inputs then the worker will become de-motivated. Adams theory contains the declaration that when a worker is judging whether the outputs they obtain are fair the worker will often match their coworkers work inputs and outputs with their own. The comparison will often be made with a worker at a parallel level in the organization to the worker.
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How is it applied in organization?

There are several process theories of motivation. For example if we look at the Adams Equity theory which is completely applied in the Scotia airways as one of the fundamental driver of scotia airways is that the management focused upon the proper level of equity of the service output, Senior management staff always works together agrees and appreciates upon the output targets with the middle and junior staff and managers and always gives them a chance to determine the operational planning and important decisions for the betterment of the company. The target scale of provision, passenger volume and market share are determined by the senior managers and the middle and junior managers then populate the details into the plan and are always allowed to come up with some genius and intelligent ideas. Whereas if we look at the Herzberg's Theory (two factors theory) in which its first factor known as hygiene factors are basically based on the need for the business to avoid unpleasantness at work and build up a good working and friendly environment and the second factor of Herzberg's Theory is (motivational factors) which are based on the every individual employee needs for personal growth, motivational factors can increase the job satisfaction among the staff. Herzberg's Motivation-Hygiene Theory has also been used in the company (scotia airways) as a culture of trust and confident expectation of hope and success has been developed by both the management and workers which has been served to enhance the efficiency and overall performance of the company. Senior as well as junior staff has been always motivated and allowed to share their ideas which could bring some positive and strong points to the business and the management has successfully created a very positive and friendly working relationships among the staff by which the staff has acquired their complete job satisfaction and this is why scotia has been able to retain the same management team that were brought to the business in 1996 and this vast majority of staff have also remained with the business among its growth through the years.

Motivational theory and the Management

The management team of scotia airways have worked in proper planning and evaluated success by being focused on the customer satisfaction. Satisfaction of the stakeholders involved in the business has been supreme to the and in the meanwhile when any type of difficult decision has to be taken, the chief executive always stood up faced that difficulty and has wisely taken the paramount decisions. The investors in scotia have set a desired plan for the expansion of business over the next 5 years which would include the long distance flights as well. Some members were frightened about change in the strategy would completely change the dominant assumptions of the workers however there has been an acceptance for scotia to successfully expand and would compete with its other competitors in the challenging market. The management has already been started up the proceeding plans for the expansion which includes the main goals and policies of the company. Many of the members are still uncertain about the successful expansion.

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Motivational theories helping managers

In every business area managing workforce has always played an important role, simply the organization wont perform but the people would have to perform for the betterment and success of the organization. Managers get a lot of help from the motivational theories. An altogether motivated team can always recognize and can perform better in achieving organizational goals and objectives. Motivational theories always optimize the employee's skills and creativity and results in an effective decision. It also helps in increasing productivity and profit through staff feeling themselves as a valuable member of the organization. Staff work together with less tension because their focus is on the achieving the company goals and not on themselves and their mutual understandings .The staff feels more motivated and get completely committed to their work . Motivational theories not only make a good friendly official environment but also leave an impressive and appreciable effect on the customers as the customers experience a level of service as staff work closely together to exceed their expectations and also helps in properly understanding customer requirements and improving performance to meet customer needs more effectively and in the end it improves and build up an impressive organizations image and reputation.

P9 Group Dynamics
A group can be defined as numerous individuals who come together to achieve a specific job or goal. Group dynamics mentions the attitudinal and social features of a group. Group dynamics include how groups are formed, their construction and procedure, and how they perform. Group dynamics are appropriate in both formal and informal groups. In an organization, groups are a very common thing and the learning of groups and group dynamics is an important area of study in organizational behavior. The following sectors deliver information related to group dynamics. Precisely, the forming and development of groups is first discussed. Then some main types or classifications of groups are discussed. Then the structure of groups is examined. GROUP DEVELOPMENT Group dynamics is includes why and how groups are developed. There are numerous theories as to why groups develop. A common theory, advises that groups develop based on actions, interactions, and sentiments. Mainly, the theory means that when persons share common actions, they will have more interaction and have attitudes toward each other. The major element in this theory is the communication of the individuals.
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Social exchange theory offers an alternative explanation for group development. According to this theory, individuals form relationships based on the implicit expectation of mutually beneficial exchanges based on trust and felt obligation. Thus, a perception that exchange relationships will be positive is essential if individuals are to be attracted to and affiliate with a group. According to Tuckman, five stages of group development are there which are forming, storming, norming, performing, and adjourning. Forming: Forming is a coordination period when fellows get to know each another and share hopes about the group. Members absorb the main purpose of the group as well as the directions to be followed. The forming stage should not be rushed because trust and openness must be developed. Storming: The group is expected to see the maximum level of disagreement and encounter in this stage. Fellows often experiment group goals and tussle for power. Individuals often compete for the control position during this stage of development. Norming: This stage is considered by the respect of separate differences and shared beliefs. Cooperative work should begin to give results. Tasks are separated among fellows and the group decides how it will progress. Performing: it is the stage when the group has developed and reaches a feeling of cohesiveness. Thru this stage of growth, characters admit one another and conflict is settled through group conversation. Adjourning: Not all groups reach this stage of growth because it is considered by the dismissal of the group. Reasons that groups split vary, with mutual reasons being the success of the task or individuals determining to go their own ways. GROUP TYPES One simple way to categorize group is by whether they are formal or informal in nature. Command groups Command groups are stated by the structural chart and frequently involve of an administrator and the subordinates that report to that administrator. An example is an academic department chairman and the faculty members in that department.

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Task groups Task groups contain people who work organized to attain a common job. Followers are brought together to achieve a variety of aims within a definite time period. Task groups are also commonly known as task forces. The organization hires members and gives the responsibilities and tasks to be done. Examples of common task groups are ad hoc committees, project groups, and standing committees. Functional group A functional group is created by the organization to achieve specific goals within an undetermined time. Functional groups stay in survival after accomplishment of current goals and objectives. Examples of functional groups would be a marketing department, a customer service department, or an accounting department. Interest groups Interest groups regularly continue over time and last longer than common informal groups. Followers may not be part of the same organizational department but they are bound other common interest. An example would be students who come collected to form a study group for a specific class. Friendship groups Friendship groups are formed by members who enjoy similar social activities, political beliefs, religious values, or other common bonds. Members enjoy each other's company and often meet after work to participate in these activities. For example, a group of employees who form a friendship group may have an exercise group, a softball team, or a potluck lunch once a month. Reference group The central determinations of reference groups are social justification and social comparison. Social validation lets persons to explain their attitudes and values while social comparison helps persons assess their own movements by associating themselves to others. Reference groups have a strong effect on fellows' behavior. By associating themselves with other members, individuals are able to measure whether their performance is satisfactory and whether their attitudes and values are right or wrong e.g. for a new employee the reference group of an organization can be a group of employees that work in a different department or even a different organization.

Group structure
It is a form of relations among memberships that grip the group composed and help it attain allocated goals. Structure can be defined in a many ways. Among the more common considerations are group size, group roles etc.

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Formal Groups and Informal Groups

Formal Group

A formal group is the thoughtful and methodical grouping of people in an organization so that organizational aims and objectives are better achieved. The total number of people functioning in an organization is distributed into smaller groups (teams or sections or departments) and each group is accountable for accomplishing a task which would eventually contribute to accomplishing the organizations goal. This increases the efficiency of the organization.

Informal Group

Informal groups are the normal and spontaneous grouping of people whenever they work collectively over a period of time. Whenever people cooperate and work together over a definite period of time, its very usual for them and it comes very spontaneously for them, that they form informal groups. For example, a person is formally allocated to the computer engineering department. But in the hostel, he lives with friends from other branches. So when all of them live collected for a period, its natural to cooperate and build up groups informally with friends from other branches. The same way, any organization would have informal groups.

Behavior of groups in organizations

The way that groups behave in an organization can be observed by the frequency and interaction type the groups are involved in. This can be done by noticing the concept that the behavior of the groups depends largely on the grade to which groups cooperate in order to attain their goals, and the compatibility between the goals of different groups. The behavior of the groups can be influenced by

Accommodation Avoidance Collaboration Competition Interdependence (degree to which group depend on each other). Organizational culture Social networks in organizations

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P10

Team Dynamics:
The psychological processes and behavior that are influenced by the interactions of people in a particular group is known as Team Dynamics. Or the developmental stages that a team goes through are known as team dynamics. These developmental stages are known as: 1. Forming 2. Storming 3. Norming 4. Performing 5. Transforming

Factors Affecting Performance of Team Members:

In order for a team to work effectively it should know how to interact with each other and the organization. For a team to be effective it should know how to manage the four internal factors and one External factor affecting them. These five factors are: Internal Factors: 1. Goals: the goals should be understood, clear, defined and communicated to all members of the team 2. Roles: who does what on the team 3. Work Processes: how members work together 4. Relationships: the quality of interactions in team members External Factor: The external factor that affects the performance of a team is the environmental influences on the team e.g. the impact of the organization, law and order situation and the outside world. These factors also affect the performance of the team members.

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P11
The Impact of Technology
The impact of technology is huge on the businesses these days. Organizations must react to the increasingly global, fast moving, knowledge based economy by processing information and making decisions quickly. In these days, the increased connectivity has increased instability within the industries and across the economy as a whole. Connectivity and complexity together are causing the organizations to find new ways of working and surviving in this fast moving world. Different teams are formed to complete specific tasks. The communication between these team members is very important for achieving the organizations goals. Previously, the communication between these members was not that easy but with the help of the modern technology, it has been made easy. New networks of communication have been produced between team members in the last thirty years. Communications between team members in businesses have been improved by the use of general hardware like telephones, PCs, modems, communication links such as the switched networks and the local area networks, and information technologies. Then they have the ability to interact with other individuals through such developments as e-mail, chat-rooms and the Usenet.

Globalization
There is a trend towards globalization and cross-cultural meetings currently are becoming a part of the daily businesses. People from different national backgrounds are joined together in workgroups and teams in order to get things done across geographical boundaries. With the trends of becoming more global, the people who are to make things happen are moving closer into contact with colleagues, partners and customers from different part of the world.

Scotia Airways
In the Scotia airways, technology is widely used for the success of the tasks and organizational goals between the member of the teams, which are responsible for their specific tasks and goals, just like other airline companies. Employees in an aircraft and on the ground have to communicate for the safe flights. Like ways, employees in the ticketing, those responsible for the maintenance of the aircrafts, those who are in the checking, loading and unloading of the luggage, security etc. work in teams. So, communication between the team members is vital for the success of Scotia Airways.

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