Table of Contents

LO1.Understand effective leadership behavior theory and practice ........................................................... 2

Q1.Evaluate contingency theories............................................................................................................. 2
1.1. Evaluate leadership theories.............................................................................................................. 2
The Four Core Theory Groups .............................................................................................................. 2
Question 2 ................................................................................................................................................. 6
The function of social work theory ....................................................................................................... 6
Question 3 ................................................................................................................................................. 7
2.1. Analyse the characteristics of different organizational structures ................................................ 7
LO2. Understand how Organizational structures and culture impact on the effectiveness of the
organization .................................................................................................................................................. 9
Question 4a ............................................................................................................................................... 9
2.2. Evaluate the importance of organizational culture theory in developing organizational
effectiveness ......................................................................................................................................... 9
Question 5 and Question 6 ..................................................................................................................... 11
2.3 Analyze the culture and structure of one organization and evaluate how they impact on its
effectiveness ....................................................................................................................................... 11
LO3. Understand how the organization can improve employee effectiveness to respond to business
Opportunities .............................................................................................................................................. 12
Question 7 ............................................................................................................................................... 12
3.2. Assess the importance of learning in organizations ............................................................... 12
Question 8 ............................................................................................................................................... 13
3.3 Evaluate the effectiveness of team working ................................................................................. 13
Question 9 ............................................................................................................................................... 14
3.2. Analyze the effective management of change in organizations .............................................. 14
LO4.Understand organizational decision making ....................................................................................... 15
Question 10 ............................................................................................................................................. 15
4.1. Analyze approaches to organizational decision making .............................................................. 15
Question 11 ............................................................................................................................................. 16
4.3. Evaluate the effectiveness of organizational decisions in a specific organization ...................... 16
References ................................................................................................................................................... 18

Introduction
The truth is that there is no "magic" combination of features makes a good leader and various
important characteristics in different circumstances. This does not mean, however, that you
cannot learn to be an effective leader. You just need to understand the different approaches to
leadership, so you can use the right approach for your own situation. One way to do this is to
learn about the basic theories of leadership that provide the backbone of our current
understanding of the direction. Since the 20th century, four major groups of theories have
emerged. We look at these theories central management of this article.
LO1.Understand effective leadership behavior theory and practice

Q1.Evaluate contingency theories and situational theories of leadership AND evaluate the
impact of autocratic, democratic, paternalistic, laissez-faire managerial styles on the
effectiveness of organization?
1.1. Evaluate leadership theories
The Four Core Theory Groups
1. Trait Theories
Theories claim traits that effective leaders share some common personality characteristics or
"traits". The first lines of the theories said that the leadership instinctive quality that do or not
do. Fortunately, we have learned more about what we can do to develop their leadership
skills within ourselves and others. Trait theories help us to identify the features and
characteristics (eg, honesty, empathy, self-confidence, good decision-making skills and
sympathy), which are useful for carrying out the other. However, none of these features or
any special combination of guaranteeing the success of a leader, The features are the external
behavior of the things that happen in our minds - and these internal beliefs and processes that
are important for effective leadership.
2. Behavioral Theories
Behavioral theories focus on how leaders behave. For example, leaders do not dictate what to do
and expect to cooperate? Or do you mean the teams decision to promote acceptance and
support? In 1930, Kurt Lewin developed a framework for behavior. He argued that there are
three types of leaders: Autocratic leaders make decisions without consulting the team. This
leadership style is considered appropriate when decisions must be made quickly, since it is not
necessary to enter, and when the contract is not necessary for team success. Democratic leaders
to give the group the opportunity to submit their comments before making a decision, although
the degree of the input can vary from leader to leader, This style is important when the consent
of the computer account, but can be difficult to manage when there are many different views and
ideas.
Laissez - faire leaders do not interfere, that allow people within the group to make many
decisions. This works well is highly qualified, motivated and need close monitoring. However,
this problem may occur because the manager is lazy or distracted, and it is this style of
leadership cannot fail.
It is clear how leaders behave affects their performance. They found, however, that many of
these are appropriate leadership behaviors at different times. The best leaders are those who can
use a variety of behavioral styles, and choose the right model for every situation.
3. Contingency Theories
It is obvious that there is not the right kind of leadership has led to the theory that the best
leadership style depends on the situation. These theories try to predict what style is best under
what circumstances. For example, when you need to make quick decisions, which style is best?
When you need the full support of his team is a more effective way to bring? If the manager is
more people-oriented or task-oriented, these are all questions that theories of leadership urgently
trying to answer.
1.2. Evaluate the impact of managerial styles on organizational effectiveness

Effective Leadership Styles
As mentioned earlier, change management is often the best leadership style for use in business.
Change management leaders demonstrate integrity, and know how to develop a strong and
inspiring vision of the future. Motivate people to realize this vision, these risks, and to build
strong and increasingly prosperous teams. However, they often need to adapt their style to suit
the group or the particular situation, and that's why it helps to have a thorough understanding of
the other models. Our article takes a deeper look management practices in a variety of styles that
can be used to show.
1.3. Analyze how motivational theory can inform employee motivation
Key theory of motivation
Maslow
Maslow believes that the needs can be expressed in a pyramid of hierarchy of needs, or as
indicated below. This motivation theory can be applied in the workplace and in other contexts.
See Maslow, the most basic physiological needs were. If the person has food and shelter,
Maslow believed that it was useless to try to motivate more applies to the workplace if
employees do not feel comfortable in their environment work; a high level of motivation is
difficult.

When this need is met, the employee is motivated to get a sense of security. In a difficult
economic environment, you will be regarded as Director of sufficient information about their
employment prospects of workers, or is there a strong?
When job is considered to be relatively safe, and then the employee motivated by social
concerns. Are you working atmosphere at your workplace? Is strong sense of team work? Are
employees to communicate in many different ways?
After a very social network is in place, then the employee self-esteem, when your employees are
doing a good job, it has been noticed, Reward systems, a positive feedback, and finally, when all
other factors are in place, the employee is looking for fulfillment. Your employees will have the
opportunity to learn and grow at work? Do you provide training opportunities, working in project
teams, job transfers?
See the pyramid as a guide evolving; workers may be at different stages, so you have to know
where they are in the pyramid, so that you can increase your motivation at the right level. View
of the pyramid -like not changing jobs, employees can Because of different ethnic know where it
is made of ILS, located south of the pyramid what To increase motivation at the right level.
Herzberg



Herzberg came up with the most popular theory of motivation. He believed that certain
conditions or "hygiene factors" must be introduced for workers to be happy, but they do not
necessarily motivate employees. For example, if an employee works less than the minimum
wage, it is unlikely that he / she will run a fair amount of the compensation will be given. At the
same time, if the employee is paid, Herzberg believed that the wage increase would not affect the
sustainable motivation. Herzberg suggested that the hygiene factors are met; employers should
focus on the recognition of the achievements of the employee and provide opportunities to learn
and grow. These motivation theories of Maslow and Herzberg were similar in this respect.
Question 2

1.4. Analyse theories relating to work relationships and interaction
The function of social work theory
Theories help workers to understand explain or give meaning to situations or behaviors and
provide information on what might have happened in the past. For example, social worker who
had been placed in foster care as baby and later moved to a large number of the family home
may explain the child "Disruptive behavior in foster care because of the inability to create a safe
Connection to a parent or guardian as a child, which is based on Bowlby (1979; 1988) theory.
Insight mortgage, this could have happened in the past or may occur in the future. For example,
social worker who had been placed in foster care as a baby and later many family home, may
explain " disruptive behavior of the child in foster care because of the impossibility of create a
secure connection to a parent or guardian as a child, which is based on (1979, 1988) theory of
attachment Bowlby . An idea of what might have happened in the past or might happen in the
future, For example, social worker who had been placed in foster care as baby and later moved to
a large number of the family home, may explain the child "Disruptive behavior in foster care
because of the inability to create a safe connection to a parent or guardian as a child, which is
based on Bowlby (1979; 1988) theory of attachment.
What happened?
How did it compare with previous experience?
How did I do?
How well did I do?
What could I have done better?
What could I have done differently?







Question 3

2.1. Analyse the characteristics of different organizational structures

The study of organization focus on organizations management science , most advocacy
organizations is roughly equivalent to four categories:

Committees or juries
Ecologies
Matrix organizations
Pyramids or hierarchies

Committees or juries
This is a group of peers who decide as a group, perhaps by voting. Differences jury principal
investigator light members are usually run or take further actions after the group has taken a
decision reach a decision. The common law countries, legal to make decisions of guilt, liability
and damages juries, and juries are also used for athletics events, the price of the book and related
services. Sometimes acts like a jury box. In the middle Ages, juries in continental Europe were
used agree that local notables.

The Committees are use to make decisions. Condorcet jury theorem proved that votes better than
a roll of the dice, then add members increases the number of majorities that can come to the
correct vote ( but poorly defined ) members. The problem is that the member has subsequently
worse than a roll of dice, the committee's decisions grow worse , not better, that is, the staff is
crucial. Parliamentary procedure, such as Roberts Rules of Procedure, helps prevent committees
from engaging in lengthy discussions without making decisions.

Ecologies

This organization has intense competition. Bad parts of the organization starve. Add a good job.
All paid for what they actually do, and runs a small business that is or they are ripe.
Companies that use this type of organization partial view of what happens ecology, There are
also cases where a natural ecosystem border eco regions do not generally compete with each
other in any way, but are very autonomous. The pharmaceutical company GlaxoSmithKline says
this type of work the organization of this article external tutor. Bastian Batac De Leon
Matrix
Matrix Management
This type of organization to determine two heads of each employee in two different hierarchies.
The hierarchy is "functional" and assures that each organization is skilled well trained, and
measured by a boss who is super- expert in the same field. In the other direction is "executive"
and tries to projects implemented by the use of experts. Projects can be arranged in products,
regions, customer types, or other scheme. For example, the company may be the person with
overall responsibility for Product X and Y, and the other person that is responsible for the design,
quality control, etc. Therefore, subordinates responsible for monitoring the quality of X is two
lines reporting project.
Pyramids or hierarchies
The hierarchical organization of Hierarchy describes the leading arrangement leading to other
members of the organization. This arrangement is often associated with bureaucracy. These
structures are formed on the basis that there are enough people in the leader to wear your
support. As one can imagine a real pyramid, if there are not enough stone blocks of the
maximum capacity, gravity would irrevocably structure. Thus, one cannot imagine that the
assumptions his subordinates, the entire structure collapse. Hierarchies are ridiculed in the Peter
Principle (1969), a book that presents hierarchies and saying that a hierarchy, every employee
tends to rise to his level of incompetence.



LO2. Understand how Organizational structures and culture impact on the effectiveness of
the organization

Question 4a

2.2. Evaluate the importance of organizational culture theory in developing organizational
effectiveness

What is organizational culture?
A single definition of organizational culture has been very difficult to achieve. No definition of
organizational culture has emerged in the literature. One of the issues related to culture defines
its causes and effects. For example, these are the two ways in which cultures are often defined.
Outcomes
The obvious definition of culture and people's behavior, many use the term culture to describe
the consistency of the cross sections of individual behavior (CIBC). For example, when people
say that culture is "the way we do things around here" are constantly is where people perform
tasks, solve problems, resolve conflicts, treat customers and treat their employees.
Process
Definition of a set of mechanisms to create a culture of human behavior consistency crusade in
this case is defined as informal cultural values, norms and beliefs that guide how individuals and
groups in an organization interact with each other and with people outside the organization.
Function of organization culture
Both approaches are essential to understanding the culture. It is important to know what kind of
culture of behavior have the greatest impact (outcomes) and how culture works to control the
behavior of its members. We will address these issues later in the module.


As with all social mechanisms, the culture of the organization to carry out certain tasks in
society, some, or are proposed, and some of them unwanted. Such as organizational structure,
culture is difficult to detect, measure, or on a map. in some cases, cultural support, strengthen, in
others, is inconsistent with the structure. In still other situations, the cultures, acts as a functional
variant reduce performance variation. These are the most frequently discussed organizational
culture

Behavioral Control
Most systems attempt to control member of the social organization of behavior change. Is there a
business organization, club, community or nation, social systems, the need to limit certain
behaviors and encourage others? In Level one organization setting standards, procedures and
requirements, as well as a variety of consequences of compliance and non-compliance, this
system is part of the formalization of the formal structure of the organization. However, we often
have a high frequency of behavior (the consistency of individual behavior crosses) in the system
without a strong formal system of rules and regulations. In these cases, it is often an organization
or a group culture, which provides an informal way. Mechanisms of cultural control, we see how
the cultural section makes this task

Encourages stability
Mostly transitions used in most social systems, Despite the changes in the composition and
direction of many organizations to maintain certain properties essentially the same problems
addressed, and continue to conduct targeted the same mission and objectives. Organizational
culture is often transmitted "generation" and "generation" to create a very stable over time.



Provide source of identity
Individuals are constantly seeking to define social identities. Sometimes the identities that define
the roles and professions, and in other cases, people are defined by the members of the
organization. The inclusion of an organization as a source of identity, people take on the values
and achievements of organization. Individuals a constant search to define social identities.
Sometimes the identities that define the roles and professions, and in other cases, people are
defined by the members of the organization. The inclusion of an organization as a source of
identity, people take on the values and achievements of the organization.
Question 5 and Question 6

2.3 Analyze the culture and structure of one organization and evaluate how they impact on
its effectiveness
3.1 Analyze how organization can facilitate innovation and creativity

Organizational effectiveness is the concept of the effectiveness of the organization is to achieve
the results the organization intends to produce. The idea of organizational effectiveness is
especially important for non-profit organizations as most people who donate money to non-profit
and charitable organizations are interested in whether an organization is effective in meeting its
objectives. However, the researchers effectiveness of a nonprofit organization to recognize that
the concept is multi-dimensional and multi-functional definitions, For example, while most of
the leaders of nonprofit organizations define organizational effectiveness as "accountability" or
the extent to which an organization reaches a certain level of progress of their own goals,
minority leaders without a non-profit organization to define the efficacy of 'minimizing' or
'above the funding and minimizing administrative costs.
According to Richard et al. (2009) the performance and results of internal performance normally
associated with a myriad of functions are more efficient or effective, and other external activities
related to broader considerations than just an economic assessment of the organization to capture
the organization's efficiency (and either the shareholders, managers or customers), such as
corporate social responsibility. Efficiency also depends on the competence and ethics of
communication. The relationship between these three is concurrent. Ethics is the foundation,
which is the organization's efficiency. The organization must demonstrate respect, integrity,
honesty and fairness, so that knowledge with shareholders. Ethics and communication skills,
members of this group can finally achieve the set targets. Foundations and other sources of
funding and other funds are interested in the organizational efficiency of these people seek to
gain foundations. Foundations are always more requests for funding or funding proposals and
apply for funding as an investment at the same time ensure that the venture capitalists would be
choosing a company in which to invest.
Organizational effectiveness is an abstract concept, and it is difficult for many organizations to
measure directly. Instead of measuring the effectiveness of the organization into the organization
to represent the options selected by the efficiency. Indirect measures may include items such as
number of people served, types and sizes of parts of the population served, and the demand for
the service section of the Supply organization.
LO3. Understand how the organization can improve employee effectiveness to respond to
business Opportunities

Question 7

3.2. Assess the importance of learning in organizations

Learning culture is defined broadly to the understanding, learning organization, learning
structures and broader objectives of appropriate services. The paper aims to highlight some of
the key issues in learning and culture related to the effective development of basic skills
organization. In particular, these are questions around:

The paper begins with three different aspects of basic skills in the workplace, and how everyone
can approach the core competencies of the organization.

Approaches to workplace basic skills learning

Payne (2002) identifies three general approaches to learning basic skills in the workplace:

Basic skills in the workplace work learning basic skills and other adult education;

Located stresses that literacy skills are developed and used in specific social contexts,
which has a significant impact on learning in the workplace;

Functional requirements language and numeracy work and focus on programs to meet
those needs.



Question 8

3.3 Evaluate the effectiveness of team working

Teamwork has a dramatic impact on the performance of the organization. An effective team can
help the organization to achieve amazing results. A team that works can cause unnecessary
disturbance, failure and a strategic failure. Today, it is almost impossible to be a member of the
team. If you are not official team work, it is possible that you can work in one way or another.
Therefore, it is important to your personal and professional to learn about your strengths and
weaknesses teamwork development.
This assessment will help to uncover the problems with the current computer job which can be
generated. Once you have completed the assessment, you will be tools that allow the team to
improve and develop these important skills.




Question 9

3.2. Analyze the effective management of change in organizations
To improve the efficiency of the organization a challenge that goes beyond geographical borders,
sectors, industry and market. Things are familiar and spectacular - results are hope, fundamental
change in strategy is involved in the implementation of changes not stick, the costs are too high,
or synergies do not meet expectations.
In the dynamic market of today, companies need to change - or they put their long-term success
at risk. Sustainable change requires and behavior of a large number of people throughout the
organization. But companies complexity and defines the process which leads to the right solution
for your organization without disrupting ongoing operations.
Booz & Company has extensive experience in helping clients move their activities to new
business models. Multi-function HR strategy , operations and information systems , as well as
experts of the organization is uniquely qualified to work with clients to help them develop
organizational strategies and translate these strategies into all activities of the organization.
Areas of expertise:
Organization performance
Organization structure
Authority
Mutual Interests
Performance management
Procedures
Organizational changes
Venture resilience
Transformation management






LO4.Understand organizational decision making

Question 10

4.1. Analyze approaches to organizational decision making
Type of decision making

1. Programmed decisions: These decisions Programmed decisions are standards that always follow
the same routine. As such, they can be written in a fixed set of steps that anyone can follow. Even
they could be written as a computer program.

2. Non programmed decision: These are non-standard and non-routine. Every decision is not
exactly the same as any previous decision.

3. Strategic decisions. These affect the long-term business, for example, to support Company A or
Company B

3. Tactical decisions. These medium-term decisions on how to implement the strategy, for example,
this type of marketing they have, or how to recruit additional staff.

5. Operational decisions. This is short-term decisions (also called administrative decisions) on how
to implement tactics as the company used to make deliveries.

Level decision making


The decision making process



Question 11

4.3. Evaluate the effectiveness of organizational decisions in a specific organization
The idea of the design of the workplace is not a new idea. Many experts in the workplace have
been written on the subject (Horgen et al, 1999; Becker and Steele, 1995, Duffy, 1997).
However, there is little evidence of links beyond isolated case studies.
Moreover, the current research work aims to respond to a number of areas (eg, environmental
conditions) numbers of results (for comfort and understanding of the passengers). There is a lot
less attention to the processes and results of the group and the organization. In many cases,
research is foreign to the organization's strategy and objectives, but. In academia, researchers are
often interested in developing and testing the theory of understanding, if the work meets the
needs and goals (Cooper, 2001) of the organization.
However, there is a clear interest in the establishment of a new research program in the
workplace, as evidenced by the work of network Group of the Association for Research in
Environmental Design (Edra, 2005) and other professional groups alike to understand how the
design of the workplace can affect the approach to the organizations success.

Despite the growing interest in the design of the effectiveness of the organization in mind,
methods to achieve this are still to be expected. In addition, information about organizational
life rarely produced decades of research time has been included in the discovery and the
whole design process. This information is still the province of academics and consultants,
Organization and Management.

















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