Complete Assignment of Organization and Behaviour

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Contents
No.
Particular
Page
Scenario
Introduction
Different organizational structures and cultures
3.1
Pre-bureaucratic structures
3.2
Bureaucratic structures
3.3
Post-bureaucratic
3.4
Functional structure
3.5
Divisional structure
3.6
Matrix structure
3.7
Flat structure
3.8
Team structure
3.9
Network structure
3.10
Virtual structure
Organizational culture
4.1
Power culture
4.2
Role culture
4.3
Task culture
4.4
Person/Welfare culture
10
4.5
My opinion
10
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5
The relationship between an organizations structure and
10
culture and the effect on business environment

5.1
6
My opinion
11
The factors which influence individual behaviour at work
11
6.1
Perception
13
6.2
Abilities and skills
13
6.3
demographic factors
13
6.4
attitude
6.5
My opinion
14
14
the effectiveness of different Leadership styles in different
14
organization
7.1
Autocratic
16
7.2
Bureaucratic
16
7.3
Democratic
17
7.4
Charismatic
17
7.5
Situational
18
7.6
Transactional
18
7.7
Transformational
18
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Organizational theory underpins principles and practices of organizing

and of management
19
8.1
Interpersonal Roles
21
8.2
Informational Roles
21
8.3
Decisional Roles
22
8.4
My opinion
23
the different approaches to management and theories of organization

use by different organization
23
9.1
Human Behavior Approach
23
9.2
Social System Approach
23
9.3
Socio-Technical Systems Approach
24
9.4
Decision Theory Approach
24
9.5
Management Science Approach
24
9.6
Systems Approach
25
9.7
Contingency or Situational Approach
25
9.8
Operational Approaches
25
9.9
My opinion
26
10.0
Conclusion
26
11
Reference
27
Scenario
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Paul Roger runs a card business in Wigan. He employs four stuff named Laura, John,
Karl and Ellen. Laura serves as a administrator by telephone enquiries in Wigan. The rest are
card designers and all work from in various parts of the country. All designers are linked by
computer to the main office in Wigan. Each designers do their specialization. John designs
birth cards, Karl designs postcards and Ellen works on specialist projects. Paul is occupied
with customers, ensuring that the briefs are satisfied by his designers and looking for new
business. In August, Paul secured a contract with an American card manufacturer. As a result
he had to recruit four more designers. He also decided to employ a full-time sales person to
sells design in US. He also extend business in Manchester to print and supply cards as well
as designing them.
Introduction
As Paul Roger wants to extend his business, he should use a special kind of
organizational structures to overcome the difficulties in new steps. He also have to
understand what type of organizational cultures that he is dealing with because there are
factors influencing the individual behavior at work.
He has four staffs and moreover he is trying to recruit four more designers for having
new contacts with American card manufacturer. To get the best result, a good leadership is
required adjusted with his organization. The right organization theory and the right approach
to management will make his card business grows rapidly in modern world.
Figure .1
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Different organizational structures and structures
Pre-bureaucratic structures
Pre-bureaucratic structures is a kind of structure which is lack of standardization
tasks. This structure is most found in smaller organizations. It is the best way in solving the
simple tasks. The structure is totally centralized. The strategic leader makes all key decisions
and most communication is done by one on one situation. It is particularly useful for new
entrepreneurial business as it enables the founder to control growth and development.
Bureaucratic structures
Bureaucratic structures have a certain degree of standardization. They are better suited
for more complex or larger scale organizations, usually adopting a tall structure. It is clearly
defined in roles and responsibilities. Most of them are in a hierarchical structure as the size of
organizations and each level has respect for merit in this bureaucratic structures.
Post-bureaucratic
Post bureaucratic is termed as in two senses in the organizational structures. One is
generic and one much more specific. In the generic sense the term post bureaucratic is often
used to describe a range of ideas that specifically contrast themselves with bureaucratic
structures. This may include total quality management, culture management and matrix
management and so on. None of these however has left behind the core tenets of
Bureaucracy.
The post-bureaucratic organization, in which decisions are based on dialogue and
consensus rather than authority and command, the organization is a network rather than a
hierarchy, open at the boundaries. There is an emphasis on meta-decision making rules rather
than decision making rules.
Functional structure
Employees within the functional divisions of an organization tend to perform a
specialized set of tasks, for instance the marketing department would be staffed only with
marketing specialist. This leads to operational efficiencies within that group. However it
could also lead to a lack of communication between the functional groups within an
organization, making the organization slow and inflexible.
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As a whole, a functional organization is best suited as a producer of standardized
goods and services at large volume and low cost. Coordination and specialization of tasks are
centralized in a functional structure, which makes producing a limited amount of products or
services efficient and predictable. Moreover, efficiencies can further be realized as functional
organizations integrate their activities vertically so that products are sold and distributed
quickly and at low cost
Divisional structure
The divisional structure groups each organizational function into a division. Each
division within a divisional structure contains all the necessary resources and functions within
it. Divisions can be categorized from different points of view. One might make distinctions
on a geographical basis or on product/service basis. Thus why, it is also called as functional
structure.
Matrix structure
The matrix structure groups employees by both function and product. This structure
can combine the best of both separate structures. A matrix organization frequently uses teams
of employees to accomplish work, in order to take advantage of the strengths, as well as make
up for the weaknesses, of functional and decentralized forms.
For example, a cosmetic company produces a lotion and a powder. According to the
matrix structure, this company would organize functions within the company as follows:
lotion sales department, lotion customer service department, lotion accounting, powder sales
department, powder customer service department, powder accounting department. Matrix
structure is amongst the purest of organizational structures, a simple lattice emulating order
and regularity demonstrated in nature.
Flat structure
The flat structure is common in small companies especially the entrepreneurs. As
companies grow, they tend to become more complex and hierarchical, which leads to an
expanded structure, with more levels and departments.
However, in rare cases, although the company growth very rapidly but remains very flat as it
grows, eschewing middle managers.
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Team structure
One of the newest organizational structures developed in the 20th century is team
structure. In small businesses, the team structure can define the entire organization. Teams
can be both horizontal and vertical. While an organization is constituted as a set of people
who synergize individual competencies to achieve newer dimensions, the quality of
organizational structure revolves around the competencies of teams in totality. Larger
bureaucratic organizations can benefit from the flexibility of teams as well. The most world
successful "APPLE" and "SAMSAUNG" are all among the companies that actively use
teams to perform tasks.
Network structure
Another modern structure is network. While business giants risk becoming too clumsy
to approach, act and react efficiently, the new network organizations contract out any
business function, that can be done better or more cheaply. In essence, managers in network
structures spend most of their time coordinating and controlling external relations, usually by
electronic means which aligns with its low-cost strategy. The potential management
opportunities offered by recent advances in complex networks theory have been demonstrated
including applications to product design and development, and innovation problem in
markets and industries.
Virtual structure
Virtual organization is defined as being closely coupled upstream with its suppliers
and downstream with its customers such that where one begins and the other ends. A special
form of boundary less organization is virtual. The virtual organization exists within a network
of alliances, using the Internet. This means while the core of the organization can be small
but still the company can operate globally be a market leader in its niche. According to
Anderson, because of the unlimited shelf space of the Web, the cost of reaching niche goods
is falling dramatically. Although none sell in huge numbers, there are so many niche products
that collectively they make a significant profit, and that is what made highly innovative
Amazon.com so successful.
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Figure .2
Organizational culture
The organization culture is the one that develops and change over a period of time.
The culture will affect both on the individuals or organization which will act as a constraint
on their behaviour.
Gareth Morgan defined on that
"The set of beliefs, values, and norms, together with symbols like dramatized events
and personalities, that represents the unique character of an organization, and provides the
context for action in it and by it."
So it is essential to understand the culture which will contribute to the success or
failure of the organization.
There are four types of organizational culture:
1.
2.
3.
4.
Power
Role
Task
Person/ Welfare
Power Culture
In power culture, the main feature is centralisation of power. It is mostly found in the
small entrepreneurial business organizations and it is controlled by a single individual or a
small group of individuals. That means there is a centralization power source and the
decision maker is alone there is no consultancy. Decision can be made very quickly. the
organization may react quickly to the danger. But the weakness is sometimes more
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consultancy can lead to staff feeling undervalued and de-motivated, which can be the lack of
challenge and also can lead to high staff turnover.
Role Culture
Today, role culture become common in most of the organizations . In a role culture,
organizations are split into various functions and each individual within the function is
assigned a specific role according to the employee 's position. The role culture has the benefit
of specialization. Employees focus on their particular role as assigned to them by their job
description and this should increase productivity for the company. This culture is quite logical
to organize in a large organization. Position is the main source of power and rules and
procedures are the main source of influence.
But as there is only little scope for individual initiative, there will be slow in
individual growth and development.
Task Culture
It is basically a team work based approach to complete a specific task. The team
decides the way how will the work be organized, not by individuals or by the rule of
organization. This culture is more common the business where the organization will establish
a project team to complete the project in the particular time. The senses of employee
motivated because they have power to make decisions in their team, they will feel as well and
assess because they can have been chosen in this team and given responsibility to bring task.
Person or Welfare Culture

Basically this kind of culture is a welfare non profitable, charities and for the social
activities. This kind of culture can be in the group or individual aim. It is mostly found in
communities such as kibbutz, co-operatives, architects' partnerships and so on.
In a person culture , hierarchies are impossible except by mutual consent. Many
people will have a variety of options according to the choice.
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My opinion
From the above structures & cultures, Paul Rogers use the network structure because
he contacts his designers mostly by internet as they all are linked by computer to the main
office. It is for the purpose of low cost strategy as there will be no travelling cost to send
design, This has ensure a good communication. But it is a network communication so when
the business become giant, there will be risk becoming too clumsy to approach, act and react
efficiently.
The relationship between an organizations structure and culture

and the effects on business performance
Culture and structure work as a important role in the organization. It creates new
concepts and strategies which can affect any level of planning. When it to apply a claim on
any organization of hierarchy. Therefore the involvements of culture of organization and
structure will be carried out in the governmental companies etc.
The structure of organization and culture can affect the progress of organization in the
positive and in a negative manner. In a positive manner it differentiates the organization in
other whom does not have culture and structure. He explains the restriction of the society. It
provides a sense of license among the employees to know for success and realization of
purposes. He can bring stability and social system in the organization. In any organization
having culture and strange structure there will be the working frame also provides appropriate
norms of working frame.
Every organization has different rules of policies and the regulations that how to
communicate with the employee. The organization shows responsibilities as who will
announce to whom means which will be responsible to whom the majority in this kind of
tasks of organization a good enemy of decision the company
Culture and structure also have some disadvantages on the progress of business. If the
culture of organization is too much complex then in the decision of organization will be very
slow and also there will be the catch of centralized decision in which they will not amuse the
employee of lower level.
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My opinion
In my thought, the present organizational structure is appropriate for now but no more
for further plan to extend his card business .When his card business is small, it is ok with the
network organizational structures. It saves time and cut down the cost of travelling because of
the network's benefits. But now with the extend of business in US and the contract with an
American card manufacturer, the network structure is not efficient enough to operate. With
the network structure, when business become giant, risk becoming too clumsy to approach,
act and react efficiently.
To solve that, I suggest the bureaucratic structures as it have a certain degree of
standardization. They are better suited for more complex or larger scale organizations like
Paul Rogers expecting card business. It is usually adopting a tall structure so the coming
levels of his organization's controlling and communication will be in good way. That's why I
believe the bureaucratic structures will be suitable for his card design business.
The factors which influence individual behaviour at work

All individuals are different and behave differently to people all over time.
Interpersonal behaviour is different from individual behaviour. If we know what types
of behaviour made people effective as workers, we can encourage or change our behaviour to
accomplish our organizational goals.
There are many terms and factors which influence the individuals behaviours at work.
Among them the most important are personality, perception, demographic factors, abilities
and skills and attitude.
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Figure .3
Personality can be defined as the study of the characteristics and distinctive traits of
an individual, the inter-relations between them and the way in which a person responds and
adjusts to other people and situations. The several factors that influence the personality of an
individual are heredity, family, society, culture and situation. It implies to the fact that
individuals differ in their manner while responding to the organizational environment.
Personality can be regarded as the most complex aspect of human beings that influences their
behaviour in big way.
We can also show the personality by personality dimensions of map charts by
following facts:
Personality dimension
Neuroticism
Extraversion
Openness to experience
Agreeableness
Conscientiousness
Neuroticism It tells about the effectiveness and emotional control in a body. If
neuroticism is high in a body then it shows nervousness , sensitivity and unstable where it is
low levels shows confidence emotional stability and activeness.
Extraversion, in high level its shows energetic or if it is in low level may be
described as quite , shyness and unsocial
Openness to experience High openness to experience have broad interest and having
a wide imagination. in other hand low openness are conservative and conventional
Agreeableness Its good to have high agreeableness because its brings kindness
friendly and a team worker
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Conscientiousness individual with a high a level are original and effective. their
focus is just on their job and if this level is low in some one there that person will be very
slow, careless and undutiful
Perception
The cognitive process meant for interpreting the environmental stimuli in a
meaningful way is referred to as perception. The study of perception plays important role for
the managers. It is important for mangers to create the favourable work environment so that
employees perceive them in most favourable way.
Abilities and Skills
The physical capacity of an individual to do something can be termed as ability. Skill
can be defined as the ability to act in a way that allows a person to perform well. The
individual behaviour and performance is highly influenced by ability and skills. A person can
perform well in the organisation if his abilities and skills are matched with the job
requirement. The managers plays vital role in matching the abilities and skills of the
employees with the particular job requirement
Demographic Factors
The demographic factors are socio economic background, education, nationality, race,
age, sex, etc. Organisations prefer persons that belong to good socio-economic background,
well educated, young etc as they are believed to be performing better than the others. The
young and dynamic professionals that have good academic background and effective
communication skills are always in great demand. The study of demographic factors is
significant as it helps managers to pick the suitable candidate for a particular job.
Attitude
According to psychologists, attitude can be defined as a tendency to respond
favourably or unfavourably to certain objects, persons or situations. The factors such as
family, society, culture, peers and organisational factors influence the formation of attitude.
The managers in an organisation need to study the variables related to job as to create the
work environment in a favourable way that employees are tempted to form a positive attitude
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towards their respective jobs. The employees can perform better in the organisation if they
form a positive attitude.
My opinion
As the network structure, Paul Roger recruit the staff in different places mostly at
home. He behave in that manner because there will be no more internal office and work
problems. And also let the staffs do at their home make them feel relax and no pressure to
come office in time. They can do their works freely with no limitation time. Thus why, he
behave as this manner.
the effectiveness of different Leadership styles in different

organizations
Leadership has a direct cause and effect upon relationship between organizations and
can shape the organizations success. Leaders determine values, culture, change tolerance and
employee motivation. Leaders can appear at any level of an institution and are not exclusive
to management. Successful leaders do, however, have one thing in common. They influence
those around them in order to make the maximum benefit from the organizations resources,
including its most vital and expensive: its people.
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Figure .4
In fact, the influence of leaders and their effectiveness in moving people to a shared
vision can directly shape the people, its materials, how patrons use or interact with them and
whether or not that experience is beneficial. With leadership potentially playing such a vital
role in the success of information centres and patron experiences, it is useful to consider the
different types of leaders and their potential impact on libraries as organizations.
Current leadership theories describe leaders based upon traits or how influence and
power are used to achieve objectives. When using trait-based descriptions, leaders may be
classified as autocratic,
democratic,
bureaucratic or
charismatic.
If viewing leadership from the perspective of the exchange of power and its utilization to
secure outcomes, leaders are
situational,
transactional or
transformational.
Understanding these different tropes can provide a vocabulary for discussion that can
lead to meaningful, desired results. It bears nothing that are not all leaders are created equal,
and leadership quality may vary enormously across industries or simply within an
organization. In addition, identifying an individual leaders style is central to evaluating
leadership quality and effectiveness especially as it relates to organizational goals.
Autocratic
Autocratic leadership can be called do as I say types. Typically, Autocratic leaders
are inexperienced with leadership thrust upon them in the form of a new position or
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assignment that involves people management. Autocratic leaders can damage an organization
seriously as they force their followers to execute strategies and services in a very narrow
way based upon a subjective idea of what success looks like. There is no shared vision and
little motivation beyond coercion. Commitment, creativity and innovation are typically
eliminated by autocratic leadership. In fact, most followers of autocratic leaders can be
described as biding their time waiting for the inevitable failure this leadership produces and
the removal of the leader that follows.
Bureaucratic
Bureaucratic leaders create, and rely on, policy to meet organizational goals. Policies
drive execution, strategy, objectives and outcomes. Bureaucratic leaders are most comfortable
relying on a stated policy in order to convince followers to get on board. In doing so they
send a very direct message that policy dictates direction. Bureaucratic leaders are usually
strongly committed to procedures and processes instead of people, and as a result they may
appear aloof and highly change adverse.
The specific problem or problems associated with using policies to lead arent always
obvious until the damage is done. The danger here is that leaderships greatest benefits,
motivating and developing people, are ignored by bureaucratic leaders. Policies are simply
inadequate to the task of motivating and developing commitment. The specific risk with
bureaucratic leaders is the perception that policies come before people, and complaints to that
effect are usually met with resistance or disinterest. Policies are not in themselves destructive,
but thoughtlessly developed and blindly implemented policy can de-motivate employees and
frustrate desired outcomes. The central problem here is similar to the one associated with
autocratic leaders. Both styles fail to motivate and have little impact on people development.
In fact, the detrimental impact could be significant and far outweigh any benefits realized by
these leadership styles.
Democratic
It sounds easy enough. Instead of one defined leader, the group leads itself.
Egalitarian to the core, democratic leaders are frustrated by the enormous effort required to
build consensus for even the most mundane decisions as well as the glacial pace required to
lead a group by fiat. The potential for poor decision-making and weak execution is significant
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here. The biggest problem with democratic leadership is its underlying assumptions that
everyone has an equal stake in an outcome as well as shared levels of expertise with regard to
decisions. Thats rarely the case. While democratic leadership sounds good in theory, it often
is bogged down in its own slow process, and workable results usually require an enormous
amount of effort.
Charismatic
By far the most successful trait-driven leadership style is charismatic. Charismatic
leaders have a vision, as well as a personality that motivates followers to execute that vision.
As a result, this leadership type has traditionally been one of the most valued. Charismatic
leadership provides fertile ground for creativity and innovation, and is often highly
motivational. With charismatic leaders at the helm, the organizations members simply want
to follow. It sounds like a best case scenario. There is however, one significant problem that
potentially undercuts the value of charismatic leaders: they can leave. Once gone, an
organization can appear rudderless and without direction. The floundering can last for years,
because charismatic leaders rarely develop replacements. Their leadership is based upon
strength of personality. As a result, charismatic leadership usually eliminates other
competing, strong personalities. The result of weeding out the competition is a legion of
happy followers, but few future leaders.
Situational
Situational leadership theory suggests that the best leaders constantly adapt by
adopting different styles for different situations or outcomes. This theory reflects a relatively
sophisticated view of leadership in practice and can be a valuable frame of reference for
experienced, seasoned leaders who are keenly aware of organizational need and individual
motivation. Most importantly, it allows experienced leaders the freedom to choose from a
variety of leadership iterations. Problems arise, however, when the wrong style is applied
inelegantly. Also, considering our earlier discussion regarding some of the more ineffective
leadership styles like autocratic and bureaucratic, this style requires a warning or disclaimer
related to unintended or less than optimal results when choosing one of these styles. With that
said, situational leadership can represent a useful framework for leaders to test and develop
different styles for various situations with an eye towards fine-tuning leadership results.
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Situational leadership, however, is most effective when leaders choose more effective styles
like charismatic, transactional, and transformational.
Transactional
The wheeler-dealers of leadership styles, transactional leaders are always willing to
give you something in return for following them. It can be any number of things including a
good performance review, a raise, a promotion, new responsibilities or a desired change in
duties. The problem with transactional leaders is expectations. If the only motivation to
follow is in order to get something, what happens during lean times when resources are
stretched thin and there is nothing left with which to make a deal? That said, transactional
leaders sometimes display the traits or behaviours of charismatic leaders and can be quite
effective in many circumstances while creating motivated players. They are adept at making
deals that motivate and this can prove beneficial to an organization. The issue then is simply
one of sustainability.
Transformational
Transformational leaders seek to change those they lead. In doing so, they can
represent sustainable, self-replicating leadership. They do not force to perform like the
personality
(charismatic)
or
bargaining
(transactional)
to
persuade
followers.
Transformational leaders use knowledge, expertise and vision to change those around them in
a way. They make the followers with deeply embedded buy-in that remains even when the
leader that created it is no longer on the scene. Transformational leaders represent the most
valuable form of leadership since followers are given the chance to change, transform and, in
the process, develop themselves as contributors. Organizationally this achieves the best
leadership outcome since transformational leaders develop people. Transformational
leadership is strongly desired since it has no artificial constraints. It is particularly suited for
fast-paced, change-laden environments that demand creative problem solving and customer
commitment.
In my opinion
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Paul Roger is using the autocratic leadership as to do in his own ways . He need
more than leaders and leadership; they need the right kinds of each. To remain viable as
institutions, and to add value to the constituents they serve, the card design business
leadership must manage change, develop employees and provoke customer commitment.
That said, there is a clear difference between leadership styles and there may be instances
where one style is more effective; thus a need for flexibility and perhaps an
inventory/awareness of who might best lead an initiative based on their styles. In fact, certain
leadership styles actually undermine morale, creativity, innovation and employee
commitment. Taking the time to consider the types of leaders he have in his card design
business could be a worthwhile exercise in terms of understanding leadership and its impact
on his organization.
Organizational theory underpins principles and practices of

organizing and of management.
Organizations are social arrangements for the controlled performance of collective
goals. Organizational theory and management theory is used in many aspects of a working
business. Many people strive to adhere to the theory to help them become better at their jobs
or more successful in life, although this may lead to them having to sacrifice some of their
personal principles in order to succeed.
One example of following organizational theory in the financial sector would be an
employee or manager who wants to know how to achieve goals by having a set structure to
follow. In addition, someone in a human resources sector will have to make decisions through
their working day that will undoubtedly change the structure and practice of a working day of
all other employees in the company.
If an individual gets so wrapped up in trying to fit the terms of organizational theory,
they may start to neglect others areas of business. In the some way, management theory may
also underpin the personal values of some individuals. For instance, they may disagree with a
particular rule or regulation that has been introduced by the company. However in order to
carry out their job as a manager effectively and professionally, they need to move away from
their principles and execute the job.
For that the manager`s role is described by Fayals theory as follows:
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Planning
It is the ongoing process of developing the business mission and objectives and
determining how they will be accomplished. Planning includes both the broadest view of the
organization, e.g. its mission, and the narrowest, a tactic for accomplishing a specific goal.
Organizing
Establishing the internal organizational structure of the organization. The focus is on
division, coordination, and control of tasks and the flow of information within the
organization. It is in this function that managers distribute authority to job holders.
Commanding
Fayals called this maintain activity among the personnel, it involves instructing and
motivating subordinates to carry out tasks.
Coordinating
This is the task of monitoring the activities of individuals and groups within the
organization, reconciling differences in approach, timing and resource requirement in the
interest of overall organizational objectives.
Controlling
It is a four step process of establishing performance standards based on the firms
objective, measuring and reporting actual performance, comparing the two and taking
corrective or preventive action is necessary.
In other way Henery mintz berg describes in other way.
He explains three main types of managerial roles
1. Interpersonal {figurehead, leader, liaison}
2. Information {monitor, spokesmen, disseminator}
3. Decisional roles {entrepreneur, disturbance handler, resource allocator negotiator}
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Interpersonal Roles
Figurehead
The manager is a symbol, obliged to perform a number of duties. He represents the
organization in various ceremonies etc.
Leader
Managers select and trained the team members. He/she used to motivate the team to
achieve pre defined goal.
Liaison
Manager duty is to communicate with people outside the work unit trying to
coordinates two project groups.
Informational Roles
Monitor
The monitor involves seeking current information from many sources. The manager
acquires information from others and shares it with concerns people to stay well informed.
Disseminator
The managers send external information into his organization and internal information
from one subordinate to another.
Spokesman
The managers transmit information out to his organizations environment to speak on
behalf of the organization.
Decisional Roles
Entrepreneur
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The manager acts as initiator and designer of much of the controlled change of the
organization. By using the monitoring role, he seeks opportunities, sees problems, and
initiates actions to improve situations.
Disturbance Handler
The manger role involves resolving conflicts among subordinates or between the
managers departments and other departments.
Resource Allocator
This role of manager involves deciding about how to allocate people, time,
equipment, budget and other resources to attain desired outcomes.
Negotiator
Managers participate in negotiation activities. Managers represent department during
negotiation of union contracts, sales, purchases, budgets, represent departmental interest.
Managerial Authority
The formal and a manager to make decisions, issues, orders and allocate resources to
achieve organizational goals and objectives.
Managerial authority is the position that empowers a manger to exercise command
and control over those placed under him for realization of the assigned role in an
organization.
My opinion
In this way of being organized, Paul Roger's business has advantages. Firstly, he is
operating the business with a low-cost organizational strategy. With the way the Brake even
point can reach rapidly and the profit outcome will be massive in future time. Secondly, there
will be no time delay because they transfer design by linkage of computer. The design can be
send and receive simultaneously. Finally, without the work regularly time, he can spend out
of the office to find news customers and to analyze their want and need.
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the different approaches to management and theories of
organization used by different organization
Human Behaviour Approach
It is a kind of Human Relations, Leadership or Behavioural Science Approach. It
bears the existing and newly developed theories and methods of the relevant social sciences
upon the study of human behaviour ranging from personality dynamics of individuals to the
relations of culture. As management is the process of getting things done by people, managers
should understand human behaviour. Emphasis is put on increasing productivity through
motivation and good human relations. Motivation, leadership, communication, participative
management and group dynamics are the central core of this approach. It suggests how the
knowledge of human behaviour can be used in making people more effective in the
organization.
Social System Approach

Organization is essentially a cultural system composed of people
who work in cooperation. For achieving organization goals, a cooperative
system of management can be developed only by understanding the
behaviour of people in groups. Cooperation among group members is
necessary for the achievement of organization objectives. For effective
management, efforts should be made for establishing harmony between
goals of the organization and the various groups therein. It has real
significance to the practising manager in the sense that managers operate
in social system.
Socio-Technical Systems Approach

The socio-technical systems approach of management views an
organization as a combination of 2 systems a social system and a
technical system. The real pattern of behaviour in the organization is
determined by the interaction of two. Social systems of the organization is
governed by social laws as well as by psychological forces. Technical
systems consists of technological forces operating in the organization like
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physical
setting
of
work,
rules,
procedures
etc.
While
analysing
management problems of getting things done by people, adequate

consideration should be given to technology as well as informal
interactions of people.
Decision Theory Approach

Management
is
essentially
decision-making.
Members
of
the
organization are decision-makers and problems solvers. Organization can

be treated as a combination of various decision centres. The level and
importance of organization members are determined on the basis of
importance of decisions, which they make. Quality of decision affects the
organization effectiveness.
All factors affecting decision-making are the subject matter of study
of management. Besides processes and techniques in decision making
factors
affecting
decisions
are
information
systems,
social
and
psychological aspects of decision-makers..
Management Science Approach

It is known as Mathematical or Quantitative Measurement Approach.
Management is regarded as the problem-solving mechanism with the help
of mathematical tools and techniques. Management problems can be
described in terms of mathematical symbols and data. Thus every
managerial activity can be quantified. This approach covers decisionmaking, systems analysis and some aspects of human behaviour. It has
contributed significantly in developing orderly thinking in management
which has provided exactness in management discipline. This approach is
a fast developing area in analysing and understanding management.
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Figure .5
Systems Approach
A system is basically a combination of parts, subsystems. Each part
may have various sub-parts. An organization is a system of mutually
dependent parts, each of which may include many subsystems. It is
considered as an Abstract Approach and Lack of Universality in it.
Contingency or Situational Approach

it is the most recent development in the field of management. This attempts to
integrate all the management approaches. Management action is contingent on certain action
outside the system or subsystem as the case may be. Organizational action should be based on
the behaviour of action outside the system so that organization should be integrated with the
environment. Because of the specific organization environment relationship, no action can
be universal.
Operational Approaches
Management is the study of what managers do. It emphasises on management
functions and various concepts and principles involved in performing these functions.
Management functions are universal irrespective of the type of organizational or level of
management in an organization, though there may be differences on emphasis on a particular
function in a particular organization or at particular level. The conceptual framework of
management can be constructed on the basis of the analysis of management process and
identification of management principles. The central core of managing revolves around
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planning, organizing, staffing, directing and controlling. This central core of management is
unique and is not found in other activities.
My opinion
Paul Roger might decide to change the organizational structure of his business. He has
long term plan to grow his card business as he want to extend around the US. To do so, he
cannot go along with the network structure as the operation system will become less efficent.
Therefore he need to change his organizational structures according to the further business
plan.
Conclusion
Paul Roger's is running the card design business in a very systemic organizational
structure ways. With many advantages of structure, the business has grows with the time. But
now for the future business plan to sell designs in the US and a small printing business in
Manchester, he will need to change his organizational structure from network structure to
bureaucratic structure to run his business in a systemic way. He should also try the new
organizational cultures to have a good communication and coordination with his stuffs. And I
believe the
new styles of leadership will also bring a very bright future and glorious
successful for his card business in near future,
Figure .6
Reference
Website
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http://wps.peasoned.co.uk
http://employment.blutit.com
http://google.com
http://yahoo.com
http://wikipedia.com
Book
Robbins, S. P., & Juidge, T.A(2009). Organization behaviour

David Lei and John W.Slocum, Jr. (2005) Strategic and Organizational Requirements
for Competitive Advantage

Harvard business essentials : managing creativity and innovation, 2003, Harvard
Business School Press, Boston, Mass.

Ayman, R. & Korabik, K. 2010, Leadership, American Psychologist, vol. 65, no. 3,
pp. 157-170.
From hang out book of "Organizational and Business Structure"
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Unit 3
: Organizations and Behavior
Assignment title: Motivation and Teamworks in organizations
Submitted by:
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Content
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No
Content
Pg
1.
Scenario
30
2.
Task 3.1
32
3.
Task 3.2
34
4.
Task 3.3
37
5.
Task 4.1
38
6.
Task 4.2
41
7.
Task 4.3
42
conclusion
43
reference
43
Scenario
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In june2006 a group of 11 Samsung Electronics Co. employees pledged to do the last thing
more people desire just as spring bursts into summer; stay inside the drab room with small
curtained windows for the bulk of the next six weeks. The product planners, designers,
programmers, engineers had recently entered Samsung's so-called Value Innovation Program
(VIP) Center, just south of Seoul. They were asked to outline the feature and design of the
company's mainstay flat-screen TV, code-named Bordeaux. And their bosses had void to keep
them posted their until they had completed the assignment.
It's all part of a new mantra at Samsung" market driven change". In the past decade Samsung
has radically improved the quality and design of its products, Yun Jong Yong, Samsung's old
chief executive, now wants the company to rival the likes of Microsoft Corp, and IBM as a
key shaper of information technology. By 2010 he aims to double sales, from $85 billion last
year to $170 billion
How to make Samsung more innovative? One key initiative is the VIP center. Yun set the
program in 1998 after concluding that as much as 80% of cost and quality is determined in
the initial stages of development. By bringing together everyone at the beginning to thrash
out differences, he believed the company could streamline its operations and make better
gadgets. In the past two years, though, the center's primary aim has shifted to" creating new
value for customers." says Vice-President Lee Dong Jin, who heads the facility. Translation:
Find that perfect balance of cost, innovation, and technology that makes a product great.
If it weren't such hard work it might almost be fun. The center at Suwon, Samsung's main
manufacturing site, 20 miles from Seoul, is open 24 hours a day. House in a five-story former
dormitory, it has 20 project rooms, 38 bedrooms for those who need to spend the night, a
kitchen, a gym, traditional baths and Ping-Pong and pool tables. Last year some 2,000
employees cycled through, completing 90 projects with names such as Rainbow, Rapido, and
Rocky. While some teams wrap up their works within weeks, other projects drag on for
months, and all division leaders sign a pledge that participants won't return to their regular
jobs until they have finished the project.
The Bordeaux team shows how the VIP center works. The goal was to create a flat-screen TV
that would sell at least 1 million units. But the team member quickly discovered that they had
strongly differing opinions about what customers want in a TV. The designers proposed a
sleek, heavily sculpted model Engineers wanted to pack in plenty of functions and the best
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picture and sound quality. Product planners were concerned primarily with creating
something that would beat the offerings of Sharp Corp., then the leader in LCD TVs.
Every steps of the way team members drew what Samsung calls " value curves." These are
graphs that rank various attributes such picture quality and design on a scale of 1 to 5, from
outright bad to excellent. The graphs compared the proposed model with those of rival
products and Samsung's existing TVs. The VIP Center specialists also guided the term in
discussions exploring ideas and concepts from entirely different industries, picking up hints
about the importance of the emotional appeal in the offerings of furniture makers and
Hollywood. " We wanted a curve resembling a wine glass, and a glossy back to make the TV
fit in with other furniture." says designer Lee Seung Ho, who worked on the Bordeaux
project.
One challenge the team faced: Surveys showed that shoppers buy a flat-screen TV as much
for its look as a piece of furniture as for its technological muscle. some members went to
furniture stores to figure out what made buyers tick, and discovered that the design of the set
trumpets most other considerations. So the group started shedding function in favors of form,
cutting corners on high-tech feature to spend more to make a TV that looks good even when
it's turned off.
The initial response is encouraging. In the last week of May(2006), Samsung inched ahead
Sony to become the No1 LCD TV brand in the U.S., garnering market share. Yun now says
he wants to become the top maker of digital TVs, including those using plasma and rearprojection technologies, in the U.S. this year.
Pretty grand ambitions. But Yun has a strong record of setting stretch goals and achieving
them. Under his stewardship, Samsung has transformed itself from an industry also-ran into
the richest electronics maker in Asia. Now it could also become the coolest if Yun can
reinvest Samsung one more time and get his engineers, designers, and marketers to dream up
products such as the Bordeaux and reality fire consumers' imaginations.
Task 3.1
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Discuss the impact that different leadership styles may have on motivation
in organizations in periods of change
Leadership is an association through which one person influences the behaviors of other
persons in an organization. "Motivation is the process by which the behavior of an individual
is influenced by others, through their power to offer or withhold satisfaction of the
individual's needs and goals".
Leadership styles and their impacts on motivation:
Leadership is about influencing, motivating and inspiring people. The essential job of
management is the well-organized and effective use of human resources for the attainment of
organizational targets. Effective using of human resource cannot be achievable without
motivate the employees of the organization. Therefore, to motivate the employees, leadership
styles play a significant role because they make the company culture that influences the
organization and its performance. There are different types of leadership styles and each type
has its own impact on motivation in work organizations and those are autocratic, democratic
and laissez-faire leadership.
Autocratic leadership:
The autocratic leadership style is one which leaders have absolute power over their workers
or team. They tell people what to do instead of asking for employee's opinions or suggestions.
For example, Samsung use autocratic leadership because the company needs too or the tasks
will not be approved out inside the business. Samsung's autocratic leaders give employees
their role and responsibilities. This can give their business clear route but it may also guide
managers to overlook input from their teams. It is important when Samsung's business faces a
critical situation or when an immediate problem occurs that requires an urgent reaction.
Autocratic leadership style allows Samsung's managers to make most functioning decisions.
For example, if an accident happens in the Value Innovation Program(VIP) Center, manager
might take control to ensure a quick and co-ordinate reply, and they have the right to make
the last decision. However, Samsung's managers are attempting to convince their teams to
accept their opinion. Also their managers get the opinions of the lower staff before taking a
decision. So if they did not use autocratic then Samsung's wouldn't be run sufficiently.
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Democratic leadership:
Although democratic leaders make the last decisions, they call other members of the team to
add to the decision-making process. For example, Samsung accepts democratic leadership to
boost job contentment by involving team members, and helps to develop people's skills.
Under this leadership style, Samsung's staffs feel esteemed, that is why staffs are encouraged
to work hard by more than a monetary remuneration. Samsung chooses leadership roles to
staffs in the organization so that everyone is clear about their responsibilities, to implement
the strategic decisions through efficient communication and doing a follow up on the
employees to ensure that they providing quality services. This increases team motivation and
encourages creativity.
Laissez-faire leadership:
"Is a style where the manager observes that members of the group are working well on their
own". Samsung's managers adopted laissez-faire leadership, where they give all authority
and power to the employees and they must determine goals, make decisions, and resolve
problems on their own. Working under laissez-faire leadership style, employees can improve
their communication skills, teamwork skills as well as enhance loyalty and responsibility.
Task 3.2
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Compare the application of different motivational theories within the
workplace
Motivation theories can be classified extensively into two different viewpoints. See content
and process theories of motivation in . Content theories emphasis on what motivates
individual and process theories emphasis on the real process of motivation. Motivation is
complex. It's influenced by withdrawals and reinforced by multiple factors. According to
classic motivational theorists such as Maslow and Herzberg, human beings have a set of
needs or desired outcomes and will act in such a way to fulfill them while other motivational
theorists such as Victor and Locke argued that the informed expectations and particular
targets will become motivator factors that lead humans to act and work in order to reach
desirable goals.
"Maslow puts forward a theory that there are five levels of human needs which employees
need to have fulfilled at work". There are two things to remember about Maslow's model.
First, employee must satisfy lower level needs before they seek to satisfy higher level needs.
Second, once they have satisfied a need, it no longer motivates them; the next higher need
takes its place.
In other hand, Herzberg theory suggests that there are two basic needs of individuals such as
hygiene factors (environmental factors) and motivation factors. Herzberg outlines the main
issues concerning motivation: those factor that motivation employee in the workplace
(motivation factors) and those factors that prevented job dissatisfaction (hygiene factors).
Herzberg encouraged leaders to study the job itself rather than conditions of work.
Porter and Lawler argues that human act according to their conscious expectations that a
particular behavior will lead to specific desirable goals. Three component of expectancy t
theory are:
"E - P (Expectancy): The employee believes that his/her efforts will result in acceptable
performance.
P - R (Instrumentality): the employee believes that acceptable performance will lead to the
desired outcome or reward.
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R (Valence): the employee values the reward".
Comparing to other theories, Locke theory suggests that motivation and performance will be
high if individuals are put specific objectives which are difficult, but accepted and where
comment is given on performance. Practical implication for the manager of goal theory
include: the need for systematic identification of specific performance goals. The need for
goals to be challenging but realistic; the importance of complete and accurate feedback on
results and the need for goals to be determined either by a superior or by the individuals
themselves.
However, according to McGregor theory, manager of organization posses two different
assumptions about the human nature and he explained these two assumptions in two different
theories: Theory X and Theory Y. According to theory X, the human being has always being
inherited for the disliking of the work. They always try to avoid the work either they can do
or not. According to him, managers always think that their employees are lazy. Manager has
to forced, direct and controlled his people to do work.
For example: Samsung use two motivation hierarchies (Maslow and Herzberg). Samsung use
Maslow theory because it suggested them if they achieve one level then it motivates them to
achieve the next. Also Samsung aims to motivate its staffs both by paying interest to hygiene
factors and by enabling satisfiers. For example, it motivates and empowers its staffs by
suitable and opportune communication, by giving responsibility and involving employees in
decision making. They forums this in which staff can be part of the discussions on pay rises.
This shows credit of the work that staffs do and rewards them. Samsung staff can even
control what food goes onto its restaurant menus. Employees consequently become motivated
to make choices that will increase their use of the restaurants.
In other hand ASDA believe in McGregor theory 'y'. They completely have a positive
approach towards their employee handling. They create awareness between their employees
to gather information about different fields. The employees working as ASDA either
individually or working as a team learn to face challenges. The different method adopted by
ASDA is that they make different teams and make them competitor between themselves by
providing the same task and hence see their performance by the results gained for the
improvement of the company. Theory X does also apply to ASDA, especially where staffs are
concerned. The emphasis is on the use of money and control to encourage employees to
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perform in the correct manner. In addition to this, ASDA give time and a half pay to
employees on Sunday as a motivation.
Task 3.3
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Evaluate the usefulness of a motivation theory for managers.
Motivation is to encourage people to work, independently or in teams in the ways such as to
create best results. It is the desire to apply high levels of attempted towards organizational
aims, conditioned by the attempts and capability to satisfy some individual need. Motivation
is apply to the whole class of drives, desires, needs and wishes. Managers motivate their
subordinates is to say that they do those things which they hope will satisfy these desires and
compel the subordinates to perform in a desired method. The most important task of
management is to motivate others. It comprises the abilities to communicate, to set an
example, to challenge, encourage, getting feedback, to develop and train, to inform and to
provide a just reward. See motivation process on.
Employees have to be treated with diligence. The manager has to stay friendly as well as
maintain a level of distance with his/her staff. It is a tricky ground to tread. The staffs look up
on the manager as their leader. They expect maturity, rationality and understanding from their
superiors. Simple things like calling people by their first name, chatting or even a general
inquiry about their well-being, brings in a feeling of belongingness. All the employees in the
organization vibrate to a different place. A treatment that motivates one may not motivate the
other. Understanding the difference in character and temperament in between the individuals
is important. Managers set reasonable goals. Planning too high task creates a feeling of nonachievement, right from the beginning itself. The goals set should be such which looks
feasible to the staffs to be achieved. A slightly higher target than expected provides a
challenge.
Task 4.1
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Explain the nature of groups and group behavior within organizations
"The term group can be defined as two or more persons interacting and working together for
a common purpose". When people work in groups rather than as individuals, the goals of the
organization can be easily achieved. However, working in a group is a complex task. Group
dynamics refers to the interactions among the members of a group. A work group of an
organization is the most important base for the social identity of employees in that
organization. Therefore, performance at work and relationships outside the organization are
influenced by the nature of groups in the organization.
Nature of Groups:
Different kinds of groups are created to get specific results in organizations. The members
accept a common task, become mutually dependent in their performance, and interact with
each other to promote its achievement. There are three views on the nature of interaction
between members of a group. The first view is the normative view, which describes how to
carry out activities and manage a group. According to the second view, group dynamics
includes of a set of techniques which include, role play, team building, sensitivity training
and self-managed teams. The third view explains group dynamics from the point of view of
the internal nature of the groups. The structure of groups and performance are discussed in
this view along with the effect of groups on individuals, other groups, and the complete
organization.
Dynamics of Group Formation:
Organizations form groups for a variety of reasons. Different classical theories of groups
attempt to explain why managers form groups. The theory of proximity suggests employee's
closeness as the reason because individuals who working at places located close to one
another tend to form groups. According to balance theory, group formation results from the
resemblance of attitudes and values between members. Individuals with common interests
sustain their relationship by an equal balance between their attitudes and common interests.
Another theory of group formation is the exchange theory. It suggests 'reward-cost' outcomes
of interaction as the reason. By becoming members of a group, individuals complete their
need for association.
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Formal Groups:
A group formed by the organization "to achieve a specific task is termed as a formal group".
The organization structure a formal group and gives tasks and responsibilities to different
members with the intent of reaching organizational aims. Command groups and task groups
are examples of formal groups. "A command group is relatively permanent in nature and
finds representation in the organization chart. Task groups, on the other hand, are formed for
a specific task and are temporary in nature".
Informal Groups:
"Informal groups are formed by the staffs themselves". The reasons for the formation of
informal groups can be the need for closeness, ordinary interests, growth or support. There
are two types of informal groups: friendship groups and interest groups. Members of
friendship groups have a friendly relationship with each other, common interests and are
similar in age and view, but interest groups are formed to manage an activity and are
temporary.
The Five-Stage Model:
According to the five-stage model of group development, all groups pass through the
forming, storming, norming, performing, and adjourning stages.
Forming: This is the first stage of group formation where members aim to identify acceptable
behavior in a group. The members try to format their behavior so as be a part of the group.
Storming: In this stage, disagreements about leadership between members might give leads to
other involvements. By the end of this stage, a comparatively clear structure of positions in
the group emerges.
Norming: This stage of group increases a sense of comradeship in members through the
development of close relationships.
Performing: In this stage, members of the group show committed performance to achieve
aims defined in the norming stage.
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Adjourning: This is the last stage for provisional groups such as task groups or committees
formed to do some tasks. After this stage, the groups stop to exist. While some of the
members may feel happy about the achievements, others may be unhappy that they will lose
friends after the group disperses. The effectiveness of groups is supposed to increase through
the stages.
Task 4.2
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Discuss factors that may promote or inhibit the development of effective
teamwork in organizations
"An effective team is one that achieves high level of task performance, member satisfaction,
and team viability". There are a number of factors that are required to develop effective
teamwork, and those factors are: good leadership, effective communication, diversity and
plan for disagreement resolution. Leadership is one of the most important parts of teamwork.
This means that the team leader have the ability to create and sustain a working culture that is
positive, which in turn will help to motivate.
For example, Samsung have good leadership and this helps them to motivate and even inspire
the team members to get involved in creating a positive working environment, along with
high levels of obligation. Samsung's team leader not only focuses on their own aim and
direction of the team, but also makes sure that the other members of the team share this focus.
Also they are capable to promote a high level of morale between the team members so that
they feel supported and valued. Samsung train their employees to have good and effective
communication because communication is a very important factor of interpersonal
interaction.
Therefore, one of the key facets of teamwork is open communication, wherein it enables
members of the team to expressive their feelings, plans and shares their ideas, and
understands each other's viewpoints. Also in case of poor communication observed
Samsung's leaders work around the aspect and make way for effective communication
between the team members. Diversity also promotes creativity, innovation, and raises
Samsung's awareness and respect for differences, which will support effective teamwork.
However, team members have a way of saying their opinions without fear of causing offense
to anyone. In fact, it is recommendable for the team leader to actually sit with the parties in
disagreement and work out the differences between them. However, teamwork can only come
about when the team leader sets a task, which can be following by the team members.
Task 4.3
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Evaluate the impact of technology on team functioning within a given
organization
New technology has been introduced into the workplaces. Many organizations see new
technology as the means to increase profit and to stay competitive in a marketplace. For
example, at Samsung, IT is at the heart of everything they do to make better electronic
products for customers. New technologies can free up Samsung's staff capacity, increase job
satisfaction through better communication and improve role responsibilities, by giving
different grades of staff an opportunity to take part in new tasks. On the positive side, new
technologies have an impact on how staff can be trained and updated. Examples include
simulation technology, accessing information via handheld devices, interactive DVD's and
online training. Samsung use online technologies because it is easier for staff to access
information, share good practice and keep up to date with new research.
The use of new technologies can improve and in some cases hinder team functioning. As
technology changes teams must update and maintain their knowledge in order to function
effectively. E-mail, Mobile phones, groupware and computers are technologies which have
improved team functions within an organization. Samsung use these technologies to improve
team functions. Email allows staffs to communication with each other from different place
which means that Samsung team members do not need to be in the same place at the same
time in order to communicate effectively. They use mobile phones because it allow teams to
communicate even when team members are out of the office or otherwise unavailable.
Conclusion
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Many information systems departments themselves are also discovering that they can
stimulate improvement in overall company performance by integrating information systems
to internal structural change. To do so involves establishing self-directed work teams with
more responsibility and freedom. They found that the original support provided by their
systems and information systems staff did was not aligned with the way that the company did
business. Because of their good teamwork under the leadership of Vice-President Lee Dong
Jin in company organization, Samsung can achieve their goal of double sales to $ 170 billion
by 2010 and to become the top maker of digital TVs near soon.
Reference
Handbook of Organizational Behavior, Robert Golembiewski, ed. 2nd. Ed. 2001

(KSL Core Ref. HD 58.7.H355)
Handbook of Organizational Performance: behavior analysis and management. 2001
C. Merle Johnson et al., eds. (KSL Stacks HD 58.7 .H364 2001)

IEBM Handbook of Organizational Behavior, Arndt Sorge and Malcolm Warner, eds.
1997 (KSL Stacks. HD 58.7 .I43)

Griffin, R. W., & Moorhead, G. (2007). Organizational behavior: Managing people
and organizations (8th ed.)

http://www.wekipedia.com
http://www.hbs.edu/faculty/units/ob/Pages/default.aspx
http://www.nwlink.com/~donclark/leader/leadob.html
http://sps.northwestern.edu/program-areas/undergraduate/organization-behavior/
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Different organizational structures and cultures

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Organizational theory underpins principles and practices of organizing

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Human Behavior Approach

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Organizational theory underpins principles and practices of

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