Hiranya Dissanayake

Practical

Applications of
Management
Concepts

Table of Contents
EXECUTIVE SUMMARY....................................................................................................
1.0 INTRODUCTION...........................................................................................................
2.0 WAYMBA UNIVERSITY OF SRI LANKA.................................................................
3.0 CULTURE.......................................................................................................................
3.1 FUNCTIONS OF ORGANIZATIONAL CULTURE..................................................................
3.2 THEORIES OF CULTURE..................................................................................................
3.2.1

Levels of culture-Edger Schein..............................................................................

3.2.2

Cultural web- Johnson...........................................................................................

3.2.3

Deal and Kennedy's Culture Types........................................................................

3.2.4

Types of culture-Charles Handy............................................................................

3.2.5

Cultural Iceberg-French and Bell........................................................................

4.0 CULTURE AT WAYAMBA UNIVERSITY................................................................

4.1 LEVELS OF CULTURE ILLUSTRATION USING WAYAMBA UNIVERSITY..........................
4.2 CULTURAL WEB ILLUSTRATION USING WAYAMBA UNIVERSITY..................................
4.3 CULTURAL ICEBERG.....................................................................................................
5.0 ORGANIZING..............................................................................................................
5.1 ORGANIZATION STRUCTURE.........................................................................................
5.2 ELEMENTS OF ORGANIZATIONAL STRUCTURE.............................................................
5.3 DIFFERENT TYPES OF ORGANIZATIONAL STRUCTURE..................................................
5.3.1

Functional structures...........................................................................................

5.3.2

Divisional structures............................................................................................

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5.3.3

Matrix structure...................................................................................................

5.3.4

Team structures....................................................................................................

5.3.5

Network structures...............................................................................................

5.3.6

Boundaryless organizations.................................................................................

6.0 ORGANIZING AT WAYMBA UNIVERSITY...........................................................

6.1 ORGANIZATIONAL STRUCTURE AT WAYMBA UNIVERSITY.........................................
6.2 COMMON ELEMENTS OF ORGANIZATION-HENRY MINTZBERG.............
6.3 THE ELEMENTS OF ORGANIZATIONAL STRUCTURE......................................................
7.0 MOTIVATION..............................................................................................................
7.1 BASIC MOTIVATIONAL CONCEPTS.................................................................................
7.2 TYPES OF MOTIVATION THEORIES................................................................................
7.2.1

Hierarchy of needs theory....................................................................................

7.2.2

ERG theory..........................................................................................................

7.2.3

Two-factor theory.................................................................................................

7.2.4

Acquired needs theory.........................................................................................

7.3 PROCESS THEORIES OF MOTIVATION .......................................................................

7.3.1

Equity theory........................................................................................................

7.3.2

Expectancy theory................................................................................................

7.3.3

Goal-setting theory..............................................................................................

7.4 FUNDAMENTALS OF REINFORCEMENT THEORY .......................................................

8.0 MOTIVATION AT WAYAMBA UNIVERSITY.........................................................
8.1 HIERARCHY OF NEEDS THEORY OF MASLOW...............................................................
8.2 EQUITY THEORY AT WAYMBA UNIVERSITY................................................................
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9.0 CONTROL....................................................................................................................
9.1 TYPES OF CONTROL.....................................................................................................
9.1.1

Feed forward Controls.........................................................................................

9.1.2

Concurrent Controls............................................................................................

9.1.3

Feedback Controls...............................................................................................

9.3 STEPS IN CONTROLLING PROCESS................................................................................

9.4 THREE ORGANIZATIONAL CONTROL SYSTEMS............................................................
9.4.1

Output Control.....................................................................................................

9.4.2

Behavior Control.................................................................................................

9.4.3

Bureaucratic Control...........................................................................................

9.4.4

Clan Control........................................................................................................

10.0

CONTROL AT WAYAMBA UNIVERSITY...........................................................

10.1

SENATES...................................................................................................................

10.2

GOVERNING COUNCILS............................................................................................

10.3

BUDGET PRACTICES AND FINANCIAL MANAGEMENT..............................................

10.4

VISITING COMMITTEES AND ACCREDITATION..........................................................

10.5

INTERNATIONAL CHARTERS AND HANDBOOKS........................................................

11.0

CONCLUSION..........................................................................................................

12.0

REFERENCES..........................................................................................................

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Executive Summary

This report has prepared to provide the practical application of the knowledge obtained at the
lecture sessions. I have selected Wayamba University of Sri Lanka for this purpose mainly
because I am currently working in this organization.
The introduction section of this report explains about the purposes of the assignment and the
areas which explained in this assignment. Secondly briefly introduce profile of Wayamba
University and the reasons for selecting it as the assignment unit.
Second section explains about the theoretical perspectives of culture by various management
philosophers. Next it explains about the cultural aspects of Wayamba University and
classified the culture according to Charles Handy.
Third section explains conceptual foundation about the organizing function and the
importance of organizing function for an organization. Next explains the key aspects in the
organizing process in Wayamba University.
Fourth section elaborates the Motivation concepts introduced by various philosophers. Next
explains the motivational programs applied in Wayamba University and the weaknesses and
the suggestions for improvements.
Fifth section describes control concepts, and importance of control to an organization. Next
section describes the practical applications in control methods at Waymba University.
Final section concludes the key areas found in the Wayamba University and limitations of
this assignment.

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1.0

Introduction

Under the Management and Organizational Behaviour subject we have learnt the
management principles and the present day management. According to the new definition by
Stoner Management is the process of planning, organizing, leading and controlling, the
efforts of organization members and of using all other organizational resources to achieve
organizational goals. According to the definition management has four functions namely
planning, organizing, leading and controlling.
Organizational behaviour is the subject which describes the behaviour at organizations. New
definition of organization behaviour by Fred Luthans in 2010 is the understanding, predicting
and managing human behaviour in organizations. In this subject mainly explores about the
characteristics of individual behaviour such as perception, personality, attitudes, job
achievement, etc.
The vast knowledge we have obtained at the management and organizational behaviour
subject this assignment has focused on key main areas which is important to the organization.
I have selected the culture, organizing, motivation and control as the key areas which
discussed in this assignment.
I have selected Waymaba University as my assignment unit since it is my working
organization which is familiar to me. As per the university it has unique features compared
with the other universities. Therefore this assignment explores the culture, organizing,
motivation and characteristics of individual behaviour in Wayamba University of Sri Lanka.

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2.0

Waymba University of Sri Lanka

The Wayamba Campus of the Rajarata University of Sri Lanka was established on the
recommendation of a Committee consisting of Hon. Wishva Warnapala, Deputy Minister of
Education & Higher Education as Chairman. On the recommendation of the above
Committee, nine Affiliated University Colleges spread out in various provinces of the country
were merged to form two national universities, the Rajarata and the Sabaragamuwa
Universities of Sri Lanka on 07th November 1996.
The Affiliated University College of the North Western Province, which consisted of two
academic sections namely; Home Science & Nutrition and Agriculture, originally affiliated to
the Universities of Kelaniya and Peradeniya respectively, were merged to form the Wayamba
Campus and established in terms of the provisions of the Sections 18 and 47 (1) of the
Universities Act No. 16 of 1978 and the Campus Board Ordinance No. 3 of 1995.As provided
in the Act referred above, two Faculties were set up to form the Wayamba Campus namely,
the Faculty of Agricultural Sciences and the Faculty of Applied Sciences
According to the recommendations of the Committee and in consultation with the University
Grants Commission, late Honourable Richard Pathirana, then the Minister of Education and
Higher Education established the Wayamba University of Sri Lanka with effect from 01 st of
October, 1999 for the purpose of providing, promoting and developing higher education in
the branches of learning of Applied Sciences, Business Studies & Finance, Agriculture &
Plantation Management and Livestock, Fisheries & Nutrition.
Accordingly, the following Faculties and Departments of Study were assigned to the
Wayamba University by the Government Notification in the Extraordinary Gazette No.
1093/8 issued on the 13th of August, 1999 in Colombo:

Faculty of Agriculture & Plantation Management

Faculty of Applied Sciences

Faculty of Business Studies & Finance

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Faculty of Livestock Fisheries & Nutrition

The Wayamba University of Sri Lanka marked a decade of existence in 2009 since being
granted the autonomous status in 1999. Over these years, the major consideration in
designing degree programmes at the Wayamba University was the practicality and relevance
of courses of study for emerging development needs of the country, with the objective of
ensuring a high employability of graduates produced by the Faculties. The Wayamba
University graduates were expected to be enriched with scientific skills and competencies
demanded by employers.
It is the well-qualified academic staff that provides the major impetus in delivering all
academic programmes of the Faculties. The junior staff is provided with training on
pedagogical skills and other aspects of student-centred learning by the Staff Development
Unit of the University. Apart from the credit-based learning, directly facilitated by the
Faculties, significant contributions are made by the English Language Teaching Units,
Information & Communication Technology Centres and the Career Guidance Unit to enhance
a variety of students skills to impart that competitive edge in finding suitable employment
upon graduation.
The Libraries of the University have vastly improved their facilities to provide an ideal
independent learning environment for the students, with both traditional and on-line access to
library resources.Further, the extra-curricular training provided by the Physical Education
Unit through a variety of sports and games has been effective in the making of many versatile
graduates enriched with sports skills and achievements at inter-university level.
The general & financial administration led by the Registrar & Bursar together with their
Administrative Officers have immensely contributed to the development of much needed
infrastructure facilities, which the Faculties have utilized fully to create more higher
educational opportunities for the Advanced Level Students qualifying for university entrance.

3.0

Culture

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Organizational culture is defined as a system of shared meaning held by members that

distinguishes the organization from other organizations. An Organizational culture is the
basic pattern of shared assumptions, values, and beliefs considered to be the correct way of
thinking about and acting on problems and opportunities facing the organization.

Culture is the social glue that helps hold an organization together by providing appropriate
standards for what employees should say or do.

According to Deal and Kennedy, a strong culture is "A system of informal rules that
spells out how people have to behave most of the time".

Schein defines organizational culture as the pattern of basic assumptions that a given
group has invented, discovered and developed while learning to cope with its problems of
external adaptation and internal integration.

3.1 Functions of Organizational Culture

Culture provides a sense of identity to members and increases their commitment to the
organization

Culture is a sense-making device for organization members

Culture reinforces the values of the organization

Culture serves as a control mechanism for shaping behavior

3.2 Theories of culture

There are many theories of culture but I have selected 5 theories of culture for the
explanation.
1.
2.
3.
4.
5.

Levels of culture-Edger Schein

Cultural Web-Johnson
Types of Culture-Charles Handy and Harrison
Strong Culture-Deal and Kennedy
Cultural iceberg

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3.2.1 Levels of culture-Edger Schein

Schien identifies the following levels of culture
1. Artifacts- the culture can be identified based on symbols, expressions and visible
instructions based on particular organization or a society.
a. Personal Enactment
b. Ceremonies and Rites
c. Stories
i. About the boss
ii. About getting fired
iii. About relocating

iv. About promotions

v. About crisis situations
vi. About
status
considerations
d. Rituals
e. Symbols

2. Values-This indicates what are often taken for granted and tells individuals what is
regarded as important in the organization and what sort of the behaviour is desirable.
3. Norms These are generally accepted practice by a society based on a belief system.
These are followed over generations and protected over time.
4. Basic Assumptions-This represent deepest level of cultural awareness and guide
individual behaviour, determine how they should perceive, think and feel about things.

3.2.2 Cultural web- Johnson

5.

Structure
Control

power

Routines

Symbols

6.

Stories

Rituals

The Cultural Web identifies six interrelated elements that help to make up

what Johnson and Scholes call the "paradigm" the pattern or model of the work
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environment. By analyzing the factors in each, you can begin to see the bigger picture
of your culture: what is working, what isn't working, and what needs to be changed.
The six elements are:
1. Stories The past events and people talked about inside and outside the company.
Who and what the company chooses to immortalize says a great deal about what it
values, and perceives as great behavior.
2. Rituals and Routines The daily behavior and actions of people that signal
acceptable behavior. This determines what is expected to happen in given situations,
and what is valued by management.
3. Symbols The visual representations of the company including logos, how plush the
offices are, and the formal or informal dress codes.
4. Organizational Structure This includes both the structure defined by the
organization chart, and the unwritten lines of power and influence that indicate whose
contributions are most valued.
5. Control Systems The ways that the organization is controlled. These include
financial systems, quality systems, and rewards (including the way they are measured
and distributed within the organization.)
6. Power Structures The pockets of real power in the company. This may involve one
or two key senior executives, a whole group of executives, or even a department. The
key is that these people have the greatest amount of influence on decisions,
operations, and strategic direction.

3.2.3 Deal and Kennedy's Culture Types

7. By examining these cultural elements across a variety of organizations, Deal and
Kennedy identified four distinct types of cultures. They also identified two marketplace
factors that they felt influenced cultural patterns and practices. They were:

The degree of risk associated with a company's key activities.

The speed at which companies learn whether their actions and strategies are
successful.

8. They believed that the risk involved in making a poor decision and the time it takes to
find out whether a decision is the right one both have a bearing on how cultural elements
develop and influence an organization's employees.
9. Deal and Kennedy present these factors in a 2 x 2 matrix that identifies the four culture
types, as shown in figure 1 below.
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10. Figure 1 Deal and Kennedy's Cultural Types

11.
12. The quadrants of this matrix are explained below:

Tough-Guy, Macho This culture contains a world of individualists who enjoy risk
and who get quick feedback on their decisions. This is an all-or-nothing culture where
successful employees are the ones who enjoy excitement and work very hard to be
stars. The entertainment industry, sports teams and advertising are great examples of
this cultural type.

Work Hard/Play Hard This culture is the world of sales (among others).
Employees themselves take few risks; however, the feedback on how well they are
performing is almost immediate. Employees in this culture have to maintain high
levels of energy and stay upbeat. Heroes in such cultures are high volume salespeople.

Bet-Your-Company Here, the culture is one in which decisions are high risk but
employees may wait years before they know whether their actions actually paid off.
Pharmaceutical companies are an obvious example of this culture, as are oil and gas
companies, architectural firms and organizations in other large, capital-intensive
industries.

Process In this culture, feedback is slow, and the risks are low. Large retailers,
banks, insurance companies and government organizations are typically in this group.
No single transaction has much impact on the organization's success and it takes years
to find out whether a decision was good or bad.

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3.2.4 Types of culture-Charles Handy

13. Handy suggests that we can classify organizations into a broad range of four cultures. The
formation of culture will depend upon a whole host of factors including company
history, ownership, organization structure, technology, critical business incidents and
environment, etc.

14. The power culture

15. Handy describes the power culture as a web. He suggests that this
reflects the concentration of power of a family-owned business, which
can either be extremely large or small. The family operation with strict
responsibilities going to family members responsibility given to
personalities rather than expertise creates the power structure of the
web.
16. The role culture
17. This has been typified as a Greek temple and has often been stereotyped as portraying
bureaucracy in its purest form. The apex of the temple is where the decision making takes
place; the pillars of the temple reflect the functional units of the organization which have
to implement the decisions from the apex. The strength of the culture lies in specialization
within its pillars. Interaction takes place between the functional specialism by job
descriptions, procedures, rules and systems. This is very much an organization culture run
by a paper system. An authority is not based on personal initiative but is dictated by job
descriptions. Co-ordination is by a narrow band of senior staff. This is the only
coordination required as the system provides the necessary integration.Handy states that
the job description is more important than the skills and abilities of those who people the
culture. Performance beyond the role prescription is not required or encouraged.The
authority of position power is legitimate. Personal power is not. The culture functions
well in a steady-state environment, but is insecure in times of change. The role culture is
typified in government departments, local authorities, public utilities and the public sector
in general. This sort of culture finds it extremely difficult to change rapidly. The role

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culture is typified by rationality and size. You will have experienced this culture if you
have ever worked with a large, state enterprise.
18. The task culture
19. This is characteristic of organizations which are
involved in extensive research and development
activities they are much more dynamic. They are
constantly subject to change and have to create
temporary task teams to meet their future needs.
Information and expertise are the skills that are
of value here. The culture is represented best by a net or lattice work. There is close
liaison between departments, functions and specialties, liaison, communication and
integration are the means whereby the organization can anticipate and adapt to change
quickly.Influence in this team culture is based upon expertise and up-to-date information
where the culture is most in tune with results. The dangers for this culture exist when
there is a restriction in resources causing it to become more power or role orientated.
20. The person culture,
21. This is characteristic of the consensus model of management, where the individuals
within the structure determine collectively the path
which the organization pursues. If there is a formalized
structure, it tends to service the needs of the individuals
within the structure. Organizations which portray this
culture reject formal hierarchies for getting things done
and exist solely to meet the needs of their members. The
rejection of formal management control and reporting relationships suggests that this
may be a suitable culture for a self-help group or a commune, etc., but it is not
appropriate for business organizations.
22.
23.

3.2.5 Cultural Iceberg-French and Bell

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24.
25. Iceberg model of culture redrawn from French and Bell (1995)
26. The iceberg metaphor of culture shown in Figure illustrates the hidden values that
underlay human communication and design expressions, just as the larger part of an
iceberg is hidden under the sea level (French & Bell, 1995). Only a small part of culture
is visible at the surface

27.

28.
29.
30.
31.
32.
33.
34.
35.

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4.0

Culture at Wayamba University

36.

37.

Wayamba University has established under Rajarata University. Therefore the

culture of the university has impact by the culture at Rajarata University.But after the
independence they have established a unique culture with several key characteristics.
Wayamba University has a mixture of culture. With the university several faculties
exhibit different types of culture which are subcultures of the overall university and
the non academics and administrative staff has different sub cultures.
38.
According to Researcher Jeffrey Sonnenfeld Waymba University has
Academy Culture. Employees are highly skilled and tend to stay in the organization,
while working their way up the ranks. The organization provides a stable environment
in which employees can develop and exercise their skill.
39. According to Deal and Kennedy Waymba University can be classified as Work Hard Play
Hard Culture. This culture is the world of Lecturers .They takes few risks; however, the
feedback on how well they are performing is almost immediate. Employees in this culture
have to maintain high levels of energy and stay upbeat. Heroes in such cultures are high
talented lecturers.
40. Interestingly, this culture recognizes that one person alone cannot make the Faculty. They
know it is a team effort and everyone is driven to excel. Contests among employees are
common here, as they drive everyone to reach new heights.
41. According to Charles Handy overall university culture can be considered as Task Culture.
Mainly the lecturers are committed to perform based on result driven culture. Here
focuses on completion of tasks. Tasks are the projects, lecturers, examination duties, etc.
Team work, flexibility and commitment to achieving the department objectives the power
and influence tend to be based on specialist knowledge and expert power of the relevant
subject field. Creativity is encouraged and job satisfaction tends to be high in the
lecturers because the degree of individual participation is high.
42.

4.1

Levels of culture illustration using Wayamba University

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1. Artifacts- Waymba University Administrative Building can be considered as

artifacts. Furthermore there are certain colors for university and our
department color is maroon. At the Accounting Day all of the staff wears
maroon color sarees to reflect this.
2. Values- When I recruited to the university I have taught by the Head about the values.
Mainly the respects for seniority, Punctuality for lecturers, coorperation are some of the
values.
3. Norms- Our Faculty is unique compare with other faculties and other universities. The
lecturers wear sarees everyday instead of having lecturers or not. This is mainly due to the
belief that it is important to maintain respect. Our students also differentiated from other
faculties and other universities. These students are hands on the respect to the lecturers by
standing up when they see the lecturers.
4. Basic assumptions- Main assumptions in the university is individualistic view form and
individual responsibility will be assigned to individual lecturer and success or failure risk
is borne by them.

4.2

Cultural web illustration using Wayamba University

43. Stories
44. When we consider the Faculty of Business Studies and Finance started by Prof. E.S.
Wickramasinghe and there is many stories how he start the faculty. Previously Waymba
University was part of Rajarata University and Professor was a Senior Lecturer at
Management Faculty of Colombo University. He has started the Faculty with a great
effort by searching all the details about the Management faculties in Sri Lanka.
45. Routines
46. There are routine processes such as lecturing, research work, examinations and paper
marking in the university academics. Administrative officers are conducting the
administration work related to the finance, human resource and general administration. As
per non academics they have to regular attendance and normal clerical and other duties.
47.
48. Rituals
49. As per overall university concern there is convocation is the highly specialized activity.
This is celebrated in magnificent level at BMICH. This event is an outcome of the
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collaboration of all the university staff. This will be organized with a special agenda by
inviting a chief guest and starting with the song of Jaymangala Gatha and University
anthem and this will be ongoing at about 4 hours. There is a unique feature is awarding
Hon.Dr Award for a professor who serves long lasting period for the university system.
50. When considered with our Faculty of Business Studies and Finance there is Faculty Day
as a Faculty and there is special days arranged by individual departments. Accounting
Day, Insurance Day, and Banking Day is organized by individual departments.
51. Symbols
52. Waymba University symbol is given below. This demonstrates the uniqueness
of the Waymba University to the nation. There is the theme song of Wayamba
University. Lyrics Dr. WA Abayesinghe, Vocals Mr. Victor Rathnayake and
Music by Mr. HM Jayewardene
53. Power
54. In the university most powerful authority is with Vice Chancellor. Seniority is the main
concern in power. With the seniority more power will receive by the academic and non
academic staff.
55.

Control

56. The university academics concern has a self control. This is mainly due to no rigid
attendance schedule for them due to academic freedom. They are responsible for the
activities inside as well as outside work. They have to maintain lecture records and other
relevant records for the Academic Norms. But all other staff has Finger Print machine for
recording attendance.
57. Structure
58. The structure includes the specific decision making authorities. This is mainly at the top
of Vice Chancellor, Registrar and Dean of the Faculties. Organizational Structure is
included in organizing Section.
59.

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4.3 Cultural Iceberg

60. In Wayamba University we can be observed the celebrations, workings, activities, rules
and regulations, etc. But most part of the culture is hidden. I.e. real culture is not visible
to everyone. As we were university students we couldnt observe the real world of
lecturers. But now I am a lecturer I can see about the attitudes about students,
communications, motivation, real service, desires and personality. In our university
lecturers are thinking to pass the students and they always think the students have the
talents and some are failed due to the language problem. Therefore the lecturers are more
sincere attitude towards students. But this is not visible. Personality of lecturers is
friendly and supportive but it is also not visible. Because we thought they are very proud
and that stereotyping is not actual in real context.
61.
62. .
63.
64.
65.
66.
67.
68.
69.
70.
71.
72.
73.

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5.0

Organizing

74.

75. According to Stoner, Freeman and Gilbert Organizing is the process of arranging and
allocating work, authority, and resources among an organizations members so that they
can achieve organizational goal.

5.1

Organization structure

76.

Organizational structure is the system of tasks, workflows, reporting

relationships, and communication channels that link together diverse individuals and
groups.

77. Formal structures

78.

The structure of the organization in its official state. An organization chart is a

diagram describing reporting relationships and the formal arrangement of work

positions within an organization.An organization chart identifies the following aspects
of formal structure:
The division of work.

Communication channels.

Supervisory relationships.

Major subunits.

Informal structures
A shadow organization made up of the unofficial, but often critical, working
relationships between organization members and Levels of management.

5.2

Elements of Organizational Structure

Division of Work

Delegation

Departmentalization

Formalization

Chain of command

Coordination

Span of management

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Division of Work
Breaking a complete and a complex work down in to small and simple jobs in which each
worker can specialize by performing such simplified jobs repetitively and continuously.
Departmentalization
This is the process of grouping jobs together so that common tasks can easily be
coordinated and controlled.
Chain of Command
This is Unbroken line of authority that extends from top of the organization to the lowest
level, clarifying who reports to whom. Sequential arrangement of positions on the basis of
level of authority
Span of Management
This is number of immediate subordinates of a manager
Delegation of Authority
This is the act of assigning formal authority and responsibility for completion of specific
activities to a subordinate
Formalization
This is the degree to which jobs within organization are standardized.
Coordination
This is the process of integrating the different work and objectives of different people and
departments so that the common objective can be achieved.

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5.3

Different types of organizational structure

5.3.1 Functional structures

In this structure people with similar skills and performing similar tasks are grouped together
into formal work units. Members work in their functional areas of expertise. They are not
limited to businesses. Work well for small organizations producing few products or services.

5.3.2 Divisional structures

This structure Group together people who work on the same product or process, serve similar
customers, and/or are located in the same area or geographical region. This is common in
complex organizations. This structure avoid problems associated with functional structures.

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5.3.3

Matrix structure

This structure combines functional and divisional structures to gain advantages and minimize
disadvantages of each. This structure used in Manufacturing,Service industries,Professional
fields,Non-profit sector and Multi-national corporations.

Team structures

Extensively use permanent and temporary teams to solve problems, complete

special projects, and accomplish day-to-day tasks.

Often use cross-functional teams.

5.3.4 Team structures

This structure extensively uses permanent and temporary teams to solve problems, complete
special projects, and accomplish day-to-day tasks. Often use cross-functional teams.

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5.3.5 Network structures

In this structure a central core that is linked through networks of relationships with outside
contractors and suppliers of essential services. Own only core components and use strategic
alliances or outsourcing to provide other components.

5.3.6 Boundaryless organizations

This structure eliminates internal boundaries among subsystems and external boundaries with
the external environment.A combination of team and network structures, with the addition of
temporariness.Key requirements:

Absence of hierarchy.

.Technology utilization.

Empowerment of team members

Acceptance of impermanence.

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6.0

Organizing at Waymba University

6.1

Organizational Structure at Waymba University

This is the basic organizational structure at Waymba University.

Vice
Chancellor

Deputy Vice
Chancellor

Academic

Deans of the
Faculties

Director
External
Relations

Registar

General
Administration

Bursar/Financial
Administration

Wayamba University organizational structure can be considered as Divisional structure.This

structure is based on separate faculties identified through different subject areas. Initially
main functions are classified as Academic and Non Academic. Afterwards under academic
four faculties are identified based on different subject field. Afterwards faculties also
subdivided into departments based on specialization areas. Therefore this organizational
structure is product based divisional structure.

6.2

Common Elements of Organization-HENRY MINTZBERG

Operating Core According to the Waymba University the lecturers of the faculty are
the operating core of the university

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Strategic Apex Vice Chancellor is the Strategic Apex of the University

Middle Line Dean of the faculties and Senior Registrars are Middle Line.

Technostructure IT staff, Library staff can be considered as Technostructure at

Waymba University.

Support Staff -Assistant Registrar and Assistant Bursar and other non academic staff
can be considered as Technostructure

6.3

The elements of Organizational structure

Division of Work
In Wayamba University the tasks are divided according to the faculties. The tasks of the
workload at Faculties are divided according to the departments. Department workload is
divided among academic and non academic staff.
Independently the administrative and clerical works are divided among administrative and
non academic staff.
Departmentalization
According to the subjects thought initially four faculties have formed namely Faculty of
Business Studies and Finance, Faculty of Applied Science, Faculty of Agriculture. Secondly
according to the specialization area departments are formed under the faculties.

Faculty of Agriculture & Plantation Management

o Department of Agribusiness Management
o Department of Biotechnology
o Department of Horticulture & Landscape Gardening
o Department of Plantation Management

Faculty of Applied Sciences

25 | P a g e

o Department of Computing & Information Systems

o Department of Electronics
o Department of Industrial Management
o Department of Mathematical Sciences

Faculty of Business Studies & Finance

o Department of Accountancy
o Department of Business Management
o Department of Banking and Finance
o Department of Insurance and Valuation

Faculty of Livestock Fisheries & Nutrition

o Department of Aquaculture Fisheries
o Department of Applied Nutrition
o Department of Food Science Technology
o Department of Livestock Avian Science

Chain of Command
According to the organizational structure above from Vice Chancellor to the staff can be
clearly seen the unbroken authority flows. All the academic staff should report to the Heads,
heads should report to the Dean. Dean should be reported to Vice Chancellor. Non academic
staff should be reported Assistant Registrars and they are responsible for Registrar.
Span of Management
This is depends on the faculties. In our Business Studies and Finance Faculty there are
four heads under the Dean. In accountancy department 9 academic members and 2 non
26 | P a g e

academics report to Head. In Banking Department 6 academic members and 2 non academic
members report to respective head, etc.
Accordingly we can say there is wider span of control due to 10 members under the Head
of Departments and there is few hierarchical level. Therefore we can conclude that there is
flat structure.
Delegation of Authority
In conducting lecturers, examination paper making and marking authority will be
delegated by the Heads which approved by Dean after Faculty Board. Assistant Registrar
delegates the authorities for the work for their subordinates. Registrar will assign the
workload and provide authorities for Senior Assistant Registrar (Financial, Academic
establishments, Non Academic Establishments, Examinations, General). The senior assistant
registrar delegate authority to Assistant Registrars.

Formalization
Non academic functions are formalized. They are standardized and it should be adhering to
the formats. But academic functions are not standardized. But according to the common
format but has the freedom to change according to the preference of lecturers.
Coordination
Finally all the departments are coordinated under the faculty which headed by Dean of the
Faculty. All the deans, administrative staff are coordinated with the university leader Vice
Chancellor.

6.4

Informal organizing at Waymba University

Informally so many groups are formed between different faculties and different
departments. When there is a function the informal groups will be participate in these
functions. Furthermore informal groups will be collaboration in formal events organized by

27 | P a g e

different departments. Information groups will communicate so many events in an accelerate

way than the formal communication channels.

7.0

Motivation

Motivation is the result of an interaction between the person and a situation; it is not a
personal trait. In other words motivation is the process by which a persons efforts are
energized, directed, and sustained towards attaining a goal. Motivation works best when
individual needs are compatible with organizational goals.

7.1

Basic motivational concepts

Motivation is the forces within the individual that account for the level, direction, and
persistence of effort expended at work. Reward is a work outcome of positive value to the
individual. There are two types of rewards namely
1. Extrinsic rewardsvalued outcomes given to someone by another person.
2. Intrinsic rewardsvalued outcomes that occur naturally as a person works on a task.
28 | P a g e

To achieve maximum motivational potential it is important in linking rewards to

performance
Respect diversity and individual differences to best understand what people want
from work.
Allocate rewards to satisfy the interests of both individuals and the organization.

7.2

Types of motivation theories

1. Content theories
2. Process theories
3. Reinforcement theory.

Types of content theories:

Hierarchy of needs theory

Two-factor theory

ERG theory

Acquired needs theory

29 | P a g e

7.2.1 Hierarchy of needs theory

This theory is developed by Abraham Maslow. Lower-order and higher-order needs affect
workplace behavior and attitudes.
Lower-order needs:
1. Physiological, safety, and social
needs.
2. Desires for physical and social well
being.
Higher-order needs:
1. Esteem

and

self-actualization

needs.
2. Desire for psychological growth and development
Different types of individual needs
Deficit principle- satisfied need is not a motivator of behavior.
Progression principle-A need at one level does not become activated until the next
lower-level need is satisfied.

7.2.2 ERG theory

This theory is developed by Clayton Alderfer. Three need levels:
Existence needs desires for physiological and material well-being.
Relatedness needs desires for satisfying interpersonal relationships.

 Growth needs desires for continued psychological growth and development.

The different types of individual needs

Any/all needs can influence behavior at one time.

Frustration-regression principle.

An already satisfied lower-level need becomes reactivated when a higher-level need is

frustrated

7.2.3 Two-factor theory

This theory is developed by Frederick Herzberg. Two factors are identified namely
Hygiene factors:

Elements of the job context.

Sources of job dissatisfaction.

Satisfier factors:

Elements of the job content.

Sources of job satisfaction and motivation

7.2.4 Acquired needs theory

This theory is developed by David McClelland.People acquire needs through their life
experiences.
Needs that are acquired:

Need for Achievement (nAch)

Need for Power (nPower)

Need for Affiliation (nAff)

Need for Achievement (nAch)

This means desire to do something better or more efficiently, to solve problems, or to
master complex tasks. People high in (nAch) prefer work that:

Involves individual responsibility for results.

Involves achievable but challenging goals.

Provides feedback on performance.

Need for Power (nPower)
This means desire to control other persons, to influence their behavior, or to be
responsible for other people. (Personal power versus social power.)People high in
(nPower) prefer work that:

Involves control over other persons.

Has an impact on people and events.

Brings public recognition and attention.

Need for Affiliation (nAff)

This means desire to establish and maintain friendly and warm relations with other
persons. People high in (nAff) prefer work that:

Involves interpersonal relationships.

Provides for companionship

Brings social approval.

7.3

Process theories of motivation

This theory discusses how people make choices to work hard or not. Choices are based
on: Individual preferences, available rewards and possible work outcomes.

 Types of process theories:

Equity theory.

Expectancy theory.

Goal-setting theory.

7.3.1 Equity theory

This theory is developed by J. Stacy Adams. When people believe that they have been
treated unfairly in comparison to others, they try to eliminate the discomfort and restore a
perceived sense of equity to the situation.

Perceived inequity.

Perceived equity.

Equity theory and the role of social comparison.

People respond to perceived negative inequity by changing

Work inputs.

Rewards received.

Comparison points.

Situation.

7.3.2 Expectancy theory

This theory is developed by Victor Vroom. Key expectancy theory variables:
Expectancy belief that working hard will result in desired level of performance.
Instrumentality belief that successful performance will be followed by rewards.
Valence value a person assigns to rewards and other work related outcomes
Elements in the expectancy theory of motivation.

7.3.3

Goal-setting theory

 This theory is developed by Edwin Locke. Properly set and well-managed task goals can
be highly motivating.
Motivational effects of task goals:
Provide direction to people in their work.
Clarify performance expectations.
Establish a frame of reference for feedback.
Provide a foundation for behavioral self-management
Key issues and principles in the goal-setting process:
Set specific goals.
Set challenging goals.
Build goal acceptance and commitment.
Clarify goal priorities.
Provide feedback on goal accomplishment.
Reward goal accomplishment

7.4

Fundamentals of reinforcement theory

Reinforcement theory focuses on the impact of external environmental consequences on

behavior.

 Operant conditioning:
This theory is developed by B.F. Skinner. This theory applies law of effect to control
behavior by manipulating its consequences .Law of effect means impact of type of
consequence on future behavior
Operant conditioning strategies:

Positive reinforcement

-Increases the frequency of a behavior through the contingent

presentation of a pleasant consequence.

Negative reinforcement-Increases the frequency of a behavior through the

contingent

removal of an unpleasant consequence

Punishment-Decreases the frequency of a behavior through the contingent presentation of an

unpleasant consequence.

Extinction-Decreases the frequency of a behavior through the contingent removal of a

pleasant consequence.

7.5

An integrated approach to motivational dynamics.

8.0 Motivation at Wayamba University

Waymba University is a governmental organization under the University Grant

Commission. Therefore all the staff members at all the

universities will receive same

promotional package. I have explored the packages according to the theories of

motivation.

8.1 Hierarchy of needs theory of Maslow

When considered Waymba University for my concern following Factors in the Workplace
achieves Physiological Needs. Travelling for me is not having physical comfort. But at
the university environment is with the physical comfort. The temperature is not worst
because fans and some lecture halls are air-conditioned. Working conditions are satisfied
with separate individual rooms. As we are lecturers lunch breaks and rest breaks are
available if there are no lecturers or specific meetings. Sanitary facilities are well
equipped.
When considered Waymba University for my concern following Factors in the Workplace
achieves Safety Needs. Sri Lankan Universities assures security of employment to all the

permanent staff. When the staff adheres to the university laws and obtains the necessary
qualifications in the relevant period there is no risk of the employment. Seniority is
mainly considered and according to the seniority and fulfillment of other qualifications
can go up the career ladder .Furthermore Employment Provident Fund, Employee Trust
Fund and University Pension Fund are entitled by the university employees.
When considered Waymba University for my concern following Factors in the Workplace
achieves Social Needs. As per academics the relationship of co workers depends on
seniority. The relationship between coworkers at a level of distance not a more close
relationship. Relationship with h the Head is corporative. Head will be assign duties for
the teams. In our department of accountancy tasks are assigned as research supervision,
industrial relationships, academic norms, research for individual teams. At the birthdays
of the members we celebrate at department level and participate for their functions. As at
the faculty individual department celebrate days as accounting, insurance, banking day.
Faculty celebrates faculty day, sports day, kala ulela, etc.
When considered Wayamba University for my concern following Factors in the
Workplace achieves Esteem Needs. According to the Circular No 916 to promote as a
professor require so many performance standards including teaching, post graduate
supervision, participating in continuing professional development programs, service for
the institutional development, transitioning to dual delivery of lessons, research,
scholarship, creative work, peer reviewed publications and contributions to university and
National/International Development.
Confirmation of Probationary Lecturer is based on the specific guidelines such as three
years satisfactory service, Completion of Masters Degree or Doctorial Degree with
research and the completion of certificate course on teaching of Higher Education.
Lecturer promoted to Senior Lecturer, Grade II merely with a promotion with completion
of five years service. Senior Lecturer Grade II promotes as Senior Lecturer Grade I
with an interview and tested the teaching, research, dissemination of knowledge and other
university activity.

 The career ladder of university academics is illustrated by the Figure given below.
Career Ladder of University Academics

Senior Professor
Professor
Associate Professor
Senior Lecturer-Grade-I
Senior Lecturer-Grade-Ii
Lecturer
Lecturer(Probationery)

There are so many training and development activities can be engaged by university
lecturers most of these opportunities can be reimbursed.
When considered Wayamba University for my concern following Factors in the
Workplace achieves self actualization needs. As per the university lecturers we have a
meaningful work which we provide a service to the society. Therefore there is a self
satisfaction. When we accomplished something this will be appreciated. Here always we
have to improve ourselves and help to improve others and society.

8.2

Equity Theory at Wayamba University

I will compare my salary with the peer private University lecturer the starting salary is
higher than us. Furthermore consider about central bank as same semi government
organization with the lecturers

1970s

2012

Starting salary for probationary lecturer

At Central Bank a management trainee with similar qualifications

700

27720

600

50000

When we consider this situation clearly indentify a perceived inequity. As per the similar
level job will earn higher salary means there is horizontal equity. For removing this most
of lectures are conducting different types of earnings or go abroad which indicates a brain
drain in Sri Lanka.

9.0 Control

Control is a process of monitoring performance and taking action to ensure desired

results. It sees to it that the right things happen, in the right ways, and at the right time. Managers
monitor and regulate how efficiently and effectively an organization and its members are
performing the activities necessary to achieve organizational goals.A good control system
should:
Be flexible so managers can respond as needed.
Provide accurate information about the organization.
provide information in a timely manner

9.1

Types of Control
9.1.1 Feed forward Controls

This is used to anticipate problems before they arise so that problems do not occur later

during the conversion process. Giving stringent product specifications to suppliers in advance. IT
can be used to keep in contact with suppliers and to monitor their progress

9.1.2

Concurrent Controls

Give managers immediate feedback on how efficiently inputs are being transformed into

outputs. Allows managers to correct problems as they arise

9.1.3 Feedback Controls

Used to provide information at the output stage about customers reactions to goods and

services so that corrective action can be taken if necessary

9.3

Steps in controlling process

1. Establish standards of performance, goals, or targets against which performance is to be

evaluated.
Managers at each organizational level need to set their own standards.
2. Measure actual performance
Managers can measure outputs resulting from worker behavior or they can measure
the behavior themselves.
1. The more non-routine the task, the harder it is to measure behavior or outputs
3. Compare actual performance against chosen standards of performance
Managers evaluate whether and to what extent performance deviates from the
standards of performance chosen in step 1
4. Evaluate result and initiate corrective action if the standard is not being achieved

 If managers decide that the level of performance is unacceptable, they must try to
change the way work activities are performed to solve the problem

9.4Three Organizational Control Systems

9.4.1 Output Control

Organizational Goals
Each division within the firm is given specific goals that must be met in order to
attain overall organizational goals.

Goals should be set appropriately so that managers are motivated to

accomplish them

Operating Budgets
Blueprint that states how managers intend to use organizational resources to
achieve organizational goals efficiently.

9.4.2 Behavior Control

Direct supervision

managers who actively monitor and observe the behavior of their subordinates

Teach subordinates appropriate behaviors

Intervene to take corrective action
Most immediate and potent form of behavioral control
Can be an effective way of motivating employees

Management by Objectives (MBO)

formal system of evaluating subordinates for their ability to achieve specific
organizational goals or performance standards and to
budgets

meet operating

 Specific goals and objectives are established at each level of the organization
Managers and their subordinates together determine the subordinates goals
Managers and their subordinates periodically review the subordinates progress
toward meeting goals

9.4.3 Bureaucratic Control

Control through a system of rules and standard operating procedures (SOPs) that shapes
and regulates the behavior of divisions, functions, and individuals

9.4.4 Clan Control

The control exerted on individuals and groups in an organization by shared values,

norms, standards of behavior, and expectations.

10.0

Controls at Wayamba University

Sri Lankan universities are mainly controlled by University Grant Commission.

Afterwards each university controls include followings.

10.1 Senates
According to the Part-VII sub section 46 of University Act No 16 of 1978 Senate shall be
the academic authority of the university. Senates consist of Vice Chancellor, Deputy Vice
Chancellor, Rector, Deans of Faculty, Heads of Departments, each Permanent Professor
of the university, Librarian and two elected Members from the Faculty. This is delegating
power to implement decisions from the top on behalf of faculty members. The important
decisions taken in faculty boards including programs offered, changes in curriculum,
requirements of degrees and admission policy are implemented with the approval of
senate.

10.2 Governing Councils

Each and every Sri Lankan Universities have governing council. Governing Council is an
independent body that acts between universities and the external bodies where they are
accountable. Council is the body that represents the universities to the external world and
represents external world to the university.
According to the Part-VII sub section 44 and 45 of University Act No 16 of 1978,
Governing Council shall be the executive body and governing authority of the university.
The participants include Vice Chancellor, Deputy Vice Chancellor, Rector, Deans of
Faculties, two members elected by the senate among its own members and the members
appointed by the University Grant Commission.

 The main functions of Council includes hold and control the property of the university, to
regulate the functions of the university according to the University Act, administer funds,
prepare financial estimates, to make by laws, to appoint examiners, to appoint board of
welfare, to enter into contracts on behalf of university, advise on the suspension of
positions and exercise all other powers of university.
Governing council prepares long term strategic plan for the universities and monitor their
implementation process.

10.3 Budget Practices and Financial Management

In Sri Lankan universities context Budget practices and Financial Management has
implemented based on commission circulars, Financial Circulars, treasury rules, etc.
Generally six month before the Government Budget, the University prepares the budget
according to the circulars and the requirements of the departments of universities. This
will be sent to the University Grant Commission and they will send the total university
budget to the Ministry of Higher Education. Thereafter according to the government
budget allocation University Grant Commission sends the assign sum to the universities.
Most probably this is at about 80% from the requested amount. Therefore the planned
expenditure should be changed according to the new amount received, prepared as
program budget and send to the University Grant Commission. Furthermore they should
prepare the cash forecasts monthly and send to the University Grant Commission. This
improves transparency of the university system.

10.4 Visiting Committees and Accreditation

Quality Assurance and Accreditation Council (QAA) of University Grant Commission
conduct independent reviews related to the institutional review, subject/departmental
review and library reviews. These are conducted in accordance with the philosophy of
quality assurance procedures accreditation.
QAA council with HETC (Higher Education for the Twenty First Century Project)
organizes Quality Assurance and Accreditation System for Higher Education in Sri

Lanka. This has completed by step wise in Corporate Plan of University Grant
Commission.

10.5 International Charters and Handbooks

All the universities have institutional charter and define the legal frame works and
missions of the university. This centers the university and sets the tone for all other
activities in the university.
Faculty and Student Handbooks also used in promoting good governance in Sri Lanka.
These Books are comprehensive, clearly written and annually updated by the Sri Lankan
Universities.
Faculty Handbooks includes faculty rights and responsibilities, detailed guide for duties
of the academic members including teaching and research activities and the outside
professional activities such as Post Graduate Programs, Masters Programs or PhD.
Program.
Student handbooks include objectives of courses, rules and regulations of academic
programs offered and students rights and responsibilities to the universities.

11.0 Conclusion

This report mainly aims the practical application of theories learnt in the classroom.In my

report initially considers the cultural aspects of the Wayamba university . Here I have observed
university has academic culture and Task culture according to Charles Handy. Furthermore
cultural web explained in the context of Wayamba University.

Secondly I have explored the organizing context at Waymba University. Here I have
observed there is decentralized decision making and power has delegated from top to bottom.
There is flat structure with few layers and wider span of control.

Thirdly I explore the motivational need theory and process theory in the context of
Wayamba University.I have selected Abraham Maslow Needs Theory and explain the how the
remuneration package will satisfy the needs. Secondly I have found that there is an inequity of
the lecturers salary.

Fourthly I have observed the controlling methods of Waymba University and this equals
to most of the universities. Here I couldnt classify the controls according to the theory mainly
because the uniqueness of the controls at universities.

But when this theory is applied there are several problems have been encountered. Some
theories couldnt be able to apply in the practical context. Furthermore regarding the data
unavailability related to the some aspects also a limitation of this assignment.

12.0 References

1. Wayamba University of Sri Lanka, History, last accessed date 23rd February 2014 at:
http://www.wyb.lk/overview.html
2. Culture,[online], last accessed 25th February 2014 at: http://www.mindtools.com
3. University Grant Commission, Circulars, last accessed date 23rd February 2014 at:
http://www.ugc.lk
4. Luthens, F. (1992), Organisational Behaviour, 7th edi., Mc.Graw - Hall, Inc., New York USA.
5. Stephen P.Robbins(2012), Management,11th edi,Pretenice Hall
6. Pushpakumari M.D, 2013,Culture,[lecture handout].From a Management and
Organization Behaviour, University of Jayewardenepura
7. Pushpakumari M.D, 2013, Control, [lecture handout].From a Management and
Organization Behaviour, University of Jayewardenepura
8. Pushpakumari M.D, 2013,Process of Motivation,[lecture handout].From a Management
and Organization Behaviour, University of Jayewardenepura
9. Pushpakumari M.D, 2013,Process of organising,[lecture handout].From a Management
and Organization Behaviour, University of Jayewardenepura