OB2

Programme: BTEC Higher National Diploma (HND) in Business

Title: Organisations Behaviour

Unit Level: QCF Level 4

Submitted by:

Table of content

Page no

LO 1 Understand the relationship between organisational structure and culture 3-5

1.1 Define and explain any three organizational structure and cultures

1.2 Explain how an organization structure and culture can impact on the performance of a business.

1.3 List and briefly discuss the factors which influence the behaviour of an individual at work

LO 2 Understand different approaches to management and leadership 6-8

2.1 Compare the effectiveness of different leadership styles in different organizations.

2.2 Explain how organizational theory underpins the practice of management

2.3 Evaluate the different approaches to management used by different organizations

LO 3 Understand ways of using motivational theories in organisations 9-11

3.1Discuss the impact that different leadership styles may have on motivation in organisations in periods of change

3.2Discuss the application of Maslow’s motivational theory within the workplace

3.3 Evaluate the usefulness of a motivation theory for Managers.

LO 4 Understand mechanisms for developing effective teamwork 12-13

4. 1 Explain the nature of groups and group behaviour within organizations

4.2 Discuss factors that may promote or inhibit the development of effective teamwork in organisations

4.3 Evaluate the impact of technology on team functioning within a given organization

Introduction:

The study emphasises upon to the organisations structure and culture towards the

improvement of the business in competitive marketplace. In addition to the study also takes

into account the factors which influence the behaviour of the individuals in the workplace. In

order to understand the different approaches to management and leadership the study takes

into account the different approaches of management and leadership style apply in the

organisational context. Finally to get the best possible outcome from employees that study

reflects upon the motivation theories and its application in the organisational context

supported by the development of effective leadership and team work in the organisation.

1.1 Define and explain the organizational structure and cultures

Organisational Structure:

Hierarchy structure:

Hierarchy structure can be defined as the organisational structure in the region there are

different levels of employees who are putting to words the team leaders as well as the

operational management in the organisation. In this structure there is a wide range of

command within the span of control. In addition to the chain of command reflects the number

of levels within the organisation in which the employs are supervised by the line managers.

The Tall structure:

The structure can be defined as the communication channels and decision-making process

within the organisation that can lead towards thus lower communication process. In this stage

it is observed that the organisational activities under the structure can be forecast based on the

nature of products, service and functions.

Flat structure:

The Flat structure and has fewer levels of management and wider span of control in

organisational context. In this stage the individuals can communication with the managers

and participate in the decision-making processes. Therefore the flat structure engages the

employees towards the attainment of the organisational objective in an efficient manner.

Organisational culture:

Power culture: The power culture is usually found in smaller organisation. In this stage it is

observed that a small group of people are encouraged and allowed to make decisions in this

culture. Therefore the strength of decision-making process will determine the success of

Power culture.

The role culture: In this stage the work is spread among the employees in accordance to the

job responsibilities in the organisation. The role culture is applicable for the sales and

marketing organisation.

Task culture: The task culture is based on the assignment towards the completion of

specific job based on the number of steps. The task culture is crucial for the individuals in

the organisation to become more creative towards the problem solving.

1.2 Explain how an organization structure and culture can impact on the performance of a business.

The importance of organisational structure and culture is significant words the improvement

of the world business performance. The national culture is usually also in a y of management

which leads towards the decision-making process of the organisation within the given period

of time frame. The Tall structure is supported by the power culture considering the

organisation. In this stage the decision-making process takes longer time period and it is less

responsive towards the market place. The matrix structure is usually observed in the project

management partners which is in the tall organisational structure. The matrix organisational

structure plays a significant role in order to overcome the problems based on the tall

organisational structures.

1.4 List and briefly discuss the factors which influence the behaviour of an individual at work

The factors that influence the behaviour of an individual at work mentioned as follows:

Demographic factors:

It is considered to be one of the significant factors that influence the behaviour of the

individual in the workplace in terms of sex, age, race and nationality. The educational

background is also considered to be the prime demographic factors of the individual. In this

stage it is observed that the dynamic professionals the reward academic background and

effective communication skill are considered to be the suitable candidate in the workplace.

Personality: The personalities can be defined as the distinctive characteristics of the

individuals in the workplace. It can be defined as the most complex determinant of the

individual behaviour in the workplace. In this stage that training and development process as

well as the landing exposure can play a significant role to develop positive personality of the

individuals in the workplace.

Employee perception: The employee perception is a significant determinant in the

workplace. It influences that individual's capabilities to perform the job in an efficient

manner

The skills and abilities: The skills and abilities of the individuals in the workplace plays a

significant role for the management to manage the individuals based on their skills and

capabilities.

Attitude: The attitude of the individual can be defined as the tendency to act favourably or

unfavourably in a given situation. There is a significant influence of family, culture, society

and the organisational factors to words the attitude of the individuals in the workplace.

2.1 Compare the effectiveness of different leadership styles in different organizations.

That leadership style has significant impact towards the success of the organisation. The

different mode of leadership styles are mentioned as follows:

Autocratic style: The autocratic style can be also identified as the authoritarian leadership

style. In this style of leadership there is a risk of communication gap between the employee

and the management in the organisational context.

The participative leadership style: This is the opposite style of autocratic leadership style.

In this stage the management encourages the individual staff members of the organisation by

offering them guidance. In this stage the decision is made by the leaders although the

feedback, ideas and information’s received from the different levels of the organisation in the

form of participative management.

Delegative leadership affects: The delegate leadership affects can be also defined as the

Laissez and faire leadership. In this leadership style the leaders delegate the decision-making

power towards the in members in the organisation. The form of leadership affects has

significant contribution towards the employee motivation and job satisfaction in the

workplace.

2.2 Explain how organizational theory underpins the practice of management

The organisational and underpinned the practice of management in order to achieve the organisational

objective in an efficient manner. At present the advancement of information technology has made

possible to emphasis upon the theories and concepts based on the organisation in order to facilitate the

activities of the management. Therefore it can be observed that the practice of management can bring

overall success for the organisation by creativity and innovation in the workplace. In this stage it is

answer that can influence the individual behaviour in the workplace and to determine the

organisational structure and culture it is essential for the management to emphasis upon the

organisational theories and concepts.

2.3 Evaluate the different approaches to management used by different organizations

The different approaches to the management are mentioned below:

The scientific management approach: The scientific management applause emphasis upon

the improvement of the workforce by increasing the productivity in the workplace. According

to this approach it is observed that the employees should buy from their job in an efficient

manner based on the technical structuring of the given job responsibilities.

The classical management approach: The classical management approach takes into

account the rational and logical behaviour in the workplace. It also takes into account the

planning of the work based on the requirements and nature of the organisation.

Bureaucratic approach: The bureaucratic approach is based on the size and complexity of

the organisation. It is also associated with the hierarchy organisational structure. In addition

to it is also observed that the complexity and size of the organisation has significant influence

towards the bureaucratic approach.

Human relations approach: The human relations approach is based on the oversimplified is

and concepts. It is also identified as insufficiently scientific approach that ignores the role of

organisation itself.

System approach: The system approach to management can be defined as the consent in

which the activities of the companies are interconnected based on the purposive system. In

this stage input, process and outward are three prime determinants in order to apply the

system approach in the organisational context.

Contingency approach: The contingency approach has significant influence towards the

improvement of the organisational performance. It is also defined as the extension of system

approach by the previous researchers while identifying the management approach. In this

stage it is observed that the contingency approach highlights the possible means of

differentiating among alternative forms of organisation for the management.

3.1Discuss the impact that different leadership styles may have on motivation in organisations in periods of change

Autocratic leadership: The autocratic leadership is identified as the form of transactional

leadership style in the organisational context. In this leadership style than somebody needs

has less opportunity to focus upon the opinions in the organisation success. It is criticised by

the researchers that autocratic leadership style may result in increased of stuff turnover in the

workplace.

Bureaucratic leadership: The bureaucratic leadership emphasis upon the appropriate style

of leadership in an organisation. It mainly emphasise that the employees should follow the

appropriate style of work in a precise manner.

Charismatic leadership: The leadership style can be compared with the transformational

leadership in which the leaders strongly believe upon themselves rather than the team

members. Therefore the overall success of the organisation depends upon the skills and

expertise of the Charismatic leader in the workplace.

Participative leadership: The participative leadership style plays a significant role to

encourage and motivate the team members dealing the decision-making process. It

implements the motivation policies and strategies at work. In this stage the employees can

generate better outcome in the workplace.

Transactional leadership: The transactional leadership can be also defined as the true

leadership style in the organisational context. It has significant influence in specific situation

based on creativity and innovation in the workplace.

Transformational leadership style: In this leadership style the leaders encourages the team

members constantly with the shared vision of the future. It is also defined as the true form of

leadership style.

Task oriented leadership: The task oriented leadership style relates to the completion of the

given task or job responsibilities. It is strongly related with the autocratic leadership style.

There is less room for employee motivation and retention in this style of leadership in the

organisation.

3.2Discuss the application of Maslow’s motivational theory within the workplace

Maslow's hierarchy needs theory:

Physiological needs: This is defined as the basic needs of the individuals which includes

food, air, water and shelter. These are considered as the physiological needs. When

physiological needs are fulfilled, the individuals will move forward towards the safety needs

which is the next stage of Maslow's hierarchy pyramid.

Safety needs: The safety needs reflects the physiological safety, security and stability in the

workplace in order to keep the individuals safe from hazards. It is considered the second

stage of Maslow's hierarchy pyramid after the physiological needs.

Social needs: The social needs are associated with the society such as family, friends and

children. In this stage individuals are motivated to perform their job in an efficient manner

render social needs are fulfilled. In this stage it is observed that the social needs deals with

the various tasks and responsibilities.

Esteem needs: The individuals receive praise and recognition in the workplace based on

their scheme needs. It merely reflects the self performance admiration from others in the

workplace. In this stage the employees are recognised by the management for their job

performance.

Self actualisation needs: This is the top level of Maslow's hierarchy needs theory. In this

stage it is considered that the determinants of Maslow's hierarchy pyramid are interlinked

with each other. It is the final stage in which the individuals needs and requirements are

fulfilled through the motivation policy initiated by the management authority in the

organisation.

Application of Maslow's hierarchy theory in the workplace

The application of Maslow's hierarchy theory raises significant role in order to develop

efficiency and productivity in the workplace. The theory focuses upon the needs and

requirements of the individual in the workplace. In addition to achieve the organisational goal

in an efficient manner it is significant for the management to take into account the individual

needs in the workplace. Maslow's hierarchy needs theory emphasis upon the five different

stages of individual need in order to create employee motivation and job satisfaction in the

workplace.

3.3 Evaluate the usefulness of a motivation theory for Managers.

In order to perform the job in an efficient manner in the workplace motivation is considered

to be an important strategic tool. At present in competitive businessman employment and

relationship is considered to be one of the significant element for the management to motivate

the individuals to words that designated job responsibilities. Therefore it is essential for the

management to focus upon a favourable relationship with the employees in order to establish

the concept of employee motivation in the workplace. As a result it would be possible for the

individuals to perform the job in an efficient manner. In addition to create employee job

satisfaction the concepts and theories of motivation plays a significant role. In this stage the

Hertzberg’s two factor theory focuses upon the motivational and hygiene factors in the

workplace. It has significant relationship with the Maslow's hierarchy needs theory.

4. 1 Explain the nature of groups and group behaviour within organizations

In organisational context render individuals are interacting with each other in order to obtain

their specific objective the it is known as group. When the people are working in group rather

than working individually then it is possible to obtain the organisational objective in an

efficient manner in form of effective team work. In this stage the group dynamics the fact that

the interaction between the members. In order to achieve the organisational objective in an

efficient manner there are differentiated group allocated by the management. According to

the concept of reward dynamics there is a nature of the interaction between the group

members. The nature of groups depends upon the characteristics of the organisation and

activities performed by the group members.

4.2 Discuss factors that may promote or inhibit the development of effective teamwork in organisations

In order to promote effective team work in organisational context it is essential for the

management to emphasis upon the following determinants:

To establish effective communication: Communication is considered to be one of the

important determinants towards the individual success as well as the organisational success.

In this stage to get the best possible outcome from the team it is crucial to develop effective

communication among the team members.

Individual respect: the team members should have individual respect for each other. As a

result it will create better working environment and employee job satisfaction in the

workplace.

Recognition: the job performed by each and every individual and the team needs to be

recognised for their performance.

Reward system: the reward system will encourage the individuals to perform their job in an

efficient manner. It will also reduce the gap between the expected outcome and the actual

result based on the provided reward system.

The factors that inhibit the effective team work

Poor communication among the individuals in team may create a favourable working

environment and job dissatisfaction in the workplace.

Poor attitude: the poor attitude in the workplace may also create negative impact towards the

effectiveness of team work. Therefore it is crucial to emphasis upon the attitude of the team

members in order create better team.

Negative criticism: the negative criticism may create barrier to double up effective team work

in the workplace. Therefore it is important to avoid the negative criticism by providing

significant information based on the given situation.

4.3 Evaluate the impact of technology on team functioning within a given organization

The advancement of information technology has provided significant impact towards the

team functioning. In addition to it is also observed that the effectiveness of information

technology has made possible for the individuals to exchange their thoughts and ideas

through the efficient use of the electronic media. On the other hand it is also observed that to

conduct proper planning information technology enhances to establish Gantt chart. It will be

possible for the team to conduct the given job responsibilities within the given timeframe.

Finally towards the achievement of the organisational objective it is crucial to take the

significant benefit of the information technology that signifies towards the formulation of

effective team work.

Reference

Burns, J.M. (1978), Leadership, Harper and Row, New York, NY. Coad, A.F. (2002), “Not

everything is black and white for falling dominoes”, Leadership and Organisation

Development Journal, Vol. 21 No. 6, pp. 311-8.

Colvin, R.E. (2001), “Leading from the middle: a challenge for middle managers”, paper

presented at the Festschrift for Bernard Bass, Centre for Leadership Studies, New York, NY.

Dunham, J. and Klafehn, K.A. (1990), “Transformational leadership and the nurse

executive”, Journal of Nursing Administration, Vol. 20 No. 4, pp. 28-34.

Edwards, G. (2000), Differences in Leadership Style and Behaviour According to

Hierarchical Level in an Organisation. A Monograph, The Leadership Trust Foundation,

Ross-on-Wye.

OB2

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