OB task 1

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Introduction

The single most critical problem that the managers are facing today is managing the people.

This is the most challenging issues that every kind of organizations is dealing with now a day.

Organizational behaviour is the study of individual, group and organization as a whole that

examines the effect of organizational structure and culture on organizational performance.

Therefore, it mostly tries to define the performance and efficiency factors of an organization.

Organizational structure and organizational culture are highly correlated performance factors.

It basically defines the appropriate structure of an organization in order to get more than

average performance. Organizational culture is a primary factor for employee turnover and

job satisfaction !olden, "##$%. If an organization possesses a strong culture of self&respect

and employee affiliation, it is no wonder that the employee retention rate would be very high

Tracy, "#'(%.

Task 1

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1.1Compare and contrast different organisational structure and culture

The organizational structure encompasses its culture, leadership, external and internal

environment etc. )very organization has some sort of organizational structure. It may be

formal or informal. *atton and +iggs "#'#% hold the view that an organization structure is

the layout of organizational hierarchy and chain of command. ince -- and !ritish

airways both are huge organizations, they has more formalized organizational structure and

strict rules and regulations.

-- has a formal hierarchical structure because it has a clear chain of control and

command&execution line. In -- a lot of people reporting to more than one people. It has a

multiple level command and decision stage. - hierarchical level tends to be effective in huge

and diversified organization like --. The main problem of -- is that people working

together are on the same footing regardless of the seniority /lassdoor, "#'(%. It also

provides a competitive pay for the new employees.

On the other hand, !ritish -irways !-% has a more official standards and structures. The

reason is simple enough. It has a massive size and its operations incorporate all over the

world. 0oreover, the management is trying to accelerate the management capability by

exercising dynamic decision&making environment. It is trying to reduce the layers between

the chief executives and customer managers. Instead of fixed span of control, it is now

heavily relying on small ad hoc groups. -s a result, these groups are now working along with

formal groups and managing some additional responsibilities in some certain cases.

Organizational culture is the set of shared beliefs, values and attitudes 1ones, "##2%. These

factors can greatly direct the members of an organization how the works will be done. On the

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other hand, culture is the internal environment and rituals of organizations, which play a very

crucial role in organizational success.

--3s success story is mostly influenced by its rich organizational culture. It has a very

strong culture of employee empowerment around the organization. It defines how employees

accommodate their customers and how they behave with each other. 4-*4O believes that

every stakeholders of the company can help improve the company in a significant way.

Therefore, the main motto of the organization is to5

accommodate each and every customers in a customized way

provide service with excellence

provide customers uni6ue and great experience

ince !- airlines is a huge company and has some strict rules and regulations, it has an

strong cultural influence behind its success. It follows some common rules as a part of their

organizational culture5

ealing fairly

7pdating customer base

0aintain standards

0eeting customers need and demands in the most efficient way

8e&enforcing the successful tasks

1.2 Explain how the relationship between an organisation`s structure and

culture can impact on the performance of the business

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Organizational structure and culture are two crucial success factors for any organization.

Organizational structures are related in the following ways5

*eople3s behave are largely dependent on organizational structure5

If the 4)O of -- is not satisfied with the performance of his workforce, he needs to look

at the organizational structure. 0uch of the evidence shows that, people acts as like the

systems they are in.

)mployee empowerment and organizational performance5

)mployee empowerment can be a very effective tool for organizational success 8obins,

"##(%. -- behaves this way. They usually try to empower their lower line managers,

which will ultimately ensure better performance and greater customer satisfaction.

tructural impact and organizational performance5

-- tries to provide superior customer service to its customer. In order to that, it formed its

organizational base in such a way that ensures prompt response to customers any types of

call. It has a friendly customer interface for easy communication and better solution of

customer3s problem. There are many discussions on the relationship between organizational

culture and performance. The effects on organizational culture and performance are 6uite

clear.

ome different views exist on the relationship between organizational culture and

performance5

trong culture& +igh9 performance5 There are strong relationship between strong

culture and high performance.

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It is a rationally proved that strong culture leads to high performance. -s in the case of --

where the competition is high and customer management is very important, a strong and

service oriented culture is essential.

4ulture and efficiency5

-nother common point of view is that, culture contributes a lot to organizational efficiency

!rown, "##:%. It is to keep in mind that, appropriate culture is a relative issue. 4ulture in one

organization may not be appropriate or even acceptable in another. -- holds its culture in

a way that would ultimately contribute to its efficiency and prompt work accomplishment.

;orkforce diversity and culture of change5

;orkforce diversity and coping up with changes are the major challenges for the

organizations operating in multi&domestic countries Thomas, "##

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of effective and efficient employees in order to carry out its business effectively. The amount

of pay varies according to age, skill, 6ualifications and types of work etc.

>actors that influence the behaviours of --5

Job security: The employees want the security of their job at first place. ;ithout having it,

they cannot work peacefully and promptly. )mployees at business should want to know how

much their job is really secured. - high level of job security means that the employees have

very little chance of becoming unemployed. -s a result, they can work more efficiently and

their performance should be accelerated.

Job environment:)mployees at -- definitely seek for a great work environment. ince,

airline work is tiresome and challenging, they naturally seek a comfortable and appealing

place for working. It is a very important factor for workers3 performance. ;orkers3

performances ultimately contribute to the organizational performance.

Rates of pay:=ike any other organizations, employees at -- need good rate of pay. It is

very natural a good pay always motivate workers to work more efficiently. /ood rate of pay

also mean that the business is well enough to pay its employees at a high rate.

Respect:The employees at -- are mostly technical people. They know their jobs better

than anyone else does and they have technical expertise in their respective fields. -s a result,

these employees do not always work for money. elf&respect and an environment of

appreciation can be their major concerns. -t -- if these people are not treated accordingly

or not with ade6uate respect, their performance might be disrupted. >or example, --

conduct a survey&named ?3we are listening33 regularly for their employees to listen to their

employees and to feel them more valued.

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Task 2

2.1 Compare the Effecti!eness of the different leadership st"les used b"

#$# and %ritish airwa"s

=eaders at -- are committed to provide uni6ue and superior service to its customers

and to make their organization a better place to work on. -ndy 4larke 4)O at -- tries to

focus on the seemingly unimportant things that could have the greatest impact on the

business. These focuses on unnoticeable things make the employees feel more fulfilled and

appreciated.

-ndy 4larke tries to focus on the following things5

)6ual opportunity of being promoted by the employees own 6uality. >airness and

leadership 6uality are the key to success

)mpathetic and caring managers are well accommodated and appreciated

8espect for all level of employees and group decision makings are the key features of

leadership at --

*ride of working with -- as a leader or manager

=eadership can be defined as the capacity to transform an idea into reality -swathappa,

"##$%. =eadership style is simply the approach an individual perceives to lead his@her people.

The prevailing leadership style in !ritish -irways according to observation is supportive. The

long used traditional leadership style used by !ritish -irways had long been highly

concentrated, administrative, used for low employee response, negligence for subordinates

etc. Aow this predominant style has been changed by the 4)O Beith ;illiams into

supportive one. In supportive leadership style proper career mentoring, training, participative

decision&making are the keys to employee satisfaction.

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This leadership style can create an environment of trust between management and

employees *atton, and +iggs "#'#%. 0anagers now know how to communicate effectively

with the employees and how to motivate employees. They can let the employees develop a

vision and let the employees use their own self&judgement and discretion while taking any

important decision. 0anagers have built a support system in order to get help from one

another outside of the formal organizational structure. On the other hand, the employees need

to be shown how their works are contributing to the betterment of the organization as a

whole.

In !- Beith ;illiam3s leadership&style and motivation are followed by5

0otivating employees to compromise their own interest for the betterment of the

organization

4reating awareness for the importance of the firm3s objectives

2.2 Explain how organi&ational theor" practiced at #$# ' how it

strengthens management practice

There are a lot of theories on organization. -ll these theories explain the organizational

structure and formation. Organizational theory explains the types and forms of an

organization.

Organizational theory includes

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cientific approaches to management

;eber3s bureaucratic approach

-dministrative theory

-- should be fall under administrative theory. This theory was first proposed by +enry

>ayol. It is based on several principles of dynamic management. -ccording to this theory,

*lanning

Organizing

=eading

4ontrolling

Organizational theory can be very useful for a business in different stages -pter, "##'%.

-- should try hard enough to get stick one specific theory. This adherence to one positive

theory can help the business to become better at their performance and service. In the case of

--, adherence to administrative theory can direct the managers and employees to achieve

business specified goals. It can also provide a detail guideline to the workforce to follow. In

addition, the top&level management can re&engineer their job structure in order to achieve

firm specified goals.

2.3 E!aluate the different approaches to management used b" #$# and

%ritish airwa"s

There are usually three form of management and managerial approaches exist. These are5

-ctive listening approach or passive management approach

4ultivating approach or capacity building approach

teering approach or high control level approach

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;e can see that, the management and working culture in the -- is participative.

There is no fixed command line and employee can report to more than one line manager.

4ultivating approach is a kind of facilitative management approaches that extensively rely on

people skill. This approach recognizes the need for external stimuli for better performance.

-- usually a follower of cultivating approach because of the following reason5

Identification of definite consumer community based on local community

efinition of particular problems and specified solutions

4ollective and collaborative activity

teering management approaches are common to many organizations. teering management

approach is common for specific and material outcome oriented circumstances. !ritish

-irways generally encourages participatory design and appreciation. This approach is

basically agency focused. !- knows the fact that effective steering needs comprehensive

preparation and development guideline. *roper process planning and predetermined rules and

regulations are also important.

The key aspects of the management approach used by !- are5

4learly mentioned project planning, objectives, process and period

Integrated project development within wide range of planning process

-ssessment of project progress and project outcome against pre&specified standards

Aeed for specific task evaluation, correction and reporting

Task 3

3.1 iscuss the Impact that ifferent (eadership $t"les on )oti!ation

during Changes

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;e are living in such a place where change is a must to survive in any industry. --

might be engaged in business process re&engineering, or any types of technological or

incremental change depending on their needs and situation and to manage any change, good

leadership style is re6uired in order to motivate employees.

There is a huge difference between leadership and management. 0anagement is the

process of accomplishing the organization activities by using the limited resources wisely and

leadership is the way to lead the people of the organization in order to achieve this goal

/ilmore, and ;illiams "##

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!e passionate toward work

)ncourage the employees to participate in decision making

=et the employees know about the benefits of change

4ommunicate closely

escribe the goals of change clearly

3.2 Compare the application of different )oti!ational Theories

One of the most vital assets of an organization is its employees essler, "##2%. o it is

the responsibility of a manager to motivate the employees so that they become willing to give

their best. !ut employee motivation is no more a difficult job nowadays. There are many

motivational theories available but the -- should choose the one that best suits the

organization. - comparison of different theories for -- is briefly provided here&

The human management is divided between two groups&C and D according to 0c/regor.

The C employees re6uire strict management and monitoring, since they dislike work, lazy

and unable to fulfill duties. On the other hand, D people are very active, love to work,

responsible and motivate them. !y this theory, -- should motivate C employees. !ut

0aslow thinks that the D employees also need proper direction.

0aslow3s theory consists of a hierarchy of needs which starts with the basic needs and

end up with self&fulfillment needs. If -- apply this theory, they will construct a strategy

that the better the employees perform, the greater they will get. In this way, every time they

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reach a stage, they want to go to the next in the hierarchy and for that improved performance

is re6uired.

!ut the problem is 0aslow thinks that employee3s performance depends on his needs

whereas Eroom thinks that it is based on his internal factors like skills, experience,

knowledge etc. he uses three variables which are expectancy, instrumentality and valence in

this regard. Eroom3s theory is the most applicable for -- because of various reasons. This

theory takes into account the fact of different perception of different people but 0aslow

assumes similar perception.

If -- use this theory, employees will be motivated by thinking that greater effort will

bring greater performance and they will be rewarded. -s a conse6uence, their performance

will improve. !ut the manager should make them understand that performance and reward

are closely related

3.3 E!aluate the *sefulness of )oti!ational Theor" for managers

To achieve the goals and objective of the organization, managers need to increase

productivity and high productivity means highly productive employees. To make the

employees highly productive, proper motivation is a must.

!ut employee motivation is a complex factor. -fter understanding the importance of

employee motivation in the organization, the managers need to select the motivational theory

for the employees. 0any motivational theories have been introduced in this regard.

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0otivational theories are useful, because managers have to encourage the employees for

their good performance 8obbins and 4ampbell et al., "#'#%. If there is no incentive like

status, fringe benefits etc. in the workplace, employees will not feel any willingness to give

their best. o the necessity of the motivational theories is huge. The motivated employees

ultimately raise the benefit of the organization by improved performance as well as

productivity.

!ased on this theory, --3s manager can motivate the employees. 0otivating factors might

be change as well, but the need of the people to get respect as a human being will never

change.

)mployee satisfaction is gained by responsible, recognition and challenging work, and

dissatisfaction comes from hygiene factors like job security, fringe benefits etc. if absent. o

the managers of -- need to consider both job satisfaction and dissatisfaction factors. >or

this purpose, they have to increase the opportunity of getting reward to raise satisfaction and

improve the working condition, procedures etc. to reduce dissatisfaction. !y this way, the

productivity will increase.

-ccording to the hygiene theory, which is the motivational theory of +erzberg, similar to

the certain factors that lead to the job satisfaction in the organization, there are some other

factors which cause job dissatisfaction.

Task +

+.1 Explain the nature of ,roups and group beha!iour within organisations

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/roups are formed to get specified results from an organization. The members of the

groups have some specified tasks and have some pre&specified set of purpose to work with.

The members became naturally dependant with each other itomaso et al., "##2%.

=ike any other organizations, several types of groups may exist in --. They can be formal

or informal, primary or secondary etc.

everal types of groups and their influence in -4 are given below5

Formal group5 - formal group is formed by the organization itself. It is formed in order to

achieve some specified task. The management create these types of groups and set specified

goals to reach. 0embers of this group have some fixed roles and responsibilities. >ormal

groups can be divided into two categories5

I. 4ommand group

II. II. Task group

- command group is not temporary in nature and has a fixed position in organizational

chart. On the other hand, task groups are formed a specified tasks and motive. These types of

groups are usually temporary. These groups have relatively small impact on organization as

compare to informal groups. It is to keep in mind that it has a great impact on organizational

performance. If this group forming have proven to be unsuitable, overall organization may

suffer.

Informal group:Informal groups are formed not by the organization but by the members of

the organization themselves. There are two types of informal group5

I. >riendship group

II. Interest group

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0embers of a friendship group are bonded by pure friendship uwett and 1ones, "##(%.

They may have something in common like age, attitude or belief. Interest groups are formed

intentionally and are typically temporary. These groups have huge impact on overall business.

It may help -- for the betterment of the overall organizational structure. -n informal

group can contribute a lot in enriching the culture in --. It has also a great influence in

organizational performance.

+.2 iscuss factors that ma" promote or inhibit the de!elopment of effecti!e

teamwork in organisations

;hen the managers of -- go to complete a task with the help of a team, they should

focus on the development of effective teamwork, because a lot of problems arise when

working in a team. !ut they need to overcome from these problems to reach toward the goal.

ome major factors that -- is re6uired to identify to make the teamwork more effective

are categorized below&

Communication:It is mandatory among the team members of -- having a clear and open

communication. Team members have to feel free to ask anything, share information, and give

their suggestions in the organization.

Trust:;ithout trust, it is impossible for -- to promote any strategy or to make any

decision. !ecause if employees do not trust each other, they will not share information or

unwilling to take risks which may lead to organization failure.

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Workforce Diversity: The people from different age, gender, ethnicity, religion, region etc.

think differently. o the more diversity is there in the teams of --, the more chances of

creative and innovative ideas are there.

Leadersip:-n ideal leader drives the team 6uickly toward the goal. To make the teamwork

more effective, leadership is re6uired, because the leaders direct the employees of --,

coordinate them, handle any types of conflict among the members and try to resolve them.

!ositive "ttitude:If the teamwork faces any problem and everyone stops to give effort to the

project, then the project will fail for sure. o all of the team members of -- must have a

positive attitude to their task and put their best effort till the end of every project. 0oreover, it

should be ensured by -- that every team member is getting ade6uate training and

motivation for his tasks.

+.3 E!aluate the Impact of Technolog" on Team functioning within a gi!en

organisation

Technology has made the world smaller and has brought the people closer around the

world !urke and 4ooper, "##2%. The impact of the technology is also huge in the

organization like --. -- has a geographically dispersed workforce from different

place. 0ost of the projects are done by the virtual teams which are connected by the

technology.

The technology makes it possible for -- to continue their activities in any time and

distance which increase the productivity. It has a great impact on different functions of a team

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like team structure, trust, coordination, cooperation, leadership etc. o -- first needs to

understand the team members and their culture and according to that, they should report the

benefits of technology.

-ccording to a research conducted in >lorida, the impact of technology on organizational

team varies from tem to team, because it depends on the nature of the work as well as the on

the team members. !ut some study shows that team functions progress gently in virtual

teams. !ut with the time team members become close each other, share information and

become cooperative.

o we have found that, in spite of some temporary problems, teamwork brings positive

outcome to the organization. In fact, the contribution of team members will increase because

technology will help to make the members specialist and the more specialists in -- will

make the organization more effective. One thing that -- need to do is they have to put

great emphasis on reducing the distance among different geographical areas with the support

of technology.

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Conclusion

7nderstanding the individual and group behaviour in an organization and developing them

efficiently is a key to success in the business world. It is possible by effectively motivate the

employees to accomplish their tasks and developing a strong relationship which should be

based on trust and cooperation. >rom this point of view, we may say that -- *=4 is going

to the correct direction since their main objective is maximizing organizational benefit by

employee satisfaction. >or this purpose, they try to understand the employee culture and their

needs and try to fulfil them as much as possible.

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-eferences

Apter, M. J. 2001. Motivational styles in everyday life. Washington, DC: American

sychological Association.

!olden, ". 200#. What is leadership$ %eadership so&th'est "esearch "eport, pp ()* and

2+0

!oston, MA. 2000. Management Decision and "esearch Center- Washington, DC: A /ealth

ervices "esearch and Development ervice, ffice of "esearch and Development, Dept. of

eterans Affairs

!&re, ". and Cooper, C. 2003. 4he ne' 'orld of 'or and organi5ations: 6mplications for

h&man reso&rce management- /&man "eso&rce Management "evie', ol&me 13, 7o 2,

+)+(

Coriat, !. 2000. rgani5ational 6nnovation in 8&ropean 9irms: 4he end of 9ordism and the

rise of the no'ledge 8conomy. ;ford

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De'ett, 4. and Jones, =. ". 2001. 4he role of information technology in the organi5ation: a

revie', model, and assessment. Jo&rnal of management, 2* >?, pp. 1))#3.