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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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!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.