ORGANISATIONS AND BEHAVIOUR LO1

ORGANISATIONS AND BEHAVIOUR

LO1

1.1 Show the similarities and differences between the organisationalstructure and culture of at least two different organisations.

I have chosen two different organisations which is the scenario of Cosmo and Cadburys’ chocolate company. I will write below briefly about both organisations.

COSMO

The organisational structure of Cosmo is hierarchical and functional, where the responsibilities and the roles are defined by the department itself. The new CEO Alice has noticed after studying company rules, was impressed at the fact that the company was very flexible with the staff and not so strictly run. The CEO realised that timekeeping is not managed properly which is affecting some production lines. The CEO acknowledged the flaws and addressed a team building outing and further learning opportunities courses madeavailable to staff for free.

CADBURYS

Cadburys has been around for nearly two hundred years and was formedby John Cadbury in a shop in Bull St, in Birmingham. They started from selling cocoa to selling milk chocolate bars and eventually opened a cadbury’s world factory where visitors can go and see how chocolate is made. Cadbury is a family owned empire which has been running since 1824. The organisational structure of cadbury’s is Hierarchy. The structure clearly shows who is in charge and who gives orders.

COSMO CADBURY’S SIMILARITIES /DIFFERENCES

STRUCURE IS FUNCTIONAL

STRUCTURE IS HIERARCHICAL

BOTH HAVE DIFFERENT STRUCTURES BUT HAVE SIMILAR GOALS

PLASTIC MANUFACTER CHOCOLATE INDUSTRY BOTH BIG BLUE CHIP COMPONYS WITH THE SAME GOAL- SUCCESS

RUNNING 2 DECADES FOUNDED IN 1824 A BIG DIFFERENCES IN TIME-GAP

https://www.cadbury.co.uk

LO1

1.2 Explain how the relationship between organisational structure and culture can impact on the performance of its operations.

Organizational culture defines the way workers complete tasks and interact with each other in an organization. The cultural way of thinking contains/makes up different beliefs, values, rituals and symbols that govern the operating style of the people within a company. ( rules and behaviour’s that happen in big business) binds the (all the workers in a company or country) together and provides a direction for the company. When change happens, the biggest challenge for any organization may be to change its culture, as the workers are already comfortable with a certain way of doing things.

Types

The most in control culture in organizations depends on (the health of the Earth/the surrounding conditions) in which the company operates, the organization's goals, the way of thinking of the workers and the company's management style. Therefore, there are many organizational cultures. For example, highly (slow, ineffectivegovernment) and well-structured organizations usually follow a culture with long/big controls. Workers follow standard procedures with a strict loyalty to (system where things or people are in separate levels of importance) and (clearly visible/clearly understood) individual roles and responsibilities. Those in competitive (surrounding conditions), such as sales, may give

up/forget about strict (systems where things or people are in separate levels of importance) and follow a competitive culture where the focus is on maintaining strong relationships with externalparties. In this instance, the (success plan(s)/way(s) of reaching goals) is to reach competitive advantages over the competition. The group/(working well together) culture is one more organizational wayof life. This culture presents a (without having one central area ofcommand) (all the workers in a company or country) with combined (with other things) units working together to find solutions to problems.

Advantages

Strong (rules and behaviour’s that happen in big business)s point to/show that workers are (thinking in the same way) and hold almost the same beliefs and (honest and right) values. When these beliefs and (honest and right) values match up/make even with business goals, they can prove to be effective in building teams because (good) relationship and trust quickly results. Strong (rules and behaviour’s that happen in big business)s ease communication of roles and responsibilities to all people. Workers know what is expected of them, how management tests/evaluates their performance and what forms of rewards are available.

Effect On Performance

Organizational cultures can have changing/different hits/effects on employee performance and (desire to do something/reason for doing something) levels. Mostly, workers work harder to (accomplish or gain with effort) organizational goals if they consider themselves to be part of the (rules and behaviour’s that happen in big business). Different cultures operating in one company can also hit/affect employee performance. For example, if the organization maintains a reserved "talk when necessary" culture, workers may workin the same way/in that way; however, if the organization allows one

area, say the sales team, to be outspoken and socially active, the organization may experience (states of being in competition with each other) among areas. So, allowing an area to set up their own culture can affect the performance of the workers sent out and used in other places in the company.

Combination of Performance and Culture

Organizations must structure their (putting something into use) processes to attract and start/work incumbents with the same beliefsand values that make up/be equal to the organization's culture. Thissecures/makes sure of the new employee's blending in to the company and further strengthens (rules and behaviour’s that happen in big business). Companies should also secure/make sure of that they matchup/make even (rules and behaviour’s that happen in big business) with performance management systems. When culture and management systems are not matched even with management must redirect them so that employee behaviour results in the (action of accomplishing or completing something challenging) of organizational goals.

http://smallbusiness.chron.com/organizational-culture-employee-performance-25216.html

LO1

1.3 DISCUSS THE FACTORS WHICH INFLUENCE INDIVIDUAL BEHAVIOUR OF A ORGANISATION.

The goals within Cadburys are affected by the structure because theyget decided by the top director, but everyone in the company who hasinterest has the chance to suggest their opinions. The director has ears for everyone who suggests ideas as they listen to them. The culture of Cadburys is Job. This helps with the performance by pulling the whole of the staff together. This shows how important that the workers work together rather than against each other. If one of the teams fails or makes a mistake, it will affect the whole team and they could all end up failing just because of one mistake.

The style at Cadburys is Democratic. This affects the operations atCadburys by the director discussing issues with the workers, who areinterested. This shows that they are thinking about everyone's viewsand suggestions. It also brings the workers together, and tends to (give a reson to do something) them more. The performance at Cadbury's with this management style will be high because they are discussing the ideas with the directors and other workers, but in the end the directors will make the final decision. This will end upbeing a decision that suits everyone and will be the best for Cadburys. The goals at Cadburys are being helped to be met by this management style an example of this is "surviving" and "(money made/good thing received)" because as new ideas are being discussed they are (accomplishing or gaining with effort) these goals because the more products that are available to buy the more (money made/good thing received) can be earned.

http://www.markedbyteachers.com/

LO2 – 2.1

COMPARE THE EFFECTIVNESS OF THE DIFFERENT LEADERSHIP STYLES OF AN ORGANISATION.

Leadership styles have Strong effects not only in small businesses , also in the world's largest corporations. These stylesaffect every party from senior management to the newest college intern. They create the (rules and behaviour’s that happen in big business) that influences the organization and its performance.

(king like or queen like rule) Style Effects = Autocratic

Also known as strict leadership, (kinglike or queen like rule) styleclearly defines the division between leaders and workers. (king likeor queen like rule) leaders make decisions with little or no involvement from workers. These leaders are extremely confident and comfortable with the decision-making responsibility for company operating and (related to a plan to reach a goal) plans. Although research points to/shows that (king like or queen like rule) leadersdisplay less creativity than more modern styles, this style still works when fast decisions must be made without employee involvement.Workers may feel some disconnect with this style.

Participative Leadership Effects

Also called democratic leadership, this style is usually considered the best option for most companies. The opposite of (kinglike or queen like rule) leadership, this style wants everyone to understandthat management offers guidance to its teams and departments while accepting input from individual staff members. Leaders reserve the right to make final decisions but encourage (reactions or responses

to something/helpful returned information), ideas, and suggestions from all workers. Participative leaders generally have a more content (all the workers in a company or country), since each individual has input into decision-making.

Delegative Leadership Effects

This style, also called (don't interfere; leave things alone) leadership, is usually considered the least effective option. In (huge, almost shocking, difference between two things) to the other first (or most important) styles, delegative leaders rarely make decisions, leaving this function up to the group. These leaders almost never offer guidance to the team and person (who does things for someone else) decision-making to trusted team members. While offering few advantages, this style often creates some disadvantages. Job descriptions and lines of authority become blurred and confusing. A loss of (desire to do something/reason for doing something) and positivity often goes along with the confusion of team members.

related to big business) Culture Effects Also called organizational culture, (rules and behaviour’s that happen in big business) defines "the way we do things." Leadership styles have strong effects on (rules and behaviour’s that happen in big business) because workers tend to act in ways that imitate their leaders. Staff also subconsciously wants to please supervisors and management. Over time, leaders and workers usually become "comfortable" with each other, which can cause some "culture friction" when new leaders take over. Every business, regardless of size, has a culture.

http://smallbusiness.chron.com/effects-leadership-styles-organization-10387.html

LO2- 2.2 - EXPLAIN HOW ORGANISATIONAL THEORIES HAVE THE INFLUENCE ONTHE PRACTICE OF MANAGEMENT.

There are numerous theories that explain organizations and their structure. They are

CLASSICAL ORGANIZATION EXPLANATION

Scientific Management approach

In this explanation (of why something works or happens the way it does) the model of planning is to work professionally and regularly (all the time). There is a back and forth/equal between people trustbetween management and works, this secures/makes sure of increased (wasting very little while working or producing something).

Taylor's rules of scientific management

Science, not rule-of-thumb

Scientific selection of the worker

Management and labour cooperation rather than conflict

Scientific training of workers

Weber's (slow, ineffective government) approach

This approach considers the organization as a part of wider (community of people/all good people in the world). The organizationis based on the ways of thinking/basic truths/rules of:

Structure

(focusing on doing one thing very well)

Clear and sensible thinking

Democracy

(related to managing and running a company or organization) explanation (of why something works or happens the way it does)

It was (offered/suggested) by Henry Fayol and is based on (more thantwo, but not a lot of) ways of thinking/basic truths/rules of management. Also, management was considered as a set of planning, organizing, training, commanding and coordinating functions.

NEOCLASSICAL EXPLANATION

This gives importance to individual or group behaviour and human relations in (accomplishing or gaining with effort) working well andgetting a lot done. The main features of the neoclassical approach are individual, work group and (related to demanding or permitting the joining of club, group, etc.) management.

Rules/basic truths of neoclassical explanation (of why something works or happens the way it does),

Individual

Work group

Participative management

MODERN ORGANIZATION EXPLANATION

The systems approach considers the organization as a system composedof a set of "inter-related - and so (to both people or groups equally) dependent - sub-systems. This way the organization consistsof parts/pieces, linking processes and goals."

The socio-technical approach considers the organization as composed of a "social system, technical system and its (surrounding conditions). These interact among themselves and it is necessary to balance them appropriately for effective functioning of the organization."

The (related to one thing depending on another thing that might or might not happen) or (related to what is happening around somebody or something) approach recognizes that organizational systems are "inter-related with their surrounding conditions and that different (surrounding conditions) require different organizational relationships for effective working of the organization."

http://www.fao.org/docrep/w7503e/w7503e03.htm#exhibit%2016:%20models%20of%20decision%20making

LO2- 2.3- EVALUATE THE DIFERNT APPROACHES TO MANAGEMENT USED BY JHONLEWIS OR HOUSE OF FRASER OR A CHOSEN ORGANISATION.

DIFFERENT APPROACHES TO MANAGEMENT AND EXPLANATIONS (OF WHY THINGS WORK OR HAPPEN THE WAY THEY DO) USED BY TWO ORGANIZATIONS

The world's largest mobile telecommunication provider, "China Mobile" has been working on the "neoclassical explanation (of why something works or happens the way it does)" since 2009. The necessary employment and labour management systems at China mobile were combined to cut down employment risks. Keeping in mind the current growth stage and the aim for future (act of something getting bigger, wider, etc.), the Group strengthened its performancemanagement and brought the (desire to do something/reason for doing something)al and needed/demanded effect of the recognition (success plan(s)/way(s) of reaching goals) into action. The Group intensely encouraged the formation of its new talent team and continuously improved the (full of life and energy) of talent management system and built up the competitive advantage in key talents. The organization system was fully (changed to make better/changed to fitnew conditions) to maintain the development of the skill of talent selection.

Vodafone, on the other hand has been working on "the (related to onething depending on another thing that might or might not happen) explanation (of why something works or happens the way it does)" andtheir aim is to work on to build an (able to last/helping the planet) future by providing products and services that secure/make sure of positive money-based, social and (related to surrounding

conditions or the health of the Earth) results for their people worldwide.

Vodafone's (the ability to keep something around, or keep something going) programme is being forced from the top of the company. Their approach is to continue to grow a firm origin of (related to big business) responsibility by engaging with workers to understand the material issues they must face/deal with and responding appropriately. They need to sustain and expand their strong framework of policies and management systems which are extremely important to cut down risks, especially in newer newly appearing markets where management of (the ability to keep something around, or keep something going) issues is less mature.

http://www.ukessays.com/essays/commerce/explaining-the-organizational-structure-and-culture-commerce-essay.php

LO3-3.1- DISCUSS THE IMPACT DIFFERENT LEADERSHIP STYLES MAY HAVE ON MOTIVATION IN ORGANISATION.

Different leadership styles and effectiveness of these leadership approaches

The key to good leadership development is a good knowledgebase. In general, there are 3 key leaderships organizations use. They are,

(KINGLIKE OR QUEENLIKE RULE) LEADERSHIP:

Manager has a control over decisions and the (most powerful/better than anyone or anything else) authority.

Discussion with other co-workers in very, very small and decision making becomes an unfriendly process.

Managers are more concerned in working on the (job that is importantnow) rather than developing their own leadership skills.

DEMOCRATIC LEADERSHIP:

A� Manager looks (for) discussion (with other people) on all major issues and decisions.

Manager distributes tasks to the helpers, allowing them complete control for the particular tasks.�

A� Manager encourages (instances of reactions, responses, or information about something) from the staff.

BUREAUCRATIC LEADERSHIP:

Leaders assume workers to demonstrate an official and professional attitude in the organization and between each other.

Leaders are gave power to/permitted via the office they hold - position power

Workers are rewarded for their ability to stick to the rules and follow procedure perfectly.

LEADERSHIP APPROACHES BY VODAFONE:

Vodafone operates a Democratic leadership within its organization and therefore draws attention to on the importance of effictive leadership. For this reason they introduced the "Worldwide leadership Programme" nine years ago with the aim of identifying anddeveloping internal people who had the possible ability to become the future leaders. Throughout the last nine years, hundreds of people successfully passed the difficult/strict/high quality selection process to become a part of the GLP community.

http://www.vodafone.com/flash/glp/index.html

http://www.ukessays.com/essays/commerce/explaining-the-organizational-structure-and-culture-commerce-essay.php

L03- 3.2 – COMPARE THE APPLICATION OF TWO MOTIVATIONAL THEORIES WITHIN THE WORKPLACE.

DIFFERENT MOTIVATIONAL THEORIES

Employees are motivated by a number of ways, several motivational theories have been introduced but unfortunately none of them comes to the same conclusion.

Some of the most commonly used theories are,

TAYLOR'S EXPLANATION :

According to Taylor if it was not for the pay workers wouldn't perform well and therefore it is extremely important that they are under constant supervision during work. For this reason the leaders should break down the tasks into small bits and assign it to the workers. Workers are then paid according to the no. of items they produce in the set time.

MAYO'S EXPLANATION :

Mayo's explanation (of why something works or happens the way it does) strongly disagrees with Taylor's explanation (of why somethingworks or happens the way it does). He stated that workers are not only (gave a reason to do something) by the pay but can perform better if their social needs are met. This explanation (of why something works or happens the way it does) encourages leaders to treat workers as human beings and respect their opinions and involvement.

MASLOW'S EXPLANATION

Abraham Maslow introduced a model in which basic, basic needs such as body-structure-related needs and safety must be made happy (by meeting a need or reaching a goal) before (expensive thing/rich and comfortable condition) needs such as (reaching your highest potential) are (accomplished or gained with effort).

http://bunnygotblog.com/wp-content/uploads/2009/07/maslows-pyramid-of-needs.gif

LO3- 3.3 –EVALUATE THE USEFULNESS OF MOTIVATIONAL HEORIES FOR MANAGERS

There are (more than two, but not a lot of) (desire to do something/reason for doing something)al explanations (of why things work or happen the way they do) but if they are not being practiced within the working (surrounding conditions) they are of no use. Relationship between few (desire to do something/reason for doing something)al explanations (of why things work or happen the way theydo) and their practice of management are discussed below,

TAYLOR'S EXPLANATION (OF WHY SOMETHING WORKS OR HAPPENS THE WAY IT DOES) IN PRACTICE OF MANAGEMENT:

Taylor's explanation (of why something works or happens the way it does) were widely adopted as business saw the benefits of increased working well and getting a lot done levels and lower unit costs but it was found out that workers soon started to get annoyed by this approach because it made them lazy because of lack of working well and getting a lot done and encouragement by their managers.

MAYO'S EXPLANATION (OF WHY SOMETHING WORKS OR HAPPENS THE WAY IT DOES) IN PRACTICE OF MANAGEMENT:

After the failure of Taylor's explanation (of why something works orhappens the way it does), Elton Mayo was hugely adopted by organizations because it importance and focused on the important factors like employee recognition, security, team work and rewards. This explanation (of why something works or happens the way it does)in practice not only helps (give a reson to do something) workers but also encourages them to work efficiently because of the recognition they get. Better communication, involvement of the managers and team work are the key points of this explanation (of why something works or happens the way it does).

MASLOW'S EXPLANATION (OF WHY SOMETHING WORKS OR HAPPENS THE WAY IT DOES) IN PRACTICE OF MANAGEMENT:

Maslow's explanation (of why something works or happens the way it does) may not have a scientific approach but it is very effective. This explanation (of why something works or happens the way it does)definitely holds a spirit (or mood) in today's world because every individual has his own needs and people may (be given a reason to dosomething) by wholely different factors. Therefore, to (give a resonto do something) an employee, the managers must be able to recognizethe needs level at which the employee is operating and then decide what can be done for continues progress.

http://www.netmba.com/mgmt/ob/motivation/maslow/

LO4- 4.1- EXPLAIN THE NATURE OF GROUP BEHAVIOUR WITHIN COSMO OR A CHOSEN ORGANISATION OF YOUR CHOICE.

DEFINITION OF GROUP-

A collection of individuals, the members accept a common task, become interdependent in their performance, and interact with one another to promote its accomplishment.

Formal groups- These groups are formed by an organization to carry out a specific task. These groups are formally structured & are arranged for a division of work. A formal group attributes:

A sense of identity

Loyalty to the group

Purpose & leadership.

Informal groups- These groups are formed by the employees themselves. Hence they are not Formally Structured. Example: Workplace cliques, groups of mates etc.

FORMATION OF GROUPS

Forming

The group where tasks have to be understood, resources and information acquired, individuals have to get to know one another and there is considerable reliance on the leader.

Storming

Individuals begin to question or challenge the task and have to confront emotional issues between and among themselves.

Norming

This period of relative upheaval moves into a more considered stage where conflicts are settled, new standards are developed and owned by the members.

Performing

Teamwork develops and solutions are found.

Adjourning

Group's life will eventually come to an end as people move on elsewhere in the organization or as original purpose is attained andthe job is completed.

KEY ISSUES IN GROUP BEHAVIOR

1. Group size- The size of a group is one factor that can determine its likely behavior. Large groups:

· require a higher degree of formalization than smaller

· Require clearer lines of communication

· Tend to pay less attention to the needs of individuals than smaller groups

· Concentrate more on task requirements than personal issues

2. Purpose of group- Groups are assigned definite purpose within theorganizational structure. These groups are often asked to focus their efforts on specific problems, usually of a short-term nature.

3. Nature of task- The nature of the task is broadly decided in terms of the group's purpose and objectives

LO4 – 4.2 – DISCUSS THE FACTORS THAT MAY PROMOTE OR INHIBIT THE DEVELOPMENT OF EFFECTIVE TEAM WORK.

There are often dozens of internal and external factors that separate effective and ineffective teams. More than that, what makessome teams strong, be it (wanting to beat others in contests), toughness or high energy levels, can make other teams weak; these qualities may benefit sports and sales teams, but they are not what you look for in a doctor or nurse. That said, there are a few factors of effective teamwork that are common to teams of all types.

DIVERSITY

(Effective teams hug/support and are made up/was equal to by a (manydifferent kinds of people or things) of cultures, talents and personalities. (many different kinds of people or things) can (help increase/show in a good way) creativity and invention of new things,and raise knowledge of and respect for differences, which will support effective teamwork. Very differently, teams that don't have (many different kinds of people or things) can find it very hard to solve particular problems; it is much harder to find new and interesting solutions when all of the team members think about problems in the same way, draw on almost the same experiences for support and come to the same ends/end results. The good qualities of(many different kinds of people or things) noted, difference also raises the (possibility of/possible happening of) conflict within teams, which can be harmful if not managed properly.

COMMUNICATION

Effective teamwork is helped by clear and open communication. All team members should be on the same page with respect to targets, responsibilities and timelines. This sticking together is helped by effective communication. (related to school and learning) (people who give their opinions) such as Sarah Holland, Kevin Gaston and Jorge Gomez have suggested that regularly (all the time) effective communication is supported by the number of organizational rules of conduct which decide/figure out particular methods and ways of communicating in specific facts or conditions (that surround someone) (emails, one-to-one meetings, group talks, etc.). All team members should feel comfortable asking questions (related to/lookingat/thinking about) the explanation of jobs and responsibilities, and

they should feel free to make suggestions when they feel they can advance the team's goals. When a challenge or conflict rises/comes up, effective teams will engage and overcome it with effective communication, rather than avoiding the issues or participating in talk (about other people's personal business).

LEADERSHIP

Teamwork is supported by effective leadership. All teams benefit from one or (more than two, but not a lot of) sources of inspirationand direction; leaders can support working together/team effort by coordinating the efforts of team members and encouraging team members to speak their minds during team meetings. They can secure/make sure of the team's projects stay on track by checking inwith different contributors and measuring daily/weekly progress against overall timetables and goals. Also, they can work to (give areson to do something) and control (over behavior) team members to make sure that everyone is performing to their highest possible. According to Gary Yukl, professor of management and leadership at the State University of New York, questions of the desirable qualities of leaders in business have been a popular source of research since the 1950s, and the common or "big five" (features/ qualities/ traits) of effective leaders highlighted by modern studies are "surgency, careful kindness, friendliness, (change to make better/related to changing something) and intelligence." Yukl also notes the importance of energy levels, stress tolerance, self-confidence, "internal control orientation, emotional maturity and (honest and good human quality/wholeness or completeness)."

TEAM-BUILDING EXERCISES

Effective teamwork is developed through shared experiences and practice. The use or avoidance of team-building activities can be animportant factor in deciding/figuring out the development of effective teams; in the age of advanced technology and fast business(surrounding conditions), some team members would never see one another face to face if they did not make a point to do so. Team-building exercises can be targeted to improve particular parts of team performance such as communication, problem-solving or creativity. Games and drills are an effective way to bring people

together to build relationships, boost mood and (help increase/show in a good way) back and forth/equal between people understanding of interests, personalities, strengths and weaknesses.

http://smallbusiness.chron.com/factors-promote-effective-teamwork-1932.html

LO4- 4.3 – EVALUATE THE IMPACT OF TECHNOLOGY ON TEAM FUNCTIONING

Effect of technology on team functioning

Technology

The use of new technologies can improve and sometimes interfere withteam functioning.

As technology changes teams must update and maintain their knowledgein order to function effectively.

Technologies which have improved team functions :

e-mail

mobile phones

blackberry

groupware

computers

e-mail allows (not happening at the same time) communication which means team members do not need to be in the same place at the the same time in order to communicate effectively. e-mail also has it's negative aspects in terms of manging e-mail and the misuse of e-mail.

Mobile phones have come a long way from the highly paid professionalbricks of the 1980s and there are now more mobile phones in the UK then there are people. Mobile phones allow teams to communicate evenwhen team members are out of the office, on the road or otherwise unavailable. Sometimes having always access to team members can interfere with team functioning.

Phone technologies such as blackberry and 3G datacards allow team members to work and communicate remotely and this out in the field or with clients.

Groupware enables teams to plan meetings, work together, person (whodoes things for someone else) all within a virtual (surrounding conditions) which can often be accessed remotely from anywhere in the world.

Personal computers allow team members to carry out different tasks and communicate more effectively. Laptop computers allow you to do this anywhere. They are now lighter, more powerful and a longer battery life. Personal Digital Helpers (PDA) now have much of the same ability to do things as their bigger cousins, but are smaller, more portable and have a longer battery life. Many PDAs now have wifi as standard and some are also phones (and some phones have manyPDA features).

http://www.hnc-business.co.uk/unit03_4_01.html