Organization and Behaviour Essay

circumscribe1. comp argon and contrast diametrical constitutional body girdings and husbandry 2. Explain how the race amid an constitutions genial organization and civilisation ass squeeze on the fashion of the c every(prenominal)ing 3. cont termination the factors that ferment the various(prenominal)s doings at ferment 4. Comp ar the potence of polar attractership courses in varied giving medications 5. Explain how faceal surmisal lowpins the execute of all oversight 6. judge the distinguish qualified bettermentes to commission utilize by different government activitys7. discuss the impact that different attractership dahs whitethorn lease on penury in ecesiss in periods of neuter 8. Comp ar the industriousness of different wantal theories at heart the piece of attain 9. value the physical exercisefulness of a motive accomplish qualifiedness for tutors 10. Explain the nature of callers and assembly behaviour indoors arr angings 11. Discuss factors that whitethorn promote or inhibit the ontogeny of effective aggroup eng long timement in organisations 12. Evaluate the impact of technology on aggroup performance within a addicted organisationP1 Comp ar and contrast different organisational social organizations and agri finis.Organisational grammatical construction in that position ar different examples of organisational social organisations. at that place is the Functional structure which is based on the activities that deal do in the organisation then the Product based structure, when the increase determines the structure, the Geographically based structure when the location determines the structure and the last hotshot is the intercellular substance structure (segregation) which is the combination of functions (activities) and harvest.Organisational cultureIs the determine and behaviours that contri just nowe to the unique social and psychological, Organisational culture is the sum of an organisation past and legitimate experiences, philosophy and values that nourish it unneurotic and is ushered in its self-image. The organisational structure foc exercises on the mentality, race ethic and the values of the play alongs heed and employees. The main factors that exploit the structure of an organisation atomic number 18 products, purlieu, ply, task, culture and management call, size number and type of dept.A culture of innovation, squadwork and transgressnership gist that the company has a firm rump of relationships and open communication channels on which to build its growth. A study causal factor of an organisations structure is its culture. The general nature of culture in terms of both international influences and how things be move intoe as hygienic as common values, belief and perspective allow foringing dedicate a substantial effect on organisational assistantes including the design of structure.P2 ground on the scenario pro ducen explain how the relationship between an organisations structure and culture send word impact on the performance of the handicraft. The appearance the Coca dummy company operatives reflects the many countries and cultures in which it does line. An requisite area of the organisations structure thitherfore focuses on ensuring that soul products are minded(p) the best pragmatic support in regional markets. deep down the company different aggroups concentrate on accompaniment products and use their specialist noesis of the brands and consumer ask to support the sales and promotional effort.In well-nigh cases a product is developed solely for topical anaesthetic use of heftys and services and an example of this is the product Lilt, which is nonwithstanding procur adequate in Great Britain and Ireland. A structure depends on the organizations objectives and strategy. In a exchangeized structure, the top stage of the management has more than or less of the closing do power and has tight ascendancy of surgical incisions and divisions. In a decentralized structure, the decisions making power is distributed and the departments and divisions micturate different degrees of independence.A company much(prenominal) Coca-Cola Great Britain is a more than centralized structure that has a collective (Head off-keyice) that is responsible for giving the company an general direction and providing support to the regional structure.P3 Discuss the factors which influence keepive(prenominal) behaviour at work. Organisations are do up of their individual processs. The individual in a central feature of organisational behaviour whether acting in isolation or as part of a group in result to expectations of the organisation or as a result of the influences of the external environs. Where the require of the individual and the demands of the organisation as incompatible this locoweed result in frustration and fighting. It is the constitu ent of management to integrate the individual and the organisation and to put up a functional environment that permits the satisf action mechanism of individual needs as well as the attainment of organisational goals. The prototypal factor to consider is the location. The organisation has to think ab proscribed how they throw out improve the environment so that the stave ordain roost actuated at work. A corking location and environment helps to create a positive attitude to staff and customers.a nonher(prenominal) factor is the aggregate of working(a) hours. Hours of work are extremely different throughout the indus direct- both(prenominal) people are intellectual to work unsocial hours because it fits with their animation drift or they wish to have time off when e rattling iodin is working. On the different hand, the overall amount of hours per week should not go over 40 hours. If staff are working overtime consistently it entrust not influence them to come into wo rk so it is all important(predicate) that all hours of work is balanced. galosh and protective covering factors must be considered in the workplace, and legislation such as wellness and Safety at Work turn of events 1974 must be adhered to. These regulations particular drill where food is served or where there are chemical hazards, for example in a swimming pool. All these requirements are important.For some organisations a little error in the base hit procedures can mean the end of the descent including a trial. Companies that rig out body process holi daylights for children, for example Disney Land, Thorpe Park or capital of the United Kingdom Dungeon, must crystallize health and guardty a priority. Health and exercisingdty is important for both customers and employees. When employees shaft that they can go about their work in safe environment and work unneurotic to visit their customers are safe then this could in bid manner influence them because they forget k now that they are working in a safe environment. Most Companies organise Christmas parties or social events and outings for staff. These are useful to create a friendship amongst staff and help influence staff to build solid squads within the organisation. beneficial pay may is similarly an opposite factor as staff give care to see that their hard work has paid off.P4 Compare the effectiveness of the different leadership styles in two or more organisations of your choice. Management in an organisation is about influencing people to behave in positive commissions so that the police squad can hand its general goal. A tidy passenger car must inform, motivate and develop the team as a whole. An coercive director reaps all the decisions and announces them to the team. This soulfulness is the boss and has full control. The main return of this kind of leadership is that decisions are make quickly, as no meeting will be held about the decisions do by the leader. The advant ages that could motivate staff accommodate * Where there is a need for urgent action the autocrat will sequester control * whatever team segments gain security from being told what to do. The disadvantages are* group members may become frustrated at their need of control * in that respect may not be room for the team to express creativity * There may be over-dependence on the leader.Autocratic management belongs in a conventional hierarchical structure. democratic management With democratic management, the decision-making is plowshared among the team. The advantages include* Ideas are kick upstairsd from e realone* There is greater involvement and commitment from team members* The team is probable to be supportive of leader* The team is fully informed.The disadvantages include* Some team members may not be able to cope with being manifold in decision-making* The democratic process can scoop up too long* The leader may not agree with the decision of the team* Powerful t eam member may take over.P5 Explain how organisational scheme underpins the practice of management.Organisational theoryOrganisational theory represents a young and complex field of athletic field related to the behaviour of organisations and companies. Through particular clubs like analysis, generalisations and observation, organisation theory specialists try to determine how companies and organisations will behave in certain situations. (http//www.publicorgtheory.org/organization-theory.html)The way the organisational theory underpins the practice of management is by bringing change to actual behaviour. It can influence the charabancs behaviour which can be observed in the ideas portrayed or conclusions. It is important as it helps give perceptiveness to interrelationships between the emergence of theory, behaviour in organisations and management practice. It alike gives an infering of the organic evolution of management thinking. The cognition of the history helps in the understanding of the nature of management and organisational behaviour. many an(prenominal) of the earlier ideas are of act immensity to the manager and later ideas in management tend to incorporate early ideas of conclusions.P6 & P7 exploitation an organisation of your choice evaluate the different approaches to management. Discuss the impact that different leadership styles may have on penury in organisation in periods of change. The organisation that I will be evaluating is Tesco which is a PLC (Public Limited Company). I will be talking about the different approaches to management. There is a difference between management and leadership. Management is about studyting things done. Managers organise human and physical resources to win business aims and objectives. Leadership is about influencing, motivating and stimulate people. It is about coaching and developing people, treating them with respect but challenging them. Leaders strain to create strong teams, with people attached to the organisations overall goals.The process of managing starts with the stub or objective to be achieved. A manager must fix on the confiscate approach for stretchability that target. The manager then needs to beam this approach go alongly to his or her team and to allocate tasks to separately team member. job allocation and delegation of duty is part of the management function. only, early(a) factors will likewise have an influence on whether the target is achieved, including the task in hand, the skills of the team and the style of leadership. The style of leadership can substitute depending on the task. Some managers allow teams to take charge of their own decision-making for many tasks. Team leaders will apparel the objectives but empower team members to decide how these objectives are achieved. This has several advantages. It helps to motivate individuals in the team and it draws on the expertise of the members of the team. The leadership style that Tes co introduce managers sit between autocratic and democratic both these styles allow staff to participate to an extent.However the manager has the remedy to reserve the final decision. Managers who lead nurture the autocratic leadership style often tend to give clear direction to staff and are substantially in terms of managing a crisis but this mode does not allow team member to be heard and creative. On the other hand a democratic manager will consult with staff to begin with making his final decision this style of leadership helps encourage staff to govern transport ideas and increases motivation. Some manager will adopt leadership styles in which are appropriate to the situation. Most managers prefer to take a democratic approach as they feel that staff respond fall apart to this approach.For example when planning a major stock reduction programme at Tesco the throw in manager may encourage other management within the store to vest forward ideas and develop plans as said before this increases team motivation and encourages creativity. Although some mistakes may be made this can be put forward as a learning experience. However as a store manager they may deal with many different situations. Some may be business diminutive and it is important that the manager is able to respond to these situations in the most appropriate manner. In some situations the manager may need to adapt the leadership approach and exert more authority.Laissez-faire is at the other end of the field from autocratic. A laissez-faire manager takes a inactive approach and trusts teams to take appropriate decisions or actions with broad agreed boundaries. For example, a store manager might leave an experient departmental manager to develop a budget. This could be because he trusts that the manager has a sober familiarity of the needs of the department and of the business. Although each manager will have their own preferred leadership style, the most effective leaders take o n a style that is appropriate depending on the situation. They will consider several factors such as * The task Is it business critical? Must a decision be made immediately? What will be the potential impact on the business? * The team Does it have the right skills and resources? Is it utilise to making decisions? * Tradition What has been the norm in the past?For example, a manager that uses a more authoritarian style if something needs achieving in a particular way or in a very quick timeframe. Sometimes budgets need to be reduced quickly in order to make cost savings. The store manager will tell departmental managers what needs to be done and by when so that they can then resubmit their budgets in line with expectations.Managers have to be certain of the possible consequences of using the wrong style in a particular situation. For example, a manager will not use a laissez-faire approach with a brand-new member of the team. If the employee is not given proper instruction thi s could jeopardise the business. In some cases employees could be injured if they dont use the equipment correctly. In this situation, it is essential to adopt an autocratic style.P8 Compare the finishing of different motivational theories within the workplace. Theories of motivationMaslowAmerica 1940, Abraham Maslow developed a theory of motivation. The theory is suitable for trying to understand how people are do in the workplace. Employers can use it to provide conditions that run into peoples needs at the different levels. Maslows theory is displayed as a pyramid because employees can only move up the levels once the inflict levels are fulfilled. So for example an employee cannot achieve at work (level 4) if they having problems in their someoneal life or with work colleagues like in (level 3). Similarly, if they have just been made homeless (level) their concern will be finding shelter not execute work, meaning people have to be cheerful with their own needs and their li fe before even being motivated to do work.HerzbergHerzbergs theory is alike known as the Hygiene theory. Herzberg know features which make people happy and satisfied with their jobs and those which make them dissatisfied and unhappy he called the satisfiers and dissatisfies. The satisfiers are factors which give people continuing motivation and allow them to enjoy their work* The type of work* Promotion prospects* Having responsibility* Sense of achievement* Personal learning* Gaining recognition.The dissatisfies or hygiene factors need to be operating well in an organisation but according to Herzberg do not ultimately motivate people. However, if they are dissatisfactory then they do de-motivate people. These are * net income* on the job(p) conditions* Relationships with others colleagues and managers * Company policyP9 Evaluate the usefulness of a motivation theory for managers.The motivational theory is useful for managers because of the practical implications it has on in dividuals lacking in motivation, which in most cases do not have clear goals. Specific performance should systematically be identified and set in order to direct behaviour and manage motivation. Goals should be set at a challenging but down-to-earth level. thorny goals lead to higher performances however if goals are set too high a level or regarded as unworkable to achieve this can lead to melodic line and performance will suffer curiously over a longer period. It is off-key that issue accurate and timely feedback and knowledge of results is usually associated with high performance. Feedback provides a essence of representing progress of goal attainment and forms the fanny of any revision of goals.Although goals can be determined either by a superior or by individuals themselves goals set by other people are more believably to be certain when there is participation. Employee participation in the lay of goals may lead to higher performanceP10 Explain the nature of grou ps and group behaviour within organisationsGroup work Good groups achieve synergy that is, unneurotic they can achieve more than the members could individually. More ideas, nix and resources are made as a group because * The group solves problems and make decisions together * The group focuses on priorities, with everyone working towards the said(prenominal) aim * The group provides a sand of belonging and sense of status * The group provides a support networknot everyone in a group is the selfsame(prenominal) each mortal has their own strengths and weaknesses. If each person had the same weaknesses, the group could not work there needs to be a balance of skills. A method of recognising individuals strengths and weaknesses is needed in order to build and effective team.The management expert R. Meredith Belbin has sketch nine team roles necessary for prospering team.Belbins rolesChairperson/co-ordinator the group leader, likely to be relaxed and outgoing person, withal lik ely to be a good communicator. They will build on the strengths of team members and give them encouragement.Plant the ideas person in the team, a person who is creative in look for solutions to problems, but not always good at details, and so may make careless mistakes.Shaper the task leader, who unites ideas and effort. postulate to be dominant and outgoing person in order to make things happen. admonisher/evaluator the team analyst, who is not so good at ideas but pays attention to detail, therefore keeping the team say towards its target.Implementer the organiser of the team, who is able to take the ideas of the countersink and shaper and turn them into manageable and realistic tasks, a practical, stable and disciplined person. vision investigator the person who is outgoing and will explore and report on ideas and developments outback(a) the group this person always has a solution to problems, is sociable and enthusiastic, and good under pressure.Team worker a very pe ople-oriented person, sensitive to others needs. The team worker has good communication skills and will be good at motivating others. A native mediator, who will deal with any conflict within the team, this person is very good to have around in a crisis.Finisher a person who sticks to deadlines and likes to get on with things. Will probably be irritated by the more relaxed members of the team. medical specialist this person is single-minded and a self-starter, and provides knowledge and skills in specialist areas. Each of Belbins roles acquires a different level of importance according to the objectives of the team and the stage in the teams life.P11 Discuss factors that may promote or inhibit the development of effective teamwork in organisations.Team development Formal teams are part of the structure of an organisation and are planned in order to meet that organisations objectives. The official team will find out rules and rules and may meet on a fixed schedule and complete a dministrative procedures. Examples of good practice in exit and tourism include sales teams and marketing teams. Informal teams work within or outside formal teams. They are sometimes based on personal relationships between members rather than on work roles. When you complete group work for assignments, you often necessitate the colleagues you wish to work with. You choose to work with people you like and ones you know will be as committed as you are to the work. This as an informal team. There are several theories of team structure and development, which will help you to understand the effectiveness of teams. Bruce Tuckman (1965) identified four main stages of team developmentForming at this stage, team members from their first base impressions of each other put identities. They are sounding each other out and finding out what is expected of them. Storming the team members have, by now, become more used to each other. Members are prepared to put forward their ideas forcibly and openly they are also prepared to disagree and so there may be some conflict and hostility.Norming the team now begins to establish co-operation. Conflict is controlled, views are exchanged and new standards introduced. Performing the team is now working together it begins to arrive at solutions and achieve objectives. There can also be fifth stage, called adjourning or mourning, where the team has disbanded and the members miss being part of the team.Benefits of team work to colleagues and customers and organisation. The benefit of team work to colleagues is that they get to be confident and have a great self-esteem. Working together makes them communicate well with each other it also makes them makes the right decisions. British Airways staffs respect and trust their teams they all have their clear roles and responsibilities, they support each other in their job, when their team member does not know what they are doing they help one and other out. Their customers are always h appy with their service and this gives their company a positive image. British Airways spend a lot of currency training their staffs to help their team works together at the end of the day they make a lot of profits. business line roles and lines of responsibilityAn organisation graph shows the structure of the company and how the work is divided into different areas. It also shows the lines of responsibility between staff, so that it is apparent who is responsible to whom. An employee studying a chart will find the possible promotion routes. The chart may show a hierarchical structure or line relationship. This is a very traditional structure and shows a chain of ascertain with each person responsible to the person above them. It is sometimes referred to as a pyramid structure. Many organisations today would be depicted in a chart with a flatter structure. There are fewer layers of management, and each manager has a broader span of control. Restructuring of organisations often in volves getting exempt of middle managers, hence the flattened structure.P12 Evaluate the impact of technology in team functioning within a given organisation. In this modern day and age the use of IT is very important because of modern technology, and this is also part of some peoples working lives. Same thing is applicable to excursion and tourism sector. for most jobs or roles you would IT skills like the uses of databases, spreadsheets and email system and be able to use the word processor as well as skills explicit to a role. For example people working in an airline reservation team will get trained on how to make bookings and reservation systems such as Galileo or Amadeus. In a tourist nurture centre you would need to be able to access the sites and use the software that provides timetables and local information.Thomas unsexThomas Cook has an intranet Get in Touch facility, to which all staff have access. There is also a dedicated e-mail call in for staff to send feedback direct to UK header executive Manny Fontenla-Novoa. A spokeswoman added we issue an yearly staff questionnaire to gain a temperature check on morale and motivation within the company.Thomas Cook also runs panel sessions made up of a cross-selection of the business which are held regularly to provide feedback on new ideas and marketing initiatives. some other internal forms of communication include a quarterly magazine and monthly videos for stores. galvanizing Electric communications for internal use include e-mail, which is a popular way for staff to communicate with one other, and intranets. An intranet is a website that has restricted access, usually for employees only. It may hold information that a company wishes to share internally but not externally.Working in a team will also motivate staff to act and also learn skills off their peers because one person can represent more than one role, as mostpeople have strengths in more than one area.References/Bibliographyhttp//www .publicorgtheory.org/organization-theory.htmlhttp//businesscasestudies.co.uk/tesco/developing-appropriate-leadership-styles/management-and-leadership.htmlixzz2HxoCDjYE Management & Organisational behaviour by Laurie J. Mullins (Ninth edition)