View
140
Download
10
Category
Tags:
Preview:
DESCRIPTION
human resources
Citation preview
qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopas
Organizational Behavior
TABLE OF CONTENTS
INTRODUCTION.........................................................................................................................................1
CASE STUDY 1- SURVIVING GREENSCAPE’S HARD TIMES............................................................1
LO1-UNDERSTANDING THE RELATIONSHIP BETWEEN ORGANIZATION’S STRUCTURE AND CULTURE...........................................................................................................................................1
1.1 Different type of Organizational Culture and Culture at Greenscape..................................................1
1.2 Relationship between culture and structure impacting the performance of Greenscape.....................2
1.3 Factors influencing the behavior of management and employees at Greenscape...............................3
CASE STUDY 2- RIGHT BOSS, WRONG COMPANY............................................................................4
LO2- UNDERSTANDING THE DIFFERENT APPROACHES OF MANAGEMENT AND LEADERSHIP...............................................................................................................................................4
2.1 Effectiveness of leadership style of Worthy and Hogan and how it affected employees....................4
2.2 The managerial Practices that is evident in this case...........................................................................4
2.3 Difference in Max Worthy and Hogan Management and Leadership Style........................................5
CASE STUDY 3- MORE THAN A PAY CHECK.......................................................................................6
LO3 UNDERSTANDING WAYS OF USING MOTIVATIONAL THEORIES IN ORGANIZATIONS..6
3.1 To extent the Leadership in the company affected the motivational level of Samuel Gibson............6
3.2 Theory critically explaining the impact on Gibson’s motivation........................................................6
3.3 Importance of motivation of employees..............................................................................................7
CASE STUDY 4- TEAMS AT THOMPSON RV WHOLESALE SUPPLY AND DISTRIBUTION COMPANY....................................................................................................................................................8
LO4 UNDERSTANDING THE MECHANISM FOR DEVELOPING EFFECTIVE TEAM WORK IN ORGANIZATION.........................................................................................................................................8
4.1 Behavioral factors to be considered to restructure the company to team based model.......................8
4.2 Factors those are important to promote the development of effective team work in company...........8
4.3 Other options in terms of technology Alan has to enhance the effectiveness of proposed team based arrangement................................................................................................................................................9
CONCLUSION..............................................................................................................................................9
REFERENCES............................................................................................................................................10
2
INTRODUCTION
This report outlines the essential elements of the organization that are helps in building
the supportive and strong organization culture. In this report, we will be studying the different
case study which outlines the structure, practices and management style of different organization
to accomplish the goals and objectives effectively (Dubrin, 2008). Benefits of healthy
organizational culture, assessing the appropriate leadership style for particular organization,
identifying the ways the manager can motivates his employees and finally what factors to be
considered when organization is restructuring into team based model will be investigated in this
report.
CASE STUDY 1- SURVIVING GREENSCAPE’S HARD TIMES
LO1-UNDERSTANDING THE RELATIONSHIP BETWEEN
ORGANIZATION’S STRUCTURE AND CULTURE
1.1 Different type of Organizational Culture and Culture at Greenscape
Collective behavior of employees, their values that contribute to unique psychological
and social environment of business can be defined as organizational culture. It includes
organization’s experiences, expectations, value and philosophy that hold all employees together.
It also reflects that how the organization conduct its business, how its employees and other
stakeholders are treated, extent to which the freedom in employees participation in decision
making is allowed and freedom in expression of views, ideas and feedback. It also comprises of
information and authority that flows in organization’s hierarchy and how committed employees
are in achieving the desired goals and objectives (Alvesson, 2012). Organization’s culture is
categorized in four types that are as mentioned below:
Power Culture: This type of culture mainly seen in large corporations which have
centralized power of decision making and control. But as the organization’s grows the
power seems to be divide into departments. This type of organization culture resist from
inviting the employee’s participation and engagement in any matters and decision making
and also delay in decision making.
Role Culture: This type of culture works with standard and systematic procedures, roles
and functions of every employee are well defined and authority is also clearly mentioned.
Such type of culture finds it hard to change with the changing conditions. For employees
1
also it becomes frustrating when at the time of making appraisal organization follows the
standard expectations of performance (Murray and et.al, 2006).
Task/ Project Team Culture: In this type of culture, usually small teams are formed to
carry out the particular task. Small organization have this type of culture where
employees work together to achieve the desired goals. They even adapt themselves with
the changing environment. Main emphasis of this culture is on getting the things done
with desired results. Decision making authority is given to the right person in the team,
regardless of his level and position, who can make the task done with the effective
results. Possible trouble with such culture arises when the resources become scarce which
might create conflicts between team leader for the available resources (Cameron and
Green, 2004).
Every organization has its own values and beliefs which makes its culture unique in its
own way (Schabracq, 2009.). For instance, in our case study of Greenscape, which is a
landscaping and nursery firm is currently operating with team of twenty full-time employees
who work in six to eight crews. Its organization’s culture is friendly, open and personal. The
employees are grouped into a crew that serves the specific purpose. So, it can be said that
Greenscape culture was both task as well as people oriented culture.
1.2 Relationship between culture and structure impacting the performance of Greenscape
A culture affects the organization’s productivity and efficiency in performance to great
extent (Alvesson, 2012). Good culture helps in making the organization as a family while bad
culture hugely affects its survival to long period. Greenscape culture was open and friendly
whose employees are considered to be the asset for the company and are treasured. The founder
of the company tried hard to maintain the trust and respect among employees for each other and
towards the company. The culture of the organizations was such that every morning twenty
minutes of break was given to employees to catch with the other employees and crew. With this
culture the Greenscape company which was initially operating with few friends of the founder
but today its grown that large that now it has around eight crews having twenty employees each
who are highly committed to the organization that work as a unit to achieve to desired results.
The employees were treated as a family and they were having full freedom to express their
2
views, suggestions and even their personal problems. This has made them loyal towards the
organization and also motivated them to work their best.
1.3 Factors influencing the behavior of management and employees at Greenscape
Work Culture: The culture of the organization immensely affects the behavior of
employee’s and management (Schabracq, 2009.). The Greenscape culture was personal,
friendly and open combined the employees into a family and coordinated their activities
so as to achieve the common goals. Work culture also promoted the consistency and
cooperation within the company
Co-workers: All the crew members of the Greenscape were provided sufficient time to
involve with the members of other crew, which kind of build the informal relations
among the organization. This also made them able to work in team and reduces the
conflicts and disputes among employees (Murray and et.al, 2006).
Supervisor: Supervisor or in our case the Founder of the company had great impact on
the employees. Her friendly behavior with them made them loyal towards the company
and gained their trust and respect. It has also made them to increase their efforts and raise
their own self-expectations, and thus to perform better ultimately. Open culture of
organization’s shaped the employees behavior and thus enabled the company to be more
efficient.
3
CASE STUDY 2- RIGHT BOSS, WRONG COMPANY
LO2- UNDERSTANDING THE DIFFERENT APPROACHES OF
MANAGEMENT AND LEADERSHIP
2.1 Effectiveness of leadership style of Worthy and Hogan and how it affected employees.
Leadership and management style governs the way in which managers directs and lead
their members. Effective style is one which can hold the employees together to accomplish the
desired goals. There are various types of Leadership and management style that are suitable for
the different organizations (Bishop, 2012). In our case Brenda Hogan and Max Worthy, they
both had their own style which was completely different with each other’s.
On one end, as Max worthy style was Autocratic in which all the decisions were made by
him. He makes the employees to follow his rules and decisions. Employee participation was least
in this case as well as the relation of the Max Worthy with his employees was limited and
formal. But, this style has got certain advantages like in this Shoe-making firm where the
employees are not that qualified and educated, they only knows how to make shoes rather than
managing the things and suggesting the ideas. So, for them following the direction of the Boss
was the Golden Rule.
While on the other end Brenda Hogan style was similar to that of participative leadership
style. She was well aware with the advantages of involving employees in management and
decisions. She also knew how to motivate the employees in order to improve their work
efficiency. This type of leadership style is effective in handling the complicated and stressful
situations. In our case study, it was observed that Brenda Hogan was successful in enhancing the
performance of the organization to great extent. But on contrary, after some time, this style
seemed to be failing as the workers resisted to the change and not find them capable of involving
in the management process. They also didn’t like the interference of Brenda in their work. So, it
can be said that though Brenda style was effective in many ways but for the lower-level of the
organization it was not that fruitful.
2.2 The managerial Practices that is evident in this case
Though the business for its success requires its employee’s engagement and participation,
but in our case study, the company is the shoe-making firm whose workers are skilled in making
shoes. For them shoe making is their task rather than management. However, it is important for
4
organization to involve employees in decisions and management so that they feel motivated and
can become committed to the organization (Cameron and Green, 2004). But for the workers this
is just a waste, they always seek the direction from their superior instead of making their own.
In this case study, both autocratic and participative leadership style can be beneficial if
implemented correctly. That means, for the middle level of the organization, where employees
are educated and competent, for them participative style can be applied as it will motivate them
to give their new ideas and suggestions which will help the company to improve its performance.
Moreover, it will make the employees loyal towards the organization and its goals. While for the
lower level of company which comprises of worker, for them autocratic style will be effective.
2.3 Difference in Max Worthy and Hogan Management and Leadership Style
Worthy‘s management and Leadership style was autocratic, which somewhat seemed to
be suitable for the shoe-making company while Hogan style was kind of participative style.
Employee’s ideas, suggestions and feedback were not considered important and thus they
were not involved in any management process in Max worthy style. While on other hand
Brenda invited participation of every employee and their ideas and suggestions were
important for enhancing the organization’s performance.
Formal communication was maintained in Max Worthy reign where summon a message
to workers through messenger and secretary and so his involvement with workers was
limited. On contrary, In Hogan’s Case there was two-way communication, feedback and
suggestions were invited with the help of weekly meetings.
Worthy was unfriendly and his relation with the workers was only formal. While Brenda
maintained the informal relationship with employees allowed them to call her as “Betty”
instead of Boss or Madam.
Proper Direction, work procedures were clearly defined and workers knew the task they
had to perform. While Brenda encouraged the employees to involve in management and
be supervisors, which according to employees of Fancy shoe-makers was not appropriate
for them.
5
CASE STUDY 3- MORE THAN A PAY CHECK
LO3 UNDERSTANDING WAYS OF USING MOTIVATIONAL THEORIES
IN ORGANIZATIONS
3.1 To extent the Leadership in the company affected the motivational level of Samuel Gibson.
Samuel Gibson started working with the senior management in writing and revising the
Brochures of the company. By observing his dedication and his interactive skills, he was given
opportunity to train the executives, managers and subordinates on learning computer languages
and time management. This in turn motivated him greatly and also made him to work harder and
soon their seemed improvement in performance of organization.
Subsequently, when he found that he is not needed now, he faced lack of belongingness.
But his manager who was quite aware of his state and knowing his dedication towards the work
and organization delegated him that task, which satisfied his need. Contingency style of his
manager helped him to feel motivated again and beneficial for the organization. Therefore, it can
be said that in this particular contingency approach which states that employees should be
motivated by providing them opportunity that they want so as to satisfy their needs (Fairholm,
2004).
3.2 Theory critically explaining the impact on Gibson’s motivation.
According to the Maslow’s need theory which states that a person has standard order of
the need that is referred as Need Hierarchy by Maslow. At the lowest level comes the
physiological needs that comprises of basic necessities like food, shelter etc. Every individual
works so as to satisfy his basic needs (Wicker, 2009). Then as the basic needs are satisfied, the
person needs safety in terms of employment, family, health, property etc. And after the
satisfaction of the Safety needs, the need for social status and belongingness in which the person
wants to get involve with the society. At the fourth level of hierarchy is Esteem needs which
includes self-esteem, confidence, and respect from other by achieving something different. Last
need is the need for self-actualization where person wants to realize his full potential and wants
to achieve everything he wants to (Schwartz, 2001).
This can be explained with the present case study. For instance, as in this case, Samuel
Gibson who’s basic and safety needs were completely satisfied when he got the job. His social
needs were also satisfied when he was promoted to the training department where he worked
6
with number of supervisors, managers and executives. He was highly motivated as he was given
responsibility to train his subordinates. But after sometime, when he found that the company is
now flourishing flawlessly and doesn’t need him anymore, he began to get discouraged as his
fourth level of need that was self-esteem needs according to Maslow was not satisfied. To satisfy
his need for self-esteem and respect by others, he even got ready to work at reduced salary. He
started taking the class for the floor workers. He become very dedicated and committed to work,
what he was doing right now as his needs were satisfied. Moreover, Gibson got highly motivated
which in turn helped in motivating the other workers also and made them to perform better. He
was successful in improving the productivity and performance of floor level also which was at
time was not considered that important. Employees turnover and absenteeism was also reduced
which further ensured the effective production. Now, Gibson was also not that concerned about
the salary or bonus that he was getting instead he was satisfied with what he has achieved with
his full potential.
3.3 Importance of motivation of employees.
Good relationships with employees increase the level of satisfaction among employees
and thus enhance the efficiency in production. Work culture becomes much more open and
healthy that makes the employees to concentrate more on their task rather than unproductive
things (Wicker, 2009).
Motivation plays a vital role in making the good and healthy relation with employees and
hence creating a strong work culture. As in this case study, it was observed that highly motivated
employees worked much better and efficiently as compared to others. Motivating employees
time-to time avoids the flaws in their performance and also make them loyal and committed
towards the organization (Suviliean, 2003). Every person has some or other hidden skills and
talent, that when channelized properly can bring the drastic change. So, it is important for
manager of every organization to understand his employee’s needs and motives and thus
influencing and guiding him in the way through which the employee’s competencies and
capabilities can be optimally utilized in order to improve the overall performance of
organization.
7
CASE STUDY 4- TEAMS AT THOMPSON RV WHOLESALE SUPPLY
AND DISTRIBUTION COMPANY
LO4 UNDERSTANDING THE MECHANISM FOR DEVELOPING
EFFECTIVE TEAM WORK IN ORGANIZATION
4.1 Behavioral factors to be considered to restructure the company to team based model
Team-based model vary from the traditional directive and hierarchical organization.
Rather than having the manager or supervisor that monitors the activities of other employees,
team based organization focuses on achieving the goals together (Guide to managing and
Optimizing Team Performance. 2012). Major factors that should be considered to restructure the
company to team based mode are as follows:
Time frame: Team based organization is not about the instant change, it requires the
proper time in its complete implementation and sufficient time to the employees is also
required so that they can adapt themselves with the changes.
Shared Leadership: While introducing the change, Alan should ensure the leader to be
strong who can direct the team towards the effective attainment of the company’ mission.
Leader should be able to make its team work collectively for the goals (Avolio and
Gardener, 2005).
Skills and competencies: Alan should also consider skills, competencies and capabilities
of every employees and accordingly they should be delegated the responsibility. With
this, Alan would be able to channelize its employees efforts and resources in right
direction.
4.2 Factors those are important to promote the development of effective team work in company.
The effective teams can provide the company with the powerful competitive advantage
over others. The company can utilize this strategy to increase the customer’s service, quality of
service, reduce costs and thus improve productivity (Dubrin, 2008). Furthermore, employee’s
morale also gets improved as they are given the opportunity to participate in the decision
making, taking the new responsibilities and also increase their value in organization as well as in
market. Some of the important factors to build the effective and high performance teams are such
as developing the trust and respect among employees, new ideas and creativity should be
8
encouraged, coordination should be facilitated and sense of belongingness is also main factor to
hold the team together.
4.3 Other options in terms of technology Alan has to enhance the effectiveness of proposed team
based arrangement
As the company offers various services to the customers including placing order on
phone or by mail and also making payment easily, thus it has clearly made the roles and duties of
every employees and what functions they have to perform and thus it has ensured any confusion
and conflicts (Leigh and Maynard, 2002). Alan has adopted the good management policy in
which employees are equally and fairly treated and are guided to provide quality services that
makes the customer satisfied. It is observed that Alan is assertive which on one side made the
employees loyal toward him and also ensured that they cannot take any undue advantage of
Alan.
CONCLUSION
In this report, by studying the various organizations, its practices, leadership style,
motivation factors and team performance, it can be concluded that for every business whether
big or small, marinating healthy relation with employees is very crucial. The manager should be
aware of his employee’s needs, feelings, his skills and then he should influence him in a suitable
way. Following a particular leadership and management style cannot be fruitful. It is also
important for organization to adapt itself with the changes in business environment. Policies and
practices should be timely reviewed and revised. Lastly, to sum up, it can be said that employees
when managed effectively can prove to be the asset for the company (Sulivian, 2003).
9
REFERENCES
Books
Alvesson, M., 2012. Understanding Organizational Culture. SAGE.
Cameron, E., and Green, M., 2004. Making Sense of Change Management: A Complete Guide to the Models, Tools & Techniques of Organizational Change. Kogan Page Publishers.
DuBrin, A.J., 2008. Essentials of Management. Cengage Learning.
Leigh, A. and Maynard, M., 2002. Leading Your Team: How to Involve and Inspire Teams, 2nd
ed. Nicholas Brealey Publishing.
Lussier, R.N., 2011. Management Fundamentals: Concepts, Applications, Skill Development. 5th
ed. Cengage Learning.
Murray, P. and et.al., 2006. Contemporary Issues in Management and Organisational Behaviour. Cengage Learning Australia.
Schabracq, M.J., 2009. Changing Organizational Culture: The Change Agent's Guidebook. John Wiley & Sons.
Schwartz, 2001. Motivation: Linking Performance to Goals. Andrew E Schwartz
Wicker, D., 2009. Motivation: An Interactive Guide. AuthorHouse
Journals
Ashkanasy, N. M., and Daus, C. S., 2002. Emotion in the Workplace: The New Challenge for Managers. Academy of Management Executive, 16(1), pp.76-86.
Avolio, B. J., and Gardner, W. L., 2005. Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16(3), pp.315-338.
Bishop, W., 2012. Leadership, an ulterior motive. Journal of Strategic Leadership, 4(1), pp.61-64.
Chun, F. C., and Soo, C. S. J., 2008. An expectancy theory model for hotel employee motivation. International Journal of Hospitality Management. 27. Pp.313–322.
CLARKE, L 1975. Organisation behavior: some organizational influences on leadership behaviour. Industrial and Commercial Training. 7(9). pp.373–376.
Cloud, R. C., 2010. Epilogue: Change leadership and leadership development. New Directions for Community Colleges, 3(149), pp.73-79.
Fairholm, M. R., 2004. Different perspectives on the practice of leadership. Public Administration Review, 64(5), pp.577-590.
10
Hosie, P. J. and Smith, R. C. 2009. A future for organizational behavior?. European Business Review. 21(3). pp.215–232.
Josse, D., and Robert, D., 2007. Signaling and screening of workers’ motivation. Journal of Economic Behaviour & Organization. 62. Pp. 605–624.
Kilmann, R. H., and Thomas, A. W., 2005. Interpersonal Conflict-Handling Behavior as Reflections of Jungian Personality Dimensions. Psychological Report, 37(3). pp.971-980.
Mathur, S.K. and Gupta, S.K., 2012. Outside factors influencing behavior of employees in organizations. International Journal of Information and Education Technology. 2(1).
Milne, P., 2007. Motivation, incentives and organisational culture. Journal of Knowledge Management. 11(6). pp.28 – 38.
Rashford, N. S. and Coghlan, D. 1989. Integrating Organizational Behavior and Business Policy through Organisational Levels. Leadership & Organization Development Journal. 10(1). pp.3-8.
Richards, J. 2008. The many approaches to organizational misbehavior: A review, map and research agenda. Employee Relations. 30(6). pp.653-678.
Sulivian, J. J., 2003. Self Theories and Employee Motivation. Journal of Management. 15(2). Pp.345-363.
Online and PDF
Guide to managing and Optimising Team Performance. 2012. [Online]. Available at: <http://www.adm.monash.edu.au/human-resources/leadership-development/team-performance.html>. [Accessed on 28th February 2013].
Kricher, L.D., Best Practices of Team Based Organizations. [pdf]. Available through: < http://www.camcinstitute.org/university/pages/toolkit/0407/ddi_bestpracticesteambasedorganizations_wp.pdf>. [Accessed on 28th February 2013].
Manager's Role in Successful Employee Motivation. 2013. [Online]. Available through: < http://humanresources.about.com/od/motivationsuccess/Managers_Role_in_Successful_Employee_Motivation.htm>. [Accessed on 28th February 2013].
Organisational Culture. 2011. [pdf]. Available through: < http://www.moltraining.co.uk/sites/default/files/pdf/management/bifm/BIFM4culture.pdf>. [Accessed on 28th February 2013].
Organizational culture. 2013. [Online]. Available through: < http://www.businessdictionary.com/definition/organizational-culture.html>. [Accessed on 28th February 2013].
What type of Leadership style works best?. 2011. [Online]. Available through: < http://www.supplymanagement.com/news/2011/what-type-of-leadership-style-works-best/>. [Accessed on 28th February 2013].
11
12
Recommended