Programme: Title: Unit Level:

BTEC Higher National Diploma (HND) in Business Organisations Behaviour QC Level !

"u#mitte$ #%:

Ta#le o& 'ontent

Page 1

Page no

LO ( Un$erstan$ the relationship #et)een organisational stru'ture an$ 'ulture (-( Define and explain any three organizational structure and cultures

*+,

(-. Explain how an organization structure and culture can impact on the performance of a business. (-* List and briefly discuss the factors which influence the behaviour of an individual at work

LO . Un$erstan$ $i&&erent approa'hes to management an$ lea$ership .-( Compare the effectiveness of different leadership styles in different organizations. .-. Explain how organizational theory underpins the practice of management .-* Evaluate the different approaches to management used by different organizations LO * Un$erstan$ )a%s o& using motivational theories in organisations

/+0

1+((

*-(Discuss the impact that different leadership styles may have on motivation in organisations in periods of change *-.Discuss the application of Maslow s motivational theory within the workplace *-* Evaluate the usefulness of a motivation theory for Managers. LO ! Un$erstan$ me'hanisms &or $eveloping e&&e'tive team)or2 !- ( Explain the nature of groups and group behaviour within organizations !-. Discuss factors that may promote or inhibit the development of effective teamwork in organisations !-* Evaluate the impact of technology on team functioning within a given organization (.+(*

3ntro$u'tion:
Page 2

!he study emphasises upon to the organisations structure and culture towards the improvement of the business in competitive marketplace. "n addition to the study also takes into account the factors which influence the behaviour of the individuals in the workplace. "n order to understand the different approaches to management and leadership the study takes into account the different approaches of management and leadership style apply in the organisational context. #inally to get the best possible outcome from employees that study reflects upon the motivation theories and its application in the organisational context supported by the development of effective leadership and team work in the organisation. (-( De&ine an$ e4plain the organi5ational stru'ture an$ 'ultures Organisational "tru'ture: Hierar'h% stru'ture: $ierarchy structure can be defined as the organisational structure in the region there are different levels of employees who are putting to words the team leaders as well as the operational management in the organisation. "n this structure there is a wide range of command within the span of control. "n addition to the chain of command reflects the number of levels within the organisation in which the employs are supervised by the line managers.

The Tall stru'ture: !he structure can be defined as the communication channels and decision%making process within the organisation that can lead towards thus lower communication process. "n this stage it is observed that the organisational activities under the structure can be forecast based on the nature of products& service and functions.

lat stru'ture: !he #lat structure and has fewer levels of management and wider span of control in organisational context. "n this stage the individuals can communication with the managers and participate in the decision%making processes. !herefore the flat structure engages the employees towards the attainment of the organisational ob'ective in an efficient manner.
Page 3

Organisational 'ulture: Po)er 'ulture: !he power culture is usually found in smaller organisation. "n this stage it is observed that a small group of people are encouraged and allowed to make decisions in this culture. !herefore the strength of decision%making process will determine the success of (ower culture.

The role 'ulture: "n this stage the work is spread among the employees in accordance to the 'ob responsibilities in the organisation. !he role culture is applicable for the sales and marketing organisation.

Tas2 'ulture: !he task culture is based on the assignment towards the completion of specific 'ob based on the number of steps. !he task culture is crucial for the individuals in the organisation to become more creative towards the problem solving. (-. E4plain ho) an organi5ation stru'ture an$ 'ulture 'an impa't on the per&orman'e o& a #usiness!he importance of organisational structure and culture is significant words the improvement of the world business performance. !he national culture is usually also in a y of management which leads towards the decision%making process of the organisation within the given period of time frame. !he !all structure is supported by the power culture considering the organisation. "n this stage the decision%making process takes longer time period and it is less responsive towards the market place. !he matrix structure is usually observed in the pro'ect management partners which is in the tall organisational structure. !he matrix organisational structure plays a significant role in order to overcome the problems based on the tall organisational structures.

Page 4

(-! List an$ #rie&l% $is'uss the &a'tors )hi'h in&luen'e the #ehaviour o& an in$ivi$ual at )or2 !he factors that influence the behaviour of an individual at work mentioned as follows) Demographi' &a'tors: "t is considered to be one of the significant factors that influence the behaviour of the individual in the workplace in terms of sex& age& race and nationality. !he educational background is also considered to be the prime demographic factors of the individual. "n this stage it is observed that the dynamic professionals the reward academic background and effective communication skill are considered to be the suitable candidate in the workplace. Personalit%: !he personalities can be defined as the distinctive characteristics of the individuals in the workplace. "t can be defined as the most complex determinant of the individual behaviour in the workplace. "n this stage that training and development process as well as the landing exposure can play a significant role to develop positive personality of the individuals in the workplace. Emplo%ee per'eption: !he employee perception is a significant determinant in the workplace. "t influences that individual*s capabilities to perform the 'ob in an efficient manner The s2ills an$ a#ilities: !he skills and abilities of the individuals in the workplace plays a significant role for the management to manage the individuals based on their skills and capabilities.

Page 5

6ttitu$e: !he attitude of the individual can be defined as the tendency to act favourably or unfavourably in a given situation. !here is a significant influence of family& culture& society and the organisational factors to words the attitude of the individuals in the workplace.

.-( Compare the e&&e'tiveness o& $i&&erent lea$ership st%les in $i&&erent organi5ations!hat leadership style has significant impact towards the success of the organisation. !he different mode of leadership styles are mentioned as follows)

6uto'rati' st%le: !he autocratic style can be also identified as the authoritarian leadership style. "n this style of leadership there is a risk of communication gap between the employee and the management in the organisational context.

The parti'ipative lea$ership st%le: !his is the opposite style of autocratic leadership style. "n this stage the management encourages the individual staff members of the organisation by offering them guidance. "n this stage the decision is made by the leaders although the feedback& ideas and information s received from the different levels of the organisation in the form of participative management.

Page 6

Delegative lea$ership a&&e'ts: !he delegate leadership affects can be also defined as the Laissez and faire leadership. "n this leadership style the leaders delegate the decision%making power towards the in members in the organisation. !he form of leadership affects has significant contribution towards the employee motivation and 'ob satisfaction in the workplace.

.-. E4plain ho) organi5ational theor% un$erpins the pra'ti'e o& management

!he organisational and underpinned the practice of management in order to achieve the organisational ob'ective in an efficient manner. +t present the advancement of information technology has made possible to emphasis upon the theories and concepts based on the organisation in order to facilitate the activities of the management. !herefore it can be observed that the practice of management can bring overall success for the organisation by creativity and innovation in the workplace. "n this stage it is Page 7

answer that can influence the individual behaviour in the workplace and to determine the organisational structure and culture it is essential for the management to emphasis upon the organisational theories and concepts.

.-* Evaluate the $i&&erent approa'hes to management use$ #% $i&&erent organi5ations

The $i&&erent approa'hes to the management are mentione$ #elo):

The s'ienti&i' management approa'h: !he scientific management applause emphasis upon the improvement of the workforce by increasing the productivity in the workplace. +ccording to this approach it is observed that the employees should buy from their 'ob in an efficient manner based on the technical structuring of the given 'ob responsibilities.

The 'lassi'al management approa'h: !he classical management approach takes into account the rational and logical behaviour in the workplace. "t also takes into account the planning of the work based on the re,uirements and nature of the organisation.

Bureau'rati' approa'h: !he bureaucratic approach is based on the size and complexity of the organisation. "t is also associated with the hierarchy organisational structure. "n addition to it is also observed that the complexity and size of the organisation has significant influence towards the bureaucratic approach.

Human relations approa'h: !he human relations approach is based on the oversimplified is and concepts. "t is also identified as insufficiently scientific approach that ignores the role of organisation itself.

"%stem approa'h: !he system approach to management can be defined as the consent in which the activities of the companies are interconnected based on the purposive system. "n
Page 8

this stage input& process and outward are three prime determinants in order to apply the system approach in the organisational context.

Contingen'% approa'h: !he contingency approach has significant influence towards the improvement of the organisational performance. "t is also defined as the extension of system approach by the previous researchers while identifying the management approach. "n this stage it is observed that the contingency approach highlights the possible means of differentiating among alternative forms of organisation for the management.

*-(Dis'uss the impa't that $i&&erent lea$ership st%les ma% have on motivation in organisations in perio$s o& 'hange 6uto'rati' lea$ership: !he autocratic leadership is identified as the form of transactional leadership style in the organisational context. "n this leadership style than somebody needs has less opportunity to focus upon the opinions in the organisation success. "t is criticised by the researchers that autocratic leadership style may result in increased of stuff turnover in the workplace. Bureau'rati' lea$ership: !he bureaucratic leadership emphasis upon the appropriate style of leadership in an organisation. "t mainly emphasise that the employees should follow the appropriate style of work in a precise manner. Charismati' lea$ership: !he leadership style can be compared with the transformational leadership in which the leaders strongly believe upon themselves rather than the team members. !herefore the overall success of the organisation depends upon the skills and expertise of the Charismatic leader in the workplace. Parti'ipative lea$ership: !he participative leadership style plays a significant role to encourage and motivate the team members dealing the decision%making process. "t implements the motivation policies and strategies at work. "n this stage the employees can generate better outcome in the workplace. Transa'tional lea$ership: !he transactional leadership can be also defined as the true leadership style in the organisational context. "t has significant influence in specific situation based on creativity and innovation in the workplace.
Page 9

Trans&ormational lea$ership st%le: "n this leadership style the leaders encourages the team members constantly with the shared vision of the future. "t is also defined as the true form of leadership style. Tas2 oriente$ lea$ership: !he task oriented leadership style relates to the completion of the given task or 'ob responsibilities. "t is strongly related with the autocratic leadership style. !here is less room for employee motivation and retention in this style of leadership in the organisation.

Page 10

*-.Dis'uss the appli'ation o& 7aslo)8s motivational theor% )ithin the )or2pla'e

7aslo)9s hierar'h% nee$s theor%:

Ph%siologi'al nee$s: !his is defined as the basic needs of the individuals which includes food& air& water and shelter. !hese are considered as the physiological needs. -hen physiological needs are fulfilled& the individuals will move forward towards the safety needs which is the next stage of Maslow*s hierarchy pyramid.

"a&et% nee$s: !he safety needs reflects the physiological safety& security and stability in the workplace in order to keep the individuals safe from hazards. "t is considered the second stage of Maslow*s hierarchy pyramid after the physiological needs. "o'ial nee$s: !he social needs are associated with the society such as family& friends and children. "n this stage individuals are motivated to perform their 'ob in an efficient manner render social needs are fulfilled. "n this stage it is observed that the social needs deals with the various tasks and responsibilities. Esteem nee$s: !he individuals receive praise and recognition in the workplace based on their scheme needs. "t merely reflects the self performance admiration from others in the workplace. "n this stage the employees are recognised by the management for their 'ob performance.

Page 11

"el& a'tualisation nee$s: !his is the top level of Maslow*s hierarchy needs theory. "n this stage it is considered that the determinants of Maslow*s hierarchy pyramid are interlinked with each other. "t is the final stage in which the individuals needs and re,uirements are fulfilled through the motivation policy initiated by the management authority in the organisation. 6ppli'ation o& 7aslo)9s hierar'h% theor% in the )or2pla'e !he application of Maslow*s hierarchy theory raises significant role in order to develop efficiency and productivity in the workplace. !he theory focuses upon the needs and re,uirements of the individual in the workplace. "n addition to achieve the organisational goal in an efficient manner it is significant for the management to take into account the individual needs in the workplace. Maslow*s hierarchy needs theory emphasis upon the five different stages of individual need in order to create employee motivation and 'ob satisfaction in the workplace. *-* Evaluate the use&ulness o& a motivation theor% &or 7anagers"n order to perform the 'ob in an efficient manner in the workplace motivation is considered to be an important strategic tool. +t present in competitive businessman employment and relationship is considered to be one of the significant element for the management to motivate the individuals to words that designated 'ob responsibilities. !herefore it is essential for the management to focus upon a favourable relationship with the employees in order to establish the concept of employee motivation in the workplace. +s a result it would be possible for the individuals to perform the 'ob in an efficient manner. "n addition to create employee 'ob satisfaction the concepts and theories of motivation plays a significant role. "n this stage the $ertzberg s two factor theory focuses upon the motivational and hygiene factors in the workplace. "t has significant relationship with the Maslow*s hierarchy needs theory.

Page 12

!- ( Explain the nature of groups and group behaviour within organizations "n organisational context render individuals are interacting with each other in order to obtain their specific ob'ective the it is known as group. -hen the people are working in group rather than working individually then it is possible to obtain the organisational ob'ective in an efficient manner in form of effective team work. "n this stage the group dynamics the fact that the interaction between the members. "n order to achieve the organisational ob'ective in an efficient manner there are differentiated group allocated by the management. +ccording to the concept of reward dynamics there is a nature of the interaction between the group members. !he nature of groups depends upon the characteristics of the organisation and activities performed by the group members. !-. Dis'uss &a'tors that ma% promote or inhi#it the $evelopment o& e&&e'tive team)or2 in organisations "n order to promote effective team work in organisational context it is essential for the management to emphasis upon the following determinants) To esta#lish e&&e'tive 'ommuni'ation: Communication is considered to be one of the important determinants towards the individual success as well as the organisational success. "n this stage to get the best possible outcome from the team it is crucial to develop effective communication among the team members. "ndividual respect) the team members should have individual respect for each other. +s a result it will create better working environment and employee 'ob satisfaction in the workplace.

Page 13

.ecognition) the 'ob performed by each and every individual and the team needs to be recognised for their performance. .eward system) the reward system will encourage the individuals to perform their 'ob in an efficient manner. "t will also reduce the gap between the expected outcome and the actual result based on the provided reward system. !he factors that inhibit the effective team work (oor communication among the individuals in team may create a favourable working environment and 'ob dissatisfaction in the workplace. (oor attitude) the poor attitude in the workplace may also create negative impact towards the effectiveness of team work. !herefore it is crucial to emphasis upon the attitude of the team members in order create better team. /egative criticism) the negative criticism may create barrier to double up effective team work in the workplace. !herefore it is important to avoid the negative criticism by providing significant information based on the given situation.

!-* Evaluate the impa't o& te'hnolog% on team &un'tioning )ithin a given organi5ation !he advancement of information technology has provided significant impact towards the team functioning. "n addition to it is also observed that the effectiveness of information technology has made possible for the individuals to exchange their thoughts and ideas through the efficient use of the electronic media. 0n the other hand it is also observed that to conduct proper planning information technology enhances to establish 1antt chart. "t will be possible for the team to conduct the given 'ob responsibilities within the given timeframe. #inally towards the achievement of the organisational ob'ective it is crucial to take the significant benefit of the information technology that signifies towards the formulation of effective team work.

Page 14

:e&eren'e 2urns& 3.M. 456789& Leadership& $arper and .ow& /ew :ork& /:. Coad& +.#. 4;<<;9& =/ot everything is black and white for falling dominoes>& Leadership and 0rganisation Development 3ournal& ?ol. ;5 /o. @& pp. A55%8. Colvin& ..E. 4;<<59& =Leading from the middle) a challenge for middle managers>& paper presented at the #estschrift for 2ernard 2ass& Centre for Leadership Btudies& /ew :ork& /:. Dunham& 3. and Clafehn& C.+. 4566<9& =!ransformational leadership and the nurse executive>& 3ournal of /ursing +dministration& ?ol. ;< /o. D& pp. ;8%AD. Edwards& 1. 4;<<<9& Differences in Leadership Btyle and 2ehaviour +ccording to $ierarchical Level in an 0rganisation. + Monograph& !he Leadership !rust #oundation& .oss%on%-ye.

Page 15