Assignment on:

Organizations and Behavior

Submitted To

Siham

Submitted By

Bahadur Ali

College ID Number

P1000174

Group

3A

Email Id

bahadurali_1214@yahoo.com

07447190186

Contact #

Table of
Contents
Introduction3
Comparison and contrast of organizational culture.5
Relationship between structure and culture..5
Factors influence behavior of manager and employees6
Comparison and effectiveness of leader styles of Max Worthy.9
Leadership styles of Lita..9
Scientific management theory.10
Human relations11
Functions of management.11
Contingency approach..12
Managerial approaches12
Different leadership styles used by Brenda and Max Worthy..13
Application of Maslows Hierarchy of needs..14
Frederick Herzberg...14
Usefulness of motivation theories16
Tuck man model of group development..17
Factors that promote team effectiveness.19
Impact of technology on team functioning in Thompson RV 19
Conclusion..21
References...21

Introduction
Greenscape had grown from a one-person business enterprise into the largest nursery and
landscaping business in its area, in ten years. Lita Ong is founder of Greenscape, combined a
lifelong interest in plants with a botany degree to offer an exceptional customer service.
LO1 compare and contrast different types of organizational cultures
and different structures
Organizational structure
Organization structure tells about the level of hierarchy that who is responsible to whom and also
shows position of a person. Organization structure consists of vital pillars of an organization
which the organization is composed of. (Law Teacher, 2014)
Basics of organizational structure
Departmentalization jobs are divided into the specialize work and they perform the tasks
in a groups.
Work specialization is a key factor of organization structure. In the organization
there are numerous jobs along their workers. So the workers perform independently
their tasks so they are performing that activity again and again then they trained
and work specialized on their field.

Chain of command Chain of command is the duty, proper line of authority in the
organization. Traditional theory explains hierarchy that who reports to whom, and clarifies the
ranks it tells about the duties, responsible assignments in organization. In some of the
organization is based on it like navy and much active.
Span of control: It explains the actual position of the manager in the organization that how
managers are controlling their sub co-ordinates we have two types of spin of control. Tall and
narrow and the other one is Flat and wide.
Tall and narrow, in this factor manager can handle five to eight sub co-ordinates. It is
much easier to handle minimum people good communication will be there supervision will be
stronger its means that the distance between CEO and lower managers is very less.

Flat and wide, this is totally opposite to the tall and narrow. There is many sub co-ordinates
under the manager. So its very much difficult to handle many people motivation to every is
3

much difficult and normally human can handle eight people. No communication between the
manager and employees because its not easy to ask about the work daily the result will be not
inspiring in that kind of organization.
Centralization and Decentralization, It tells about the organization structure that
who is the decision maker in the organization. Who has the power and the authority to make a
decision for the firm? In the centralization decision making is determined by the single person
and the decision making is done higher manager with no dealings from the lower level and in the
decentralization decision making is get distributed in the hierarchy throughout the organization..
Every employee is the decision maker and feel will an important and a part of an organization.
Organization structures are mainly biased on the size of company .in starting period of the
company structure very simple. Because company cannot afford huge amount of money for the
salary, basically number of staff is very low. Company tries to keep it like that to save money.
But it will not work in a long time.
So in a business world we can find lot of organization structures, Flat structure, Tall structure
Hierarchical structure, Net work, and Bureaucratic structure and Matrix structure.
Flat Structure Organization
Compare to all other organizations flat structure is very simple. These types of organization will
have few layers Specialist roles should increase productivity as employees are completing tasks
they are fully trained and experienced to do.. This means that the chain of command from top to
button is very short so easy to control.
Tall structure
In this structure have more steps comparing with flat structure. There is along chain of command,
running from top of the organization e.g. Chief Executive down to the bottom of floor workers.
Hierarchical structure
In this structure employees are ranked at various levels within the organization. Each level is one
above the other. Hierarchical structure divided in two parts, which is Tall Hierarchical structure
and Flat Hierarchical structure.
Matrix structure
Matrix structure simple and very effective one. Each person has specific function or role in the
organization. This structure design to show each employer has an important part in the
organization. This structure does not show that one person important or valuable than another.
4

Bureaucratic structure
The large organizations are using this structure. The essential part of this bureaucratic are
Use all standard method and perform at work
High level of control to make sure standard performance
Similarities between Flat structure and Matrix structure
Both flat and matrix structures come under organic model, with multi-tasking teams, no chain of
command, no job specialization, and decision making is decentralized. (Essays, 2014)
Differences between Flat and Tall structure
In tall
flat structure only few of people are involving in decision making process so decisions are might
be wrong. It may be have some limit to growth of the organization. Only few managers so can
save money. . Function of each department/person could be unclear and merge into the job roles
of others.
But in tall structure most of decision is right. Because many people are involve taking that.
There is clear progression and promotion hierarchy. High management costs because managers
are generally paid more than other workers. The function of each layer will be clear and distinct.
There will be clear lines of responsibility and control.
Organizational Culture
Organization culture is the set of values, rules, way of life, attitudes and regulations these factors
can help members of the organization to know how we will Work. To whom we will report?
What we this? Why this is important? It is like stamina for the organization because it is the
internal environment it play a key role to success of the firm. (Law Teacher, 2014)
Types of Culture
Power Culture is centralized this culture may found in the small kinds a business control is
the basic element the decision maker is alone there is no consultancy the organization may react
quickly to the danger. Some times more consultancy can lead to staff feeling undervalued and demotivated, which can also lead to high staff turnover.
Welfare/ Person culture is a wellbeing non profitable, charities and for the social
activities. This kind of culture can be in the group or individual aim

Task Culture It is mostly a team work based approach to complete a particular task. This
culture is more common the business where the organization will set up a project team to
complete the project in the particular time. Employees feels motivated because they are in
power to make decisions within their team.
Role Culture Common in most organizations today is a role culture. Organizations are split
into different functions and each individual within the function is assigned a particular role. The
role culture has the benefit of specialization. Employees focus on their particular role as assigned
to them by their job explanation and this should increase output for the company. (Law Teacher,
2014)
Similarities
In a Role Culture organization, individuals are assigned a specific role or job and also in task
culture Project teams will be set specific tasks to complete within a set timescale and budget. A
task culture has a number of benefits; staff feels motivated because they are empowered to make
decisions within their team. In Person cultures there is an opportunity for employees to develop
their career and skills.
Differences
Power cultures are usually found within small organizations or a section/department belonging to
a large organization. This is because it would be difficult to run a large organization where only a
small number of people were allowed to make decisions. Whereas Role culture enables large
organizations to spread tasks among their employees and ensure key tasks are covered without
unnecessary duplication. However a role culture may be unsuitable for organizations with a
small number of employees where everyone needs to be taking on a variety of tasks and
responsibilities. However in power culture lack of consultation could mean that a firm is not able
to take advantage of the skills and experience of its workforce. But in role culture Specialist roles
increase productivity as employees are completing tasks they are fully trained and experienced to
do. (Learn Management, 2014)

1.2 Relationship between structure and culture impact the

performance of Greenscape?
The performance of business can be influenced by the relationship of structure and culture if the
structures are not leading to a healthy compassionate culture of work then company cannot meet
its targets and cannot survive in the market.
Comparison and contrast
6

The relationship between organizational culture and organizational structure is an important

theme. Organizational structure works within an organizational culture, but it is not totally
detach. The two are very much tangled.
The organizational structure refers to the infrastructure and the different methods and practices
within that infrastructure. That helps an organizational culture run with the competence and
reliability which should be the feature of any healthy organizational structure, whether it is in a
corporation, sports team, or any other set up that is large enough to create its own organizational
culture.
The structure is a vital part of any organizational culture, but also narrows out a very exact
segment of the culture as its own responsibility. Organizational structure will contract mainly
with the set up of the culture. How management works, which specific responsibilities
supervisors have, how a complaint is passed through the ranks-these are all issues within the
organizational culture that are directly tied to how an organizational structure works. The
structure is not limited to those three examples, but it would certainly include all of them.
The two main purposes of a successful organizational structure are to ensure effective
communication between various parts of the company, as well as to increase coordination
between different departments. (Study mode, 2014)

There is simple flat structure because Lita is only a single industrialist. In flat structure there is
many sub co-ordinates under the manager. So its very much difficult to handle many people
motivation to every is much difficult and normally human can handle eight people. No
communication between the manager and employees because its not easy to ask about the work
daily the result will be not inspiring in that kind of organization.
There is low degree of departmentalization because employees dont know on what foundation
their jobs are to be divided. And also there is no specialization in work because the workers are
not performing separately their tasks if they are performing that activity again and again then
they trained and work specialized on their field.
There is a little chain of command because Lita has the authority, so all workers reports to her.
Lita tell them about their duties and responsibilities.
There is a wide extent of control because Lita is controlling her sub co-ordinates. She has twenty
employees who are working in six to eight crews. There is free flow of communication because
employers are able to communicate with each other at Greenscape.
There is flat at Greenscape because there is only one layer of management, Lita has the power
and the authority to make a decision for the business. While making the decisions she has no
dealings with the other workers.
7

1.3 Factors who have influenced the behavior of management and

employees at Greenscape
Companies rely on employees to produce and deliver high-quality products
and services. Management might be impacted by a variety of factors, such
as environment, technology. The employees are might be influenced by the
personality traits, values and perception of Lita, the technology, size and
relationship at work.

Perception
Perception describes the way people filter, organize and interpret sensory information. Accurate
perception allows employees to interpret what they see and hear in the workplace effectively to
make decisions, complete tasks and act in ethical manner. (Small businesses, 2014)
There is a fundamental attribution error exists in the company, Ong provided wide landscaping to
a new mall on credit, and when the mall never opened and its owners went destroy, Greenscape
found itself in profound danger. The company had almost no cash and had to pay off the bills for
the mall plants, most of which were not even salvageable. Ong called a meeting with her
employees and leveled with them: either they would not get paid for a month or Greenscape
would fold. The news hit the employees hard. In this way she is judging the behavior of people
other than herself, she tends to overemphasize dispositional explanations for behavior at the
expense of situational explanations. This is called the fundamental attribution error.
She paying all the attention to employees may have led Ong to make a single bad business
decision that almost damaged the company. Thus she is having consensus behavior which
reflects how a persons behavior compares to that of others. In general, acts which turn aside
from social expectations provides with more information about the actor's motives than
conforming behaviors do.
Personality can be defined as steadiness in a persons way of being that is, long-term
steadiness in their particular ways of perceiving, thinking, acting and reacting as a person,
organized patterns of thought and feeling and behavior. (Personality, 2013)
The big five
These are known as the big five:
Extroversion the trend to be outgoing, energetic and sociable
Openness the affinity to enjoy variety, innovation, challenge and intellectual inspiration
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Neuroticism the propensity to experience unpleasant emotions

Agreeableness the affinity to be friendly, compassionate and cooperative
Conscientiousness: the tendency to show self discipline and self control
Lita Ong, is having a botany degree to provide a unique customer service. So she is extroversion,
an energetic and sociable person. She is having agreeableness because she is friendly, involves
herself increasingly with people and less with plants as the company grew.
Values: stand for stable, long-lasting beliefs about what is important. Values are different
form Attitudes Values are general beliefs about life whereas attitude are directed towards exact
objects, events, or people
Type of values:
Terminal Values are those things that we can work towards or we think are most important and
we feel are most attractive terminal values are desirable states of existence, they include things
like happiness, self respect, family security, recognition, freedom, inner harmony, comfortable
life, professional excellence, etc
Instrumental Values are core values, permanent in nature, include personal characteristics and
character traits. Like honesty, sincerity, ambition, independence, obedience, imaginativeness,
courageousness, competitiveness, and also some negative traits too. (Author stream, 2014)
Lita is having instrumental values she kept track of the birthdays of every employee and even
those of their children. So she is polite, loving, cheerful and broad minded.
Size of the organization is so small although she provided extensive landscaping to a new mall
but there is a need to be more specialized with more rules and regulations.
Employees are the family friends thats y all of them having same values like Lita has.
Values are the ideals of an individual personal importance. Managers need to learn adopted
values, a set of values that are part of the organizations culture, to be successful in an
organization.

Right Boss, Wrong Company

2.1 Address different types of leadership styles- autocratic,
democratic, laissez-faire, transformational, transactional etc.

Introduction
Brenda Hogan was constantly on top of things. In school, she had always been at the top of her
class. When she went to work for her uncles shoe business, Fancy Footwear, she had been
singled out as the most helpful employee. . When Hogan graduated at the top of her class, she
returned to Fancy Footwear.
Leadership style is the manner and approach of providing direction, implementing
plans, and motivating people. As seen by the employees, it includes the total pattern of
explicit and implicit actions performed by their leader (Newstrom, Davis, 1993).
Ladyship styles
Autocratic: the autocratic leadership is given the power to make decisions alone, having
total authority. They stand in master of the people and enforce their wills and no one is allowed
to challenge them.
Bureaucratic: this type of leader believes more in very structures measures and tend to bend
over the pre established measures rather it was successful or not.
Democratic: the democratic leader listens to the teams ideas and studies them, but hold the
responsibility to make the final decision. Team players put in to the final decision therefore
increasing people satisfaction and ownership, feeling their input was considered when the final
decision was taken.
Laisssez faire: the leader gives no constant feedback because the employees are highly
experienced and need little supervision to obtain the expected outcome.
People oriented: are the one that, in order to comply with effectiveness and efficiency,
supports, trains and develops his personnel increasing job satisfaction.
Task oriented: the leader focus on the job, and concentrate the specify tasks assigned to
each employee to reach goal achievement.
Transactional: the leader is given power to perform certain tasks and reward or punish for
the teams performance, it gives the opportunity to the manager to lead the group and the group
agrees to follow his lead to achieve the goal,
Transformational: the leader motivates its team to be effective and efficient. This leader is
highly noticeable and uses chain of command to get the job done. They focus on the big picture
needing to be surrounded by people, who take care of the details,

10

Environmental: The environmental leader is the one who nurtures group or organizational
environment to affect the exciting and emotional view of an individuals place in that group or
organization. (Academic Edu, 2014)
Effectiveness and Comparison of leadership styles of Max Worty and
Lita Ong
Max Worthy is an autocratic leader because he makes decisions alone and got total authority.
Worthy would call for a messenger or a secretary from the offices on the second floor and send a
message out to one or another group of workers, making all the decisions from above. This
leadership style is seems to be good for employees that needs close management to perform
definite tasks. Creative employees and team players dislike this type of leadership, since they are
unable to develop processes or decision making, resulting in job dissatisfaction. Worty is
spending most of his time at comprehensive lunches with his friends from the Elks Club.
Employees said that they would rather go back to the way Mr. Worthy had run things. They
never saw Mr. Worthy much, but he by no means got in their hair.
As an autocratic leader if a business faces constant change, Max Worhty is able to respond in a
way that prevents the business from falling behind the competition and keeps up with customer
demand. This type of leadership is effective in the case of a crisis, in a situation where everybody
is new to the business or in an under-performing team Autocrats don't generally get a very favorable
reception in business circles. This style of leadership is seen as tyrannical and outdated; particularly
when infamous historical figures such as Adolf Hitler and Stalin are well-known for adopting
this style.
On the other hand Lita is having a democratic leadership is style because she used to involve
her staff in decision making. The democratic leader listens to the teams ideas and studies them, but
hold the liability to make the final decision. Team players add to the final decision therefore increasing
people satisfaction and possession, feeling their input was considered when the final decision was taken.

Employees tend to feel more empowered, more valued, and more respected when their ideas and
opinions can be voiced, and they are encouraged to do so. Employees feel vital and important to
the overall success of the company, and managers find it makes their roles easier and less time
consuming because there are few problems with unsatisfied employees.
By listening to each employee, each step in the product cycle has a voice. As such, employees
can explain where inefficiencies exist in their realm of the manufacturing process and provide
suggestions for remedying the situation. Those suggestions can be discussed by the company as a
whole and the process tweaked.
Ong mixed up herself increasingly with people and less with plants as the company grew.
Paying all this attention to employees may have led Ong to make a single bad business decision
that almost destroyed the company.
11

2.2 Discuss the different management theories/approaches scientific

management, human relations, administrative, in particular
The beginning father of scientific management theory is Frederick W. Taylor (1856-1915). He
was an American discoverer and engineer. Scientific management theory is important because its
approach to management is found in almost every industrial business operation across the world.
Scientific management scientific management theory seeks to improve an organization's

efficiency by systematically improving the efficiency of task completion by utilizing scientific,

engineering, and mathematical analysis.
Scientific management theory can be summarized by Taylor's Four Principles:
Managers should gather information, analyze it, and reduce it to rules, laws, or mathematical
formulas.
Managers should scientifically select and train workers.
Managers should ensure that the techniques developed by science are used by the workers.
Managers should apply the work equally between workers and themselves, where managers
apply scientific management theories to planning and the workers perform the tasks pursuant to
the plans. (Education portal, 2014)
Contingency approach
A contingency approach to management is based on the theory that management effectiveness is
contingent, or dependent, upon the interplay between the application of management behaviors
and specific situations. The theory states that leadership effectiveness, as it relates to group
effectiveness, is a component of two factors: task motivation, or relation motivation, and
circumstances. (Education portal, 2014)
Human relations in the business world, human relations are a critical part of organizational
success; an organization may have a wonderful business plan, but without employees to carry out
that plan, it is worthless. (Education Portal, 2014)
Administrative management
Henri Fayola was the first person to identify elements or functions of management in his classic
1916 book Administration Industrielle ET Generale. The most commonly cited functions of
management are planning, organizing, leading, and controlling. (Fayol Henri, 1949)

12

Fayol defined planning in terms of forecasting future conditions, setting objectives, and
developing means to attain objectives.
Fayol saw the function of coordination as harmonizing all of the various activities of the firm
Fayol defined the control function in terms of ensuring that everything occurs within the
parameters of the plan and accompanying principles.
Fayol defined organizing as making provision for the structuring of activities and relationships
within the firm and also the recruiting, evaluation, and training of personnel.
Hogan used administrative management as she used to spend the time from 11 to 2 down on
the floor, walking around, talking, and organizing groups. Hogan encouraged each group to set
up goals in its particular focus area and develop plans for reaching those goals. She promised any
support that was within her power to give.
Hogan set up her office on the second floor. From her always-open doorway she could see down
onto the factory floor, and as she sat behind her desk she could spot anyone walking by in the
hall. Thus she was holding a control. Worthy didnt supervise his workers like Hogan did.
Hogan had been well trained as a facilitator, and she soon took on that role in their meetings,
writing down ideas on a big board, organizing them, and later communicating them in notices to
other employees.
Max Worthy used scientific management because he had run the division from an office at the
top of the building at Fancy Footwear, making all the decisions from above. He did his work and
let the other workers did their workers. Worthy would summon a messenger or a secretary from
the offices on the second floor and send a memo out to one or another group of workers, making
all the decisions from above and spending most of his time at extended lunches with his friends
from the Elks Club. He used to make plans whereas workers performed according to his plans.
2.3 Compare and contrast the different approaches to management
given in the cases similarities and differences between them and
explain which one is more effective and why
Management in its strictest sense has no one definite definition, as different scholars may have
their definitions. Follet had said that Achieving goals through others is management Follet
(1941)
George Elton Mayo is known as the founder of the Human Relations Movement and was known
for his research, including the Hawthorne Studies and his book, The Human Problems of an
Industrialized Civilization. (Elton Mayo, 2014)
13

Human relations in the business world, human relations are a critical part of organizational
success; an organization may have a wonderful business plan, but without employees to carry out
that plan, it is worthless. (Education Portal, 2014)
Frederick Winslow Taylo started the scientific management movement, Taylor's four principles
are as follows:

Replace working by "rule of thumb," or simple habit and common sense, and instead use
the scientific method to study work and determine the most efficient way to perform
specific tasks.
Rather than simply assign workers to just any job, match workers to their jobs based on
capability and motivation, and train them to work at maximum efficiency.
Monitor worker performance, and provide instructions and supervision to ensure that
they're using the most efficient ways of working.
Allocate the work between managers and workers so that the managers spend their time
planning and training, allowing the workers to perform their tasks efficiently. (Mind
tool, 2014)

Human relation approach has been taken by used in Lita Ong mixed herself up increasingly
with people and less with plants as the company grew. According to human relations approach
she focused on the human dimension of employees rather than just their benefits as human
capital, or assets, to an organization. She valued their relationships to their direct reports, and
placed a high value on how employees feel about their membership in the organizational
culture. She kept track of the birthdays of every employee and even those of their children.
Paying all this attention to employees may have led Ong to make a single bad business decision
that almost destroyed the company.
Max Worthy used scientific management because he had run the division from an office at the
top of the building at Fancy Footwear, making all the decisions from above. He did his work and
let the other workers did their workers. He allocated their jobs. Worthy would summon a
messenger or a secretary from the offices on the second floor and send a memo out to one or
another group of workers, making all the decisions from above and spending most of his time at
extended lunches with his friends from the Elks Club.
2.4 Demonstrate how different leadership styles given in the case may
affect motivation positively or negatively during change periods.
Change is important for any organization because, without change, businesses would likely lose
their competitive edge and fail to meet the needs of what most hope to be a growing base of loyal
customers.
14

Technology change that results from the adoption of new technology is common in most
organizations and while it can be disruptive at first, ultimately the change tends to increase
productivity and service. So Lita and Max should adopt changes to be good leaders.
They should also consider customer needs change and grow, creating new demand for new types
of products and services and opening up new areas of opportunity for companies to meet those
needs.
Brenda Hogan set up her office on the second floor. From her always-open doorway she could
see down onto the factory floor, and as she sat behind her desk she could spot anyone walking by
in the hall. She never ate lunch herself but spent the time from 11 to 2 down on the floor, walking
around, talking, and organizing groups. The workers seemed surprised by this new policy. A lot
of them headed towards retirement. They did not want to be supervised. He encouraged each
group to set up goals in its particular focus area and develop plans for reaching those goals. She
promised any support that was within her power to give. She established a worker productivity
group. Workers did not want to be supervised. This leads to lower performance, high employee
turnover, customer dissatisfaction and decreased profitability. So Brenda was so democratic with
employees who were not used to taking initiative.
Whereas Worthy made decisions with no involvement from employees, He had autocratic
leadership. His leadership doesnt allow enough flexibility to provide alternative solutions to
workers personal problems. Allowing honest employee feedback and suggestions requires
managers to advise and guide staff to keep their communications meaningful. So Worthy did not
get into the nerves of the employees.
Motivation is an important factor in everyday life and leadership does affect that. Our basic
behaviors and feelings are affected by our inner drive to succeed over life's challenges such as
demonstrating competence relative to others in a situation, personal goals that symbolize
achievement pursuits, such as getting good grades, and self-standards and future self-images,
including planning for future goals and successes. These goal-based achievement motivation
theories have focused almost wholly on approach forms behavior but in recent years have shifted
more toward avoidance (Elliot & Sheldon, 1997).

15

More Than a Pay Cheque

3.1Explain Maslows and Herzberg theories, and discuss how they can
be applied in the given case.
Introduction
Samuel Gibson was an instructor for Britannia Home Manufacturers, a large builder of
prefabricated homes. Britannia Home had hired Gibson fresh from graduate school with a
masters degree in English. At first, the company put him to work writing and revising company
brochures and helping with the most important correspondence at the senior level. So Britannia
Home moved Gibson into its impressive training department.
Herzberg theory Herzberg recommended a two-step approach to understanding employee
motivation and satisfaction:

According to Herzberg, intrinsic motivators and extrinsic motivators have an inverse

relationship: fundamental motivators tend to create motivation when they are present, whereas
extrinsic motivators tend to reduce motivation when they are absent fundamental motivators tend
to represent less tangible, more emotional needs, such as challenging work, recognition,
relationships, and growth potential.
Extrinsic motivators tend to represent more tangible, basic needs, such as status, job security,
salary, and fringe benefits. Management is tasked with differentiating when more job
satisfaction is needed (providing intrinsic motivators) and when less job dissatisfaction is needed
(providing extrinsic motivators).
Hygiene factors are based on the need to for a business to avoid unpleasantness at work.
Motivator factors are based on an individual's need for personal growth. (Tutor, 2014)
16

Samuel Gibson moved Gibson into its impressive training department thus he was provided a job
security. Gibsons move into training meant a big increase in salary; he got a bonus every month.
This was his achievement. He was making more than many executives who had been with the
company three times as long, and probably twice as much as any of his graduate school
classmates who concentrated in English. Gibson was spending all his time giving short seminars
on executive writing as well as coaching his students to perfect their memos and letters. He did
this to get recognition. Gibson wasnt happy; he started holding classes for some of the floor
workers, many of whom had no future within or outside the company because many could write
nothing but their own names. He wanted to help people on the shop floor to fulfill his potential
because this was his achievement.
Maslows theory
In 1943 Abraham Maslow, one of the origin fathers of humanist approaches to management,
wrote an influential paper that set out five fundamental human needs and their hierarchical
nature. A key aspect of the model is the hierarchical nature of the needs. The lower the needs
in the hierarchy, the more fundamental they are and the more a person will tend to abandon the
higher needs in order to pay attention to sufficiently meeting the lower needs. His theory
proposed that one need must be met first before a person can move to the next phase further up
the pyramid.

Note that in practice this hierarchy is only approximate and you do not have to have your
physiologically needs fully satisfied before going on to seeking higher needs. In their global
17

survey, for example, Tay and Diener (2011) found that people can be living in hazardous poverty
and yet still derive much satisfaction from having social needs (belonging and esteem) fulfilled.
Physiological needs are to do with the maintenance of the human body. If we are unwell, then
little else matters until we recover.
Safety needs are about putting a roof over our heads and keeping us from harm. If we are rich,
strong and powerful, or have good friends, we can make ourselves safe.
Belonging needs introduce our ethnic nature. If we are helpful and kind to others they will want
us as friends.
Esteem needs are for a higher position within a group. If people respect us, we have greater
power.
Self-actualization needs are to become what we are capable of becoming which would our
greatest achievement. (Maslow, 1943)
Gibson got safety when he was moved to training department. He worked with thousands of
supervisors, managers, and executives in this way he achieved self belonging need. But he
wanted to get self esteem this he achieved by holding classes for some of the floor workers.
When they learnt this was the most respectful thing for him.
Maslows theory is based on the hierarchy of human needs. According to this model, ant can act
as motivator provided it is not satisfied or less satisfied. Whereas Herzberg refers to hygiene
factors and motivating factors in his theory, the factors are dissatisfies while motivating factors
motivate subordinates. (Maslow, 1943)

3.2 Evaluate the usefulness of motivation theories for managers

Motivation can be largely defined as the forces acting on or within a person that cause the
arousal, direction, and persistence of goal-directed, voluntary effort. Motivation theory is thus
anxious with the processes that explain why and how human behavior is activated. (Porter and
George, 2002)
Abraham Maslow developed the hierarchy of needs; According to the implications of the
hierarchy, individuals must have their lower level needs met by, for example, safe working
conditions, enough pay to take care of one's self and one's family, and job security before they
will be motivated by increased job responsibilities, status, and challenging work assignments
(Maslow, 1954)

Frederick Herzberg developed the motivator-hygiene theory. The implication for managers of the
motivator-hygiene theory is that meeting employees lower-level needs by improving pay,
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benefits, safety, and other job-contextual factors will prevent employees from becoming actively
dissatisfied but will not motivate them to apply further effort toward better performance.
(Herzberg, 1959)
Motivator factors, such as achievement and recognition, produce job satisfaction Lack of
knowledge about motivation theories might lead the managers to believe that financial incentives
are the only way of motivating staff, however, the theories has helped the managers in
understanding that individuals have different needs.
Managers in any organization are responsible to act as a motivating tool. Mangers are
responsible to identify the type of workers they are working with and at the same time make a
motivation plan to increase efficiency and productivity of the workers. Employees who are selfmotivated need less attention; they can just be motivated when their work is recognized.
Moreover, more attention should be given to the employees who dont show interest in the work
either by giving them incentives or rewards so that they remained geared up, The last but not the
least the workers who are average workers can be motivated by the arrangement of rewards and
recognition both so they can perform to the best of their abilities.
Motivation theories provide an approaching into what makes an employee perform better. It
provides managers with a tool to motivate employees and helps them in understanding how the
staff can be managed better. (UK Essays, 2014)

Teams at Thompson RV Wholesale Supply and Distribution

Company
4.1 The nature of groups and group behaviors using Tuck man Model.
Introduction
Thompson RV Wholesale Supply and Distribution Company sells parts, equipment, and supplies
for recreational vehicles-motor homes, travel trailers, campers, and similar vehicles. In addition,
Thompson has a service department for the repair and service of RVs. The owner, Alan
Thompson, bought the company five years ago from its original owner,
Tuck mans Stages of Group Development First developed in 1965, Tuck mans
model is widely known as a basis for effective team building. Tuck mans model is significant
because it recognizes the fact that groups do not start off fully-formed and functioning. He
suggests that teams grow through clearly defined stages, from their creation as groups of
individuals, to cohesive, task-focused teams.

19

Tuck mans teamwork theory is best illustrated on a graph which shows the link between group
relationships (the horizontal axis) and task focus (the vertical axis). However, Tuck mans ideas
clearly indicate that it takes time to reach the performing stage, and its normal for these teams
to go through ups and downs as they develop relationships.

Forming the initial stage of team development during which individuals have not yet gelled
together. Everybody is busy finding their place in the team, sizing each other up, and asking
themselves why they are here.
Storming: People begin to see themselves as part of a team. However at this stage they may
challenge each other, and the team leader, about such things as what the team is doing, and how
things should be done. This may result in some loss of performance or focus on the task, as the
diagram illustrates.
Norming this is the phase where team members start to come together, developing processes,
establishing ground rules, clarifying who does what, and how things will be done. This phase is
characterized by a growing sense of togetherness
Performing this is the final stage where increased focus on both the task and on team
relationships, combine to provide synergy. Performance is delivered through people working
effectively together. We have written two articles to further develop this stage
The Tuck mans model helps us understand that teams evolve. It also helps us to consider how
they may encounter different problems at different stages of their development. (Happy Manager,
2014)
There are the group characteristics as well which have to be considered:
Norms social are shared beliefs how people should behave
20

Cohesiveness a group is in the state of cohesion when it posses bonds linking them to the
group as whole. So all these are the important factors for the company to adopt and practice.
(Inkling, 2014)
Team Size
Thompson RV Company is still a conventional hierarchically structured organization. Generally,
teams should be large enough to provide the necessary competencies and perspectives to perform
the work, yet small enough to maintain the efficient coordination and meaningful involvement of
each member. The company is need to have a balance between having enough people to do all
the things that need to be done, while keeping the team small enough so that it is consistent and
can make decisions effectively and speedily

4.2 Some of the factors that promote or inhibit the development of

effective teamwork in the Thompson RV.
Thompson RV organization is set up in three divisions: service, retail parts and supplies, and
wholesale parts and supplies. Alan, the owner, CEO, and president, has a vice president for each
operating division and a vice president of finance and operations. The organization chart shows
these divisions and positions.
Teams are more effective than individuals in specific types of tasks. They are better for work that
is too complex for any individual to perform. The factors that are needed in the organization are
as follows:
TEAM COMPOSITION
Most of the employees are either veterans of the RV industry at Thompson or elsewhere, or are
very young and still learning the business.
In most workplaces, employees must have more than technical skills; they must also be able and
willing to work in a team environment. The most frequently mentioned characteristics of
effective team members are depicted in the five Cs model that is cooperating, coordinating,
communicating, comforting, and conflict resolving.

4.3

Evaluate

the

impact

of

technology

Thompson RV.

21

on

team-functioning

in

Technology is being used in almost every company to get done specific tasks. Technology has
changed the way we work and it has brought some fan at work, it reduces on team functioning
errors which can be caused by too much work or stress.
Alan can enhance use of technology to improve team function, Business
technologies like computers, tablets, emails, mobiles and so much more. These technologies
have removed team functioning boundaries and they have also facilitated in the movement of
information at the workplace which accelerates quick decision making at your workplace. Alan
also needs to consider virtual teams.
Virtual teams are groups of geographically and/or temporally dispersed individuals brought
together via information and telecommunication technologies. (Piccoli and Ives, 2003, p365)
Virtual teams are increasingly becoming a key feature of projects in modern organizations, while
the landscape of communication tools continues to change dramatically. The benefits of
virtualization include diversity of perspectives, large member selection pool, extended hours of
productivity, and reduced transportation costs.
Virtual teams tend to be very effective in project development tasks. However, the lack of face to
face contact can be a challenge in building consensus. For decision-making teams, having the
right team composition can help to overcome this. Collectivistic teams have higher levels of
collaborative conflict management than individualistic teams, and are motivated more by
outcomes which benefit the entire team. (Paul, et al, 2005)

Mobile Technology
Mobile technology allows workers to use company data and resources without being tied to a
single location. Whether staff is travelling to meetings, out on sales calls, working from a client's
site or from home anywhere on the globe, mobile devices can help them keep in touch, be
productive, and make use of company resources.
Thompson Company is still a traditional hierarchically structured organization.
It has to clinch mobility for business purposes likely will become not just more efficient, but also
places where more people want to work. This could be a boundary for employers in the
increasing competitive challenges of recruiting and retaining talent in the coming decade and
work in teams. (Strategic concepts, 2014)
Tablets at Work

22

Tablets indicate new choices, and the choices will keep getting more difficult and more
interesting. For other roles, team management, like sales and field customer service, tablets
likely will dominate because they're so much better than the existing laptop option. And for
knowledge workers, the old nonconformist cease that tablets are good for content consumption
but not for creation might not hold for long.
Alan recognized that the nature of the business was changing. People interested in recreational
items also seemed to be following the national trend to shop via catalogs. Alan must provide
tablets to the workers for the sale roles. (Info Week, 2014)
E-mail

There are not many known studies and theories on e-mail management and usage in the work
context. In functional teams, the benefits of this communication tool rise from the fact that it
allows for distance information exchange. The speed, low cost, simplicity, convenience,
organization, usability and ability to attach information and share it at the same time with
different people are known advantages of electronic mail. (Greenberg & Baron, 1997)
Alan had a combination of attractively displayed items and many pages full of all the possible
parts and supplies that the RV owner could think of. Of course, he made placing an order very
easy, by phone, mail, or fax, and accepted many easy payment methods which were a good step.
He filled both distributor orders and catalog orders from his warehouse in the main store using
standard mail and parcel delivery services, charging the full delivery costs to the customers.
Computer tech
In computer tech support jobs, you handle both hardware- and software-related tasks as needed
by a business. Tasks are often varied and touch on a number of functions within an office. Since
so many office functions are now computerized, the role of tech support employees continues to
expand. A common trait of individuals in tech support jobs is an interest in gadgets and cuttingedge technology
At Thompson RV In the service department the service manager supervises the service writers,
one scheduler, and lead mechanics and technicians. The accounting and finance groups do
everything related to the money side of the business, including accounts payable and receivable,
cash management, and payroll. Also in this group is the one person who handles all of the
traditional personnel functions. . Employees can conduct research on the internet or check books
out from the library about the company. In jobs such as this, an associate's degree will provide
more opportunities for advancement, but employees can learn everything they need to know
about tech support on-the-job, to be more functional as a team. It is a technical tool employees
need to perform their jobs. (Computer careers, 2014)

23

Conclusions IT leaders must guide their companies through these choices as computing tasks
increasingly are distributed across smart phones, tablets, laptops and desktops. As technology
changes teams must update and maintain their knowledge in order to function effectively.

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