Understand the Relationship Between Organizational Structure and Culture.

Task 1 globalize the race amid govern psycho crystalline social complex body part and close. P1. 1 Comp atomic number 18 and stemma contrasting organisational twist and glossiness. According to Buchanan and Huczynski, an organisation is a social order of battle for the restraintled act of collective goals. Chester Barnard described an organisation as a form of co-operative human activities. Organisation be give notice be specialize as A by choice formed stem of human being with k promptlyadays boundaries and roughhewn goal. Or, a separate of quite a little practicable to travelher to gived a common goal.There atomic number 18 2 attri furtheres of organisation i. musket b e really formation and ii. In noble organisation. A chunk system is one which is deliberately constructed to fulfil particular goals. It is characterized by planned division of responsibleness and a rise up-de prettyd structure of dictum and conversation. An inlump organizatio n is one which more often than not structured, flexible and spontaneous, fluctuating with its somebody membership. Examples of an in baronial organization atomic number 18 colleagues who tend to lunch to buzz offher. Organizational structure There argon umpteen types of organisational structures exist.Following be the common types that accept their advantages and disadvantages A. Geographical organisation In a structure of geographical, regional or territorial departmentation, some authority is retaining at head office, but day to day operations atomic number 18 handled on a territorial basis. Example northern region, western region. reward i. There is local decisiveness-making. ii. It may be cheaper to establish local factories or office. Disadvantage i. Duplication and possible loss of economies of scale big businessman arise. ii. variation in stander may puzzle from one atomic number 18a to another. B.Functional organization operating(a) organization involves comp anying to rifleher masses who perform resembling projections or procedure similar technical schoolnology or materials. Primary graphic symbols in a manufacturing company might be harvest-tideion, sales, finance marketing and general administration. Advantage i. Expertise is pooled and related technology/equipment or materials accessed more efficiently. ii. It avoids gemination and offers economies of scale. iii. It gulls easier the recruitment, studying and penury of professional specialists. Disadvantage i. It is organization by in reposes and familiar bear ones, rather than by proscribedput and guests demand. i. confabulation problems may arise between opposite specialism, with their witness burnish and language. iii. Poor co-ordination may dissolvent, e particularly in a tall organization structure. C. Product- ground organization Some organizations group activities on the basis of product or product line. Some in operation(p) departmentation system but a divisional jitney is given responsibility for the product or product line. Example manufacturing, distribution, marketing and sales. Advantage i. Accountability. ii. Specialization. iii. Co-ordination. Disadvantage i.It join on the overhead costs and managing directorial complexity of the organization. ii. Different product divisions may fail to portion unwrap resources and customers. D. Matrix organization Matrix organization crosses percentageal and product, customer and project organization. Advantages of the matrix organization i. It attempts to retain the benefits of both structures ( functional organization and project squad structure ). ii. Coordinates resources in a appearance that applies them effectively to different projects. iii. Staff fundament retain membership on group up ups and their functional department colleagues.Disadvantages of the matrix organization i. Potential for conflict between functional vs. project groups. ii. Greater administrative overhe ad. iii. Increase in managerial overhead E. Centralization and de primevalization organization In a change organisation head office (or a few senior managers) go forth retain the major responsibilities and powers. Conversely modify organisations depart mete come out responsibility for specific decisions crosswise various outlets and lower direct managers, including branches or units find amodal value from head office/head quarters.An example of a decentralised structure is Tesco the supermarket arrange. to each one store of Tesco has a store manager who rump make certain(prenominal) decisions concerning their store. The store manager is responsible to a regional manager. F. Multi-functional and Multi divisional organization In a functional structure billets capture differentiated around atomic number 18as of specialty. For example, accounting and human resource specialists ar engage to handle these specialized tasks. These specialists (functional line managers) re port to the CEO, but usually oblige autonomy for day-to-day decision-making, e. . , hiring and firing personnel. The multidivisional structure centres on the use of know apart chorees or salary centres. The M-Form is used by numerous organizations that compete in the global economy. full general Electric is an example of a company that uses this structure. Each unit is operated as a separate vexation with its own corporate run forg including President. Some p bent companies do little more than tolerate capital and guide units to an organisational- coarse strategy. The overall goal is to maximize the overall organizations mental process.In order to accomplish this, managers at the p arnt use a combination of strategic and financial examines. G. Internal and external mesh survive structure A behavioral attitude is that a earnings is a pattern of social traffic over a learn of persons, positions, groups, or organizations. Ne bothrk organizations atomic number 18 d efined by elements of structure, process, and purpose. A net relieve oneself organization brinytains permeable boundaries either internally among business units or externally with other firms. H. Organizational graphs Organization charts, such as those used to tralatitious way of setting out in diagrammatic form i.The units (department etc.tera ) into the organization atomic number 18 divided and how they relate to each other. ii. The formal parley and reporting Chanels of the organization. iii. The structure of authority, responsibility and delegation in the organization including. iv. whatever problems in the above insufficient delegation, long lines discourse or indecipherable authority relationships. I. Span of hold in The couplet of come crossways refers to the number of subject immediately reporting to a superior official. The right Span of control is depended argon those things i. A managers capabilities limit the span of control. i. The constitution of the ma nagers spend a penny load. iii. Subordinates cook. iv. The interaction between subordinates. J. Flexible running(a)(a) A useful definition of flexible cut backing relates to when, where, how and what work is make Flexible timeWork is performed at times that better effort the employer and/or employee Flexible layWork is carried out wherever is nigh appropriate and effective for the employer and/or employee. Flexible contractWorkers ar diligent and/or rewarded in non-standard ship houseal. Flexible tasksMulti-skilled workers are able to under conduct a variety of tasks according to indispensableness.Organizational culture Organizational culture (in the nose out organisational climate) is the collectives egotism-image and panache of the organization its handled value and beliefs, norms and symbols. In the bellow we discuss intimately various organizational culture effect culture This is in addition cognise as weathervane structure. This is usually associated wit h the small organizations. This is where the central character, usually the puter has all authority and is typically surrounded by pile they get on with and usually seen with authority since in that respect is lot of trust between the webs.There is a central power source and the rays of influence spread out from that central figure. In this type of organization psyches rather than a group make all the decisions. The danger of this sort of culture is that, because it is autocratic, thither tush be a feeling of suppression and lack of challenge in the workforce. Since this is associated with small organizations at that place are not galore(postnominal) theories associated with it and are merely seen in littler companies, which shows it, go away moreover work on small scale. Role culture The portion culture is typical of bureaucracies.In the role culture, the agate lines that muckle do- their roles are more important than the pack themselves. Managers postulate power a nd influence collect to their status within the organization and not because of in the flesh(predicate) influence or expertise. Business would be divided into various functions (e. g. finance, marketing, production etc. ). These would whencece charter a graded ordering of offices (e. g. Finance director, Production manager, Supervisors, operators etc. ). Role cultures erect only be successful where the surroundings in which the business is operating remains stable.Where a business faces rapid change, the role culture is likely to collapse. The large organizations, which can be difficult to control often, puzzle a role culture. Task culture Task cultures befool become very important in business in the beginning decade of twenty first century. The task culture focuses on acquire the commerce done. bases or aggroups within this culture are not stock-still but are made up of someones brought together to achieve a specific task. In the task culture there is a good emphas is on ca-caing the group. aggroup members will need to share set and aspirations. They will also need to feel valued by the organization they work for.In task culture, police squads will often arouse considerable input in determining how a particular stage business will be done. Their views and opinions will be listed. Person culture In a person culture, various(prenominal)s are central. Person culture is also known as cluster structure. This is very rare and is only associated to small organizations with very short structures and an extremely wide base. This is because they are usually conjoined with the organizations that are specialist in many different states (universities, many lawyers and scientific re meddlesome) there is no real rules, only law associated with the types of experimenting and research.Organizational cultures value and beliefs i. It affects the demand and satisfaction of employees. ii. It can aid the adaptability of the organization, by encouraging in novation, risk taking, esthesia to the environment, customer care, willingness to embrace red-hot methods and technologies. iii. It affects the image of the organization. Development of organizational culture There are many factors which influence the organizational culture, including the followers i. frugal condition. ii. The nature of the business and its tasks. iii. loss draws style. iv. Policies and practices. v. Structure. vi.Characteristics of the work force. P1. 2 Explain how the relationship between an organizations structure and culture can impact on the guideing into action of the business. Broadly, we can say that a conductal problem is anything in the behaviour of concourse- individual, interpersonal and group. At first we discuss closely various type of diagnosing and interpersonal behavioural problems Diagnosing behaviour problem diagnosing is the thorough analysis of facts or problem in order to contact reason. Principles of diagnosis i. Distinguish the symptom from the problem. ii. Look at the facts. iii. arrogatet be simplistic about causes. iv.Focus on the problem, not the person. v. Dont impose your own judgments. vi. Respect privacy and confidentiality. Methodology of diagnosis i. Observation. ii. Interview. iii. Questionnaires. iv. Reports. learning Perception is the psychological process by which stimuli or in-coming sensory data are selected and organized into patterns which are meaningful to the individual. Perceptual choice Perceptual selection as determined by any or all of the following i. The context. ii. The nature of the stimuli. iii. Internal factors. iv. Fear or trauma. Perception and work behavior Perception and work behavior do are following way i.Consider whether you might be misinterpreting the situation. ii. Consider whether others might be misinterpreting the situation or interpreting it differently from you. iii. When tacking a task or a problem, get the populate twisty to define the situation. iv. Be aware of the most common clashes of perception at work. such(prenominal) as, manager and module, work culture, race and gender. Attitudes An attitude is a mental and unquiet state of readiness, exerting a directive or dynamic influence upon the individuals response to all objects and situations with which it is related.Ability and aptitude there book been many attempts to make a useful distinction between i. Abilities-thins that mickle can do or are at- largely believed to be inherited. ii. Aptitudes-the dexterity to learn and gird abilities or skill. Intelligence Intelligence is a wide and complex concept. There are many forms of intelligence i. Analytic intelligence. ii. spacial intelligence. ii. Musical intelligence. iv. Physical intelligence. v. Practical intelligence. vi. Intra-personal intelligence. vii. Inter-personal intelligence. P1. 3 Discuss the factors which influence individual behaviour at workIn the bellow we discuss about various type of individuals behavior t emperament genius is the total pattern of characteristic ways of thinking, feeling and behaving that constitute the individuals typical method of relating to the environment. Traits and types Traits are consistently observable properties or the disposition for a person in a particular way. Self and self-image Self self has a two component A. T- the unique, active, impulsive part of the individual, which rises above conformity. And B. Me- the mental process which reflects objectively on the self and measures it against the social norms, values and expectation.Self-image spate endure a subjective picture of what their own self is like, this called a self-image. face-to-faceity and work behavior Obviously personalities are complex and individual. Personality and work behavior conflicted in organization manager will stir to consider the following aspect i. The compatibility of an individuals temper with the task. ii. The compatibility of an individuals personality with the syste ms and focussing culture of the organization. iii. The compatibility of the individuals personality with that of others in the aggroup. Where incompatibilities occur, the manager will have to . Restore compatibility. ii. Achieve com address. iii. despatch the incompatible personality. Organizational structure and Culture of Sainsbury and Tesco Sainsburys organization structure The organizational structure of Sainsburys is hierarchic because there is series of levels of people and the level above controls each level. Each level is the responsibility of the level above. For example senior managers are responsible for the line managers and line managers are responsible for sales assistants. The diagram at a lower place shows the downward flow of communication in Sainsburys.I think Sainsburys structure is between hierarchic and tall structure. Tall structure has many layers but not as many layers as matrix structure and as less as flat structure and this substance the information is not a s fast in flat structure and not as dull as in matrix structure. Due to fast flow of communication it is easier and clear between each layer. This when decisions are made they will be specific to order instructions. Strengths of Sainsburys structure i. It gives them a greater ace of unity and purpose as they can see themselves as members of a team. i. It is easier to get help, as they can ask experienced colleagues or take more difficult problems to boss. iii. It makes easier to carry out joint projects as everyone twisty is working together. iv. There are economies of scale as specialist rung can do more work efficiently. v. Communications from top to fathom are better, as there are definite channels with which orders can flow. Weakness of this structure i. Hierarchies usually have tall organizational structures with seven or eight levels of authority. This means that there is long chain of command. i. Each employee is have-to doe with mainly with his or her own f unction, or specialized work, and often has only employees in other departments. iii. There is natural tendency for managers to protect the interest of their own department. This may make them more concerned with office politics than with the interests of the whole firm. iv. The ranked system evinces status. This pretends divisions in the firm, which are reflected in separate car-parking spaces for managers, longer holidays for white-collar workers and separate geareen for blue-collar workers.Tesco organization structure Tesco has a hierarchical/pyramid structure. In Tesco organisational chart they have more levels and they have more employees at down level. In hierarchical structure each functional area has many staff to do a particular task they are specialised in the job. Each person has a job role and there will be a specific salary for the job. In a hierarchical structure the communication can be distorted because their chains of command are long. When messages pass from t op level to the bottom level they conform to a message reasonably different message than the one they intend to receive.In hierarchical structure the staffs at the bottom level feels that the manager at the top has no belief what they think or do. In a hierarchical structure many people have to be consulted before a decision is made. This means that the company is slow in responding to changes. The span of control is less in Tesco because they have many levels and the span of control explains the person who is responsible for you. For example if a store manager has 4 sections manager then his span of control are four. In hierarchical there is a good promotion prospectus because of many levels.Sainsburys organizational culture Sainsbury is a varied company and I dont feel it can safely be move into any of these categories, but I will say its a assortment between Role culture and Task culture. Since Sainsbury is a fine-looking organization there can be many things at once, I fee l Sainsbury has taken the exceed attributes of the two and made their own Sainsburys culture. This includes i. Very tall and board structure but with many web links. ii. Strict communication channels low down. iii. Jobs, not people lowdown (but they do get their say when need). iv. Jobs suited to the task in the central range. . Communication between departments by associationable workers (not manual laborers). vi. Formal communication way out up the hierarchy. in all these are associated with the two cultures and so Sainsbury cant be defined to one group. Since Human culture is a mixture of hundreds of separate culture trying to produce the best of all words. In my opinion Sainsburys would more suite the Role culture since the formal structure also stresss this by augmenting a rigid structure you add a formality quality or a freedom associated with the person, and then the job is more than the employee, which is the role culture.These two also dictate the vigilance style because Role culture has important job. There is communication with the job not the person, this is autocratic because the person has no say. The structure means there is a formality also so Sainsbury is a formal business and this means all jobs are done in formal and this should increase production by having immediate workers who dont have to think. All the difference influences each other because they all have an effect on certain aspects of the company. They all knock on to each other and garble the finer points of each.Tesco organizational culture Tescos corporate culture can be determined from its corporate responsibility statements, which describe its core values and core ideologies as closely as some aspects of cultural artifacts. Tescos stated core priorities include i. Ensuring community, corporate responsibility and sustainability are at the heart of our business. ii. Being a good neighbor and being responsible, moderately and honest. iii. Considering our social, econom ic and environmental impact as we make our decisions. (Tesco, 2008) These values have had a significant impact on the way in which Tesco does business, as well as its inancial performance. For example, its expansion into California was designed to be not only profitable, but also socially responsible. As in the joined Kingdom, American inner cities have a food supply problem wherein there are few large supermarkets and the smaller supermarkets do not have an adequate supply of fresh foods, including fruits, vegetables and proteins. How the relationships structure and culture can impact Sainsbury and Tescos performance Tescos organisational structure is a hierarchical structure.In a hierarchical structure the communication can be distorted as messages pass from one level to another means that the staff at the bottom level receive a slightly a different message than the message they intent to receive it. some peoples have to be consulted before a decision is made so the company is sl ow in responding to changes and challenges. This means they cannot provides quick services to their customers and it is going to affect in terms of sales and profit but there is an advantage that if everybody is consulted they will come out with the best results.In hierarchical structure there are specific functional areas and job roles. The employees can be easily identified and given training so they can provide good services to their customers. Hierarchical structure has good delegations because they are many peoples with specialised skills are working here so they can easily assign their subordinates for a particular task. The span of control is less than the flat structures. In hierarchical structures they have good promotion prospectus so the staff are instigated and they provides good services to their customers.I think that the impact of the organizational structure has an excellent impact on Sainsbury due to the staff of Sainsbury working hard and being highly motivated i n the work that they do, and the customer service that they provide for the customers that shop at Sainsbury. This is due to the human resources function of Sainsbury recruiting staff that they feel is suitable to work at Sainsbury, this could be due to the experience, qualifications, and availability of the member of staff working at Sainsbury.The finance function helps Sainsbury by the accountants keeping accounts up to date, this is an advantage because this has an impact on Sainsbury by enabling it to see if the financial factors of Sainsbury are improving or declining, and if new targets should be set, and if new objectives should be made. The marketing function has an impact on Sainsbury by the way that it helps the supermarket grow bigger by the advertisement campaigns it launches to make potential customers of Sainsbury notice what Sainsbury has to offer them. Task2 Understand different nuzzlees to prudence and leaders. P2. study the effectiveness of different leadership style in different organizations. In the beneath we discuss about various type of management style Scientific management According to Fredrick Winslow Taylor, Scientific management means keen exactly what you insufficiency men to do and seeing that they do it in the best and the cheapest way. Classical administration Henri Fayol was a French industrialist, according to him, the idea that all organizations could be structured managed according to certain rational principle. bureaucratism An organization structured on classical lines is often identified as a bureaucracy.Human relations apostrophize The human relations approach emphasised the importance of human attitudes, values and relationships for the efficient and effective function of work organizations. Systems approach Systems approach described as which consists of interdependent parts. either system has a boundary which defines what it is inside what is external the system. Contingency approach The contingency approa ch to organization developed as a reply to the idea that there are universal principles for designing organization, motivating staff and others.In the below we discuss about some function of management Planning This essentially means looking to the future. It involves selecting the ends which the organization wishes to achieve. Organizing The work to be done must be divided and structured into task and jobs. peremptory Fayol called this maintaining activity among the personal. Co-ordination this is the task of harmonizing the activities of individuals and groups within the organization. Controlling This is the task of monitoring the activities of individual and groups. P2. Explain how organizational conjecture underpins the practice of management In the below we discuss about various managerial role interpersonal Roles Interpersonal roles process and outlined three basic roles. Those are i. Figurehead. ii. Leader. iii. Liaison. Informational role A manager is likely to have a wi der network of contacts within and outside the organization than his subordinates. So he is the best parson to gather and spread information. Decisional roles The managers formal authority and access to information put him in a strong position to take decisions.In the below we discuss about nature of managerial authority Power Power is the ability to do something or get others to do it. warrant Authority is the right to do something or to get others to do it. responsibility Responsibility is the liability of a person to be called to account for the way he was exercised the authority given to him. Delegation Delegation is the process whereby superior A gives subordinate B authority over a defined area which falls within the scope of As own authority. P2. 3 Evaluate the different approaches to management used by different organizations. expedient The self-seeker action-logic is aimed at controlling their environment in order to survive. typically development has been blocked by a l egacy of mistrust, egocentrism and manipulativeness. The ennoble for this action-logic denotes a tendency to focus on personal wins and to see relationships as opportunities to be exploited. From the opportunist action-logic, the world is highly competitive. Only the fittest individuals survive and, since the opportunist assumes everybody else is also operating from this frame of reference, competition rather than collaboration is the only viable course of action.Diplomat Moving away from the anything-goes-that- officiates-me framework of the Opportunist, Diplomats are aware of group enduringness over individual power. Thus, they seek to die to established groups which may be based on kinship, club, church or profession. Since power comes from affiliation with others, rules and social norms are followed to seek approval and guard duty status as a group member. Achiever Leaders who have developed this action-logic can be both challenging and supportive, creating a domineering atm osphere both inside the team and external to the team.They represent nearly 30% of the general managerial population and are tightly cerebrate on deliverables. volume whose developmental focus is on the Achiever action-logic have a more complex and integrated understanding of the world than do managers who display the previous three action logics. Strategist At 4% of leaders, people who have developed to this action-logic are likely to be found in less conventional settings. If they have survived life in the human race service, they are likely to have developed a reputation as substituteational leaders.They distinguish themselves from Individualists through their focus on organizational constraints and perceptions, which they treat as discussible and transformable. Transformational Transformational leadership occurs when the leader and the follower elevates one another to higher(prenominal) levels of motivation and morality. Carlson (1996) points out that Burns felt that leader ship theories developed up to the seventies were lacking ethical/moral dimensions so he elaborated on his exchange theory which maintains that followers play a crucial role in the definition of leadership.This theory is made up of power relations and entails bargaining, trading and compromise among leaders and followers. Management styles and leadership used in Tescos Tescos tend to use autocratic because the company inescapably too or the e tasks wont be carried out within the business, also decisions need to be made quickly or they wont be done for example a task that is set for a shelf filler to put the milk out but hasnt been told to put the milk out because the management are still deciding whos going to put what out, so the milk would be still sat in the storage room and the customers cant vitiate it.So if the management didnt use autocratic then Tescos wouldnt be run sufficiently. Tesco also uses management by objectives. They use this because they state to each employee in their approximations what their objectives are for a certain period. in any case each manager is set objectives by their line manager for their team for example the sales teams objective that has been set is to increase the amount of customers using Tesco by 25%. The way in which Tesco is structured and managed. (Management at Tesco. 123HelpMe. com. 05 Jan 2012 . )Management styles and leadership used in Sainsburys If a company adopts the consultative style, then the person may well set the objectives and this would mean a lesser extent of pushing to achieve objectives. In my opinion Sainsbury uses a mixture of two types of management style. premier(prenominal) being autocratic means the objectives would be set up and to a good standard they will want the most work out of their subordinates, to gain maximum value. For the key areas of operations Sainsbury is using autocratic management style, for setting its objectives, policies at top management level. They also use pop manag ement style.These would be set to gain maximum revenue they would want this and strive to get this because this style is associated with the managerial levels and will mean they get bonuses. For overall working of the organization at middle management levels and lower management levels, the style of Sainsbury is democratic, because the area of operations is widely decentralized and for the slaying of policies in three different segments, policies should be consulted with the local personal, which are specially appointed for this purpose. As they know the inner constraints, strengths of that particular segment.Task3 Understand ways of using motivational theories in organization. P3. 1 Discuss the impact that different leadership styles may have on motivation in organizations in periods of change. Maslows Hierarchy of needfully The basis of Maslows theory of motivation is that human beings are motivated by unsatisfied necessitate, and that certain lower needfully need to be satisfi ed before higher necessarily can be addressed. Per the teachings of Abraham Maslow, there are general necessitate (physiological, guard duty, love, and hatch) which have to be fulfilled before a person is able to act unselfishly.These demand were dubbed deficiency needs. sequence a person is motivated to fulfill these primary desires, they continue to move toward growth, and eventually self-actualization. The satisfaction of these needs is quite healthy. While preventing their gratification makes us ill or act evilly. Maslows Hierarchy of ask Chart As a result, for adequate study motivation, it is important that leadership understands which needs are active for individual employee motivation. In this regard, Abraham Maslows model indicates that basic, low-level needs such as physiological requirements and safety must be atisfied before higher-level needs such as self-fulfillment are pursued. As depicted in this hierarchical diagram, sometimes called Maslows demand Pyrami d or Maslows Needs Triangle, when a need is satisfied it no longer motivates and the next higher need takes its place. Herzbergs theory Hygiene Factors Hygiene factors are based on the need to for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors include Company policy and administration Wages, salaries and other financial remuneration tint of supervision Quality of inter-personal relations Working conditions Feelings of job security inducing Factors Motivator factors are based on an individuals need for personal growth. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors include Status opportunity for advancement Gaining realization Responsibility Challenging / stimulating work backbone of personal achievement & personal growth in a job McGregors theory X and Y system X possibility X assumes that the average person Dislikes work and attempts to avoid it. Has no ambition, wants no responsibility, and would rather follow than lead. Is self-centered and therefore does not care about organizational goals. Resists change. Is gullible and not particularly intelligent. Essentially, hypothesis X assumes that people work only for money and security. Theory Y The higher-level needs of esteem and self-actualization are continuing needs in that they are never all satisfied.As such, it is these higher-level needs through which employees can best be motivated. Theory Y makes the following general assumptions Work can be as natural as play and rest. People will be self-governing to meet their work objectives if they are committed to them. People will be committed to their objectives if rewards are in place that address higher needs such as self-fulfillment. Under these conditions, people will seek resp onsibility. nearly people can handle responsibility because creativity and ingenuity are common in the population.Vroom and Expectancy theories Essentially, expectancy theory states that the strength of an individuals motivation to do something will depend on the extent to which he expects the result of his efforts, if successfully achieved, to contribute towards his personal needs or goals. Maccoby, Mccrac and costa There is relative consensus on a v-factor structure of personality, based on a bipolar taxonomy of underlying traits, which is supported by factor analyses of extensive lists of trait adjectives.The five broad personality dimensions are commonly labeled extraversion, conscientiousness, breakableness, emotional stability, and openness. It should be noted that these dimensions are not types, meaning that personality is made up of scores on the five dimensions. Motivation and performance Motivation, as it most nearly concerns the manager, is the controlling of the work environment and the offering of rewards in such a way as to encourage extra performance from employees. Rewards and incentives A reward is a figure ( financial or otherwise) given to an individual or team in recognition of some contribution or success.An incentive is the offer or promise of a reward for contribution or success, designed to motivate the individual or team to behave in such a way as to earn it. Motivation and manager Managers are constantly searching for ways to create a motivational environment where associates (employees) to work at their optimal levels to accomplish company objectives. Workplace motivators include both monetary and non-monetary incentives. Monetary and Non-monetary rewards The purpose of monetary incentives is to reward associates for excellent job performance through money.Monetary incentives include profit sharing, project bonuses, stock options and warrants, schedule bonuses (e. g. , Christmas and performance-linked), and additional paid vacati on time. Traditionally, these have helped maintain a prescribed motivational environment for associate. The purpose of non-monetary incentives is to reward associates for excellent job performance through opportunities. Non-monetary incentives include flexible work hours, training, pleasant work environment, and sabbaticals. P3. 2 Compare the application of different motivational theories within the work place.Leadership in organization This definition is similar to Northouses (2007, p3) definition Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. Managers and leaders Influence is the process by which an individual or group exercises power to determine or modify the behavior of others. Leadership traits People who believe that leaders are born are likely to buy into the Traits Theory. This theory basically centers itself on the leader. What are the qualities of a leader? instantaneously if you look at the different leaders o f the world, companies or armies they all carry certain traits.It is believed that if one carries these characteristics then one is likely to become a leader. So, this theory defines what are the qualities that a leader should posses rather than leadership. If one is a leader then these leadership traits should be present. Management style Managers have to perform many roles in an organization and how they handle various situations will depend on their style of management. There are two sharp contrasting styles that will be broken down into smaller subsets afterwards oAutocratic o bailable Each style has its own characteristicsAutocratic Leader makes all decisions unilaterally. Permissive Leader permits subordinates to take part in decision making and also gives them a considerable degree of autonomy in completing deed work activities. Contingency approach The Contingency Theory takes in experimental condition the weaknesses of the previous theories. Since leadership functions in a dynamic situation, it is only logical that different styles and traits will work in different situations. The Contingency Theory takes into consideration the context where leadership is exercised. P3. 3 Evaluate the usefulness of a Motivation theory for managers.Leadership and successful change in organizations pluralistic inclusive enough consistent with the needs of pluralistic leadership. Such organizations emphasize hierarchy, authority and structure over participation and inclusiveness. Pluralistic leadership results in diversity and diversity results in pluralistic leadership (Bass, 1990 Millman and Kanter, 1986). Pluralistic leadership is very consistent with notions of participation of all in the leadership decisions and the understanding of multiple perspectives within the organization and outside it (Kezar, 2000).Transformational It depends on two main points of view The theoretical, and The applied Theoretical definitions come from those that study leadership, who ha ve the formal qualifications to write long dissertations on the subject. This body of knowledge is fantastic for creation in the subject and to get into the depth of the potential implications, especially when it comes to the ethics and ethics department. The applied is the interpretation, and then applied action in a specific field of endeavor. Well use the personal, organizational, and global contexts for this purpose.You will have your own applied experience, or not, depending on where you are on your own personal Transformational Leadership journey. Communications The closest definition of a communication leader is Gramscis definition of the organic intellectual which Gramsci essentially sees as a leader. Gramsci sees in the intellectual not only as a leader but also as a poet, thinker, reader and activist. Sainsburys motivational theories Sainsbury agree that employees are their most important assets and need to be tough fairly.The good performance of employees management s has an effect on the organizations success, in terms of profitability. Sainsbury give out financial rewords to most people who complete the training programme. Training is designed to keep employees motivated and is positive(p) to complete their training by rewarding them with financial gain. Motivation comprises of the need for employees and controls their action. Using motivation techniques can improve productivity and customer service. Also employee satisfaction leads to good service that leads to customer satisfaction.Maslows- Hierarchy of needs This theory is based on meeting staff needs with in the workplace and suggests that meeting their needs can lead to be fill are Self- fulfillment- researching your full potential Self-esteem needs- status and recognition, achievement and independence affectionate needs- love, friendship, a sense of belonging part of a team base hit needs- protection against danger, fair treatment, job security Physiological needs- food, rest and en tertain Mc Gregor- Theory x and theory y They are two types of main types of managers.Theory x managers tend to have the point of view that the average dislikes and will try to avoid it. Therefore the managers must control direct and punish them to get them to work towards business objectives. Theory y suggests that the ordinary person does not dislike work it all depends on the conditions in which the work takes place. If people are committed to objectives, they will be motivated towards achieving them the biggest motivation factor is the personal satisfaction of completing the job. (A Report on Sainsburys Resource Management. 123HelpMe. com. 5 Jan 2012 . Tesco motivational theories Tesco is Britains largest retailer. It now has over 2,200 stores. As well as food, it also sells other products such as insurance and banking. To support growth, Tesco needs staffs who are motivated. It achieves this by change magnitude their knowledge, skills and job satisfaction through training and reward systems. Needs Self-fulfill Tesco offers Personal Development Plans, recognition of skills and talents, opportunity for promotion and career progression programmed. course discussions feed into Tescos Talent Planning meetings.The Options fast-track management programmed provides a street for capable staff to reach higher levels. Self-esteem Tesco values emphasize self-respect and respect for others and praise for hard work, its self assessment, 360 degree feedback and appraisal system help to recognize individuals contributions and importance and celebrate achievement. Social needs Tesco promotes team and group working at various levels The Company channelize Wheel assesses individual and group work and enables store staff to work as a team. Working conditions and a home-from-home ethos encourages long service. Basic/ animal(prenominal) needsSecurity needs Tesco provides the security of formal contracts of employment as well as pension and sickness schemes and the option to join a union to give people a sense of belonging. It ensures health and safety in the workplace. Basic/physical needs This would include a place of work, regular monthly pay and essential facilities such as a restaurant or lockers for personal belongings. Tesco provides motivation for its staff through many different routes. Reviews and personal development plans ensure that employees are able to develop and grow. This benefits both staff and the business. (The Times coke Edition 15 www. hetimes100. co. uk) magnetic declination Task 4 Understand mechanisms for ontogenesis effective teamwork in organizations. P4. 1 Explain the nature of groups and group behavior within organizations. Groups Groups in business organizations are, in effect, sub-organizations and they require management for controlled performance of collective goals, not only their own collective goals, but those of the business organization as a whole. Definition of group is A group is any collection of people wh o perceive them to be a group. Informal group and formal group Informal groups will invariably be present in any organization.Informal groups include workplace cliques and networks of people who regularly get together to exchange information, groups of mates who socialize outside work and so on. Formal groups, put together by the organization, will have formal structure and a function for which they are held responsible, they are task oriented and become teams. Team A team is a formal group established to achieve particular objectives. Purpose of teams i. Team allows the performance of tasks. ii. Team encourages exchange of knowledge and ideas or creation of new ideas. iii. The power of the team over individual behavior can be both control and motivator.Selecting team members A manager is able to select team members, he or she shuld aim to match some requirement i. Specialist skills and knowledge. ii. Experience. iii. political power in the organization. iv. Access to resources, v. Competence. Team roles RM Bellbin researched business-game teams at the Carnegie Institute of technology. He developed a picture of the character-mix in team, which many people fine a useful guide to team selection and management. Bellbin suggests effective team is made following eight roles i. The Co-coordinator. ii. The shaper. iii. The plant. iv The monitor and evaluator. . The resource investigator. vi. The implementer. vii. The team worker. Viii. The finisher. Multi-disciplinary teams Multi-disciplinary teams bring together individuals with different skills and specialisms, so that their skills, experience and knowledge can be pooled or exchanged. Teambuilding The team building goal in this learning journey is to help participants develop increased awareness of team dynamics, practical skills for maximizing team performance, and developing a belief in the power of teamwork. Team building assists participants in planning specific improvements in the way the team operates.Partici pants will gain an integrated set of skills that can be applied anytime and anywhere, while enhancing their team performance, leadership abilities, and team unity. The result of applying these skills will be serious TEAMWORK not teamwork in the ordinary sense, but something stronger, more committed, more productive, and more personal. Team identity A manager may be able to increase his work groups sense of itself as a team by any or all the following means i. good-looking the team a name. ii. Giving team a badge or uniform. iii. Expressing the teams self-image. iv. Building a team mythology.Commitment to shared belief All team members must agree on what the team is trying to accomplish. Teams work much harder if members have a say in team goals and focus. Having team members discuss and decide on team goals would foster this sense of team commitment. P4. 2 Discuss factors that may promote or inhabit the development of effective teamwork in organizations. Group norms The rules of b ehavior that are part of the ideology of the group. Norms tend to reflect the values of the group and specify those actions that are proper and those that are inappropriate, as well as rewards for adherence and the punishment for conformity.Group decision-making behavior As we noted, empowerment involves groups in decision-making. This can be having benefited where i. Pooling skills, information and ideas. ii. Participation in the decision-making process makes the discussion acceptable of the group. Dysfunctional team Dysfunctional is defined as abnormal or unhealthy interpersonal behavior or interaction within a group. Most definitions state that a team is dysfunctional when individuals strive to conform to the prevailing thought processes or decisions within the group, at the expense of feelings of individual responsibility or personal views. viscidity Cohesiveness is generally defined as the resultant of all forces playing on all the members to remain in the group (Cartwright, 1968, p. 91). Group gumminess is one of the essential concepts for understanding group dynamics (Zander, 1979) studied for its abstract similarity with teamwork. P4. 3 Evaluate the impact of technology on team functioning within a given organization. Technology Technology teams share a common goal all members are dedicated to aid paternity project site leadership meet local needs and priorities through the wise integration and implementation of technology.But while these tech teams generally have a similar purpose, the ways in which writing project sites have gone about establishing and using their technology teams are as nuanced as the sites themselves. Communication One way to start developing a communications strategy is to look at the nature of the different kinds of work the team will be doing and what kind of communication is needed to support that work. There is a continuum which describes how individuals (or sub-groups) on the team are working from autonomously to interd ependently.For example, there may be some tasks unique to a specific country which team members can do on their own without interacting with anyone else on the team. Other product-related projects may require more collaboration among team members in different parts of the region. Change All these changes in organizations have changed how teams are formed and how they operate. Teams have changed From fixed team membership all team members drawn from within the organization team members are dedicated 100% to the team team members are co-located organizationally and geographically teams have a fixed starting and ending point eams are managed by a single manager To shifting team membership team members can include people from outside the organization (clients, collaborators) most people are members of multiple teams team members are distributed organizationally and geographically teams form and refine continuously teams have multiple reporting relationships with different parts of the organization at different times Network and virtual teams The nature of teams has changed significantly because of changes in organizations and the nature of the work they do. Organizations have become more distributed across geography and across industries.Relationships between people inside an organization and those antecedently considered outside (customers, suppliers, managers of collaborating organizations, other stakeholders) are becoming more important. Organizations have detect the value of collaborative work. There is a new emphasis on knowledge management harvesting the learning of the experience of members of the organization so that it is available to the whole organization. Global and cross-culture teams Cross-cultural training usually occurs as an integral component of training thats designed in the beginning to attain a broader objective.Two of GROVEWELLs Global Leadership Programs provide examples. Influencing Colleagues across Organizational Units & Mindsets is primarily about influencing colleagues within global organizations, but is infused with the intercultural perspective. Working Effectively on International Projects is primarily for the managers and staff of global projects it, too, is infused with the intercultural perspective. Effective teamwork in Sainsbury General theories of work design suggest that groups can humanize work with group tasks designed to create meaningful work.Team working is associated with higher job satisfaction according to job characteristics and participative management theories. The variety of tasks in teams encourages workers to learn and use different skills and rotate between jobs to reduce the boredom of repetitive work. This enables team members to share a sense of collective responsibility for work in their area and to develop the mix of skills necessary for effective work teams who share both identification with a common task and mutual beliefs. Teams also make possible employee participation in g oal setting, thereby enhancing intrinsic motivation for team members. www. sainsburys. co. uk J Sainsbury plc Annual Report and pecuniary Statements 2005 accessed through www. sainsburys. co. uk) Effective teamwork in Tesco We treat people how we like to be treated. We want our people to enjoy working at Tesco. Our people do a great job each and every day by giving our customers the best possible shopping trip. By creating an open environment of trust and respect, our people feel supported, they share their knowledge and experience and work hard to give our customers great service.We support our people, trusting in their ability to deliver while helping them to reach their full potential. We encourage our people to learn on the job and take responsibility from day one. Giving our people an opportunity to get on in their careers is very important. With the change magnitude breadth of the Tesco business, our people have a great opportunity to develop their skills and experience acro ss new product areas, services and countries. Every year, we build our plans for the year around our People Promises.We want all of our people across all of our markets to be treated with respect have an opportunity to get on have a manager who helps them and have an interesting job. Its through our People Promises and our benefits package that we are proud to say that our people stay with us for a long time. Around half of our film director population has at least 12 years service. Effective teamwork in Asda Asda changes Norman outlines in the way people work together and turn over with each other are more complex.The companys goal is to become a genuine leader in fresh foods and clothing making the George dishonor a real brand, second in the UK to Marks & Spencers St Michael and also to create an organization which is the preferred place to work, offering customer service with a personality derived from the heart of the company. One change has, accordingly, been in the approach to recruitment, which now aims to seek out people for the stores who really do want to serve the customers and who genuinely like selling. There is no point, he remarks, in employing people who wont like the Asda Way of Working.This is the name given to the new approach, intended to transform the old culture, which had grown autocratic and slow-moving, to one where all members of Asda feel involved in improving the business the equivalent, within the context of a corporation, of market-stallholders, who run their own show, and who engage actively with their customers. (http//www. managementtoday. co. uk/news/410110/UK-ASDAS-OPEN-PLAN Bibliography Reference 1. HNC, HND BTEC Business execute Book, Organization behavior, Unit-3, first edition September 2000, publishing BPP, ISBN 0 7517 70337.