Tuesday, June 9, 2020

Organization and Behavior Structure - 3025 Words

Organization and Behavior Structure (Case Study Sample) Content: Organization and Behavior Structure Studentà ¢Ã¢â€š ¬Ã¢â€ž ¢s name University Course Executive Summary The study of organizational behaviour has been necessitated by competitive nature of business that organization operates in. This has therefore forced managers to adapt organizational behaviour strategies in their management styles to ensure that they are able t meet both business and employee needs. Grant (2012, P. 460) suggests that the understanding of organizational behaviour and theories enables managers to easily deal with management challenges that arise in the organization. This essay discusses the importance of organizational behaviour through responding to issues that have been highlighted in four case studies namely; Case Study 1: Dimensions of Organisational Structure Changing the Rules at Bosco Plastics, Case Study 2: Organizational Structure and Culture Surviving Greenscapeà ¢Ã¢â€š ¬Ã¢â€ž ¢s Hard Times, Case Study 3: Leadership Models and Concepts Right Boss, Wrong Company and Case Study 4: Need-Based Perspectives on Motivation Case Study 4: Need-Based Perspectives on Motivation More Than a Pay Cheque. Each of the organizations in the case study presents organizational behaviour issues that have to be responded using organization structure and culture, leadership styles, group dynamics and technology. Table of Contents Contents TOC \o "1-3" \h \z \u 1.1 Comparison and contrast of different organizational structures and cultures PAGEREF _Toc466119158 \h 31.2 How the relationship between an organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s structure and culture can impact on the performance of the business PAGEREF _Toc466119159 \h 41.3 Discuss the factors which influence individual behavior at work PAGEREF _Toc466119160 \h 52.1 Comparison of the effectiveness of different leadership styles in different organizations PAGEREF _Toc466119161 \h 62.2 How organizational theory underpins the practice of management PAGEREF _Toc466119162 \h 72.3 Evaluation of the different approaches to management used by different organizations PAGEREF _Toc466119163 \h 83.1. The impact that different leadership styles may have on motivation in organizations in periods of change PAGEREF _Toc466119164 \h 93.2 Comparison of the application of different motivational theories within the workplace PAGEREF _Toc466119165 \h 103.3 Evaluation of the usefulness of motivation theory for managers PAGEREF _Toc466119166 \h 114.1. The nature of groups and group behavior within organizations PAGEREF _Toc466119167 \h 124.2 Factors that may promote or inhibit the development of effective teamwork in organizations PAGEREF _Toc466119168 \h 134.3. The impact of technology on team functioning within a given organization PAGEREF _Toc466119169 \h 14 Organization and Behavior Structure 1.1 Comparison and contrast of different organizational structures and cultures Organizational structures define how activities and tasks are allocated, coordinated and supervised in the organization (KarrÃÆ' ©, 2011, p. 10). Bureaucratic structures are identified with many level of management that form hierarchies within the organization. In this structure decision authority is top-down through the defined hierarchies with rigid and tight procedures, policies and constraints for every department (Hatch Anne 2006, P. 9). Hemingway ( 2013, P. 23) suggests that Matrix structures group employees based on functions and products where employees are grouped together for a common task unlike in bureaucratic or functional structures. The structure is run by the project manager in charge of projects and the functional manager in charge of functions. Hybrid structures are a mix elements and value systems of different sectors within management. This reduces hierarchy within the organization and therefore a hybrid of the vertical and horizontal structure that is a blend of the two structures (Billis, 2010, P. 12). This ensures that the organization uses both elements of the horizontal and the vertical structure. Organizational culture is the practices, principles, policies and values that define how employees conduct themselves at work. Four common culture types exist; the clan culture where collaboration is common with members sharing responsibilities and operating as a family. On the other hand the Adhocracy culture is based on energy and creativity where leaders are seen as innovators and risk takers unlike in clan culture. The market culture is based on competition and achievement of results through goal-oriented leadership and common goals of success (Driskill. and Brenton 2005, P. 14). On the other hand, the hierarchy culture is based on control where the work environment is formalized with strict procedures of coordination and monitoring of work to improve efficiency and predictability. Bosco-paints lack a clear structure that can be used to guide and control employees within the work place. There is too much freedom at work place which hinders coordination. Employees will be easily managed since their supervisors will have powers that they derive from decentralization. Decentralization will create a new code of ethics that employees will follow at work place. To set a new structure will entail creating rules and procedures that guide the employees at work and further show disciplinary actions that management may take in case employees do not comply with the set rules. 1.2 How the relationship between an organizationà ¢Ã¢â€š ¬Ã¢â€ž ¢s structure and culture can impact on the performance of the business To effectively meet business goals organizations need to have a clear structure and culture that defines relationships within the organization. Management is based on forming relationships between employees themselves and also management. The relationships that employees have at work and how duties are assigned and shared are based on the structure of the organization while the way in which they interact on a common course of duty forms the culture of the organization. On the other hand the organizational culture defines how the organization should be structured to achieve objectives. It defines the relationships that are formed by employees and management through unwritten rules that define how employees conduct themselves. Span of control determines the number of employees that one manager supervises. In developing rules and procedures, span of control determines how task are allocated and the amount of work that a single unit manager can have. Therefore department managers have to come up with rules and procedures that determine how tasks are allocated and how employee performance on the same tasks can be measured. This enables employees to take responsibility for their work through setting targets that need to be achieved. To ensure proper coordination 1.3 Discuss the factors which influence individual behavior at work The MARS model of individual behavior seeks to elaborate individual behavior based on internal and external factors. The model proposes four major factors of Motivation, Abilities, Role Perception and Situational Factors that can influence the behavior of employees in Bosco Plastics through a combined effect on the employee to the extent that if any of them weakens, the behavior of the employee will change. Motivation is the internal force that impacts the direction, intensity and endurance of the employeeà ¢Ã¢â€š ¬Ã¢â€ž ¢s behavior. These are internal psychological factors that drive an individual to complete tasks. Employees in Bosco Plastics lack motivation to work within the company; this has increased turnover in the company. The employees were not pleased with the time clock and due to lack of motivation they never stayed at their work stations. Ability is the natural tendency and learned capabilities that are needed to complete tasks. Employees need aptitude, learned capabilities, competencies and job fitting abilities to be able to work well. Role perceptions entail the beliefs that people have on what is necessary to achieve certain aspects of work. The need to understand the task, the importance of that and the preferred behavior determine how the employee approaches work. Situational factors are environmental conditions that that may limit or increase employee behavior. These factors determine the reactions that employees have towards work. They include budget, team embers and work facilities that the employee operates in. 2.1 Comparison of the effectiveness of different leadership styles in different organizations Leadership is the ability to influence others in a given direction to achieve specific goals. This goes beyond serving people by giving them the necessary tools needed to accomplish tasks and succeed. Different leadership styles are applied by leaders within organizations. Authoritarian leaders emphasize the authority that a leader has on followers. These leaders base their style on established professional relationships where supervision is direct through following established visions (Martindale 2011, P. 33). Democratic leaders involve their subordinates in decision-making through social equality. The organization or group needs define the democratic boundaries that exist. The views of every employee are taken into account where the leader coordinates participation. Laissez-faire style gives the rights and decision-making privileges to the employee where they have complete freedom on decision. On the hand management is the administration of an organization through setting strategies and coordinating efforts to accomplish set objectives by using available resources. This means that the activities within the organization are organized and coordinated to achieve organizational goals. Management has the functions of planning, organizing, commanding, coordinating and control. Managerial authority in Grescape was based on responsibility rather than aut...