British College Of Applies Studies
BTEC Higher National Diploma
In
BUSINESS MANAGEMENT
Assignment
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CONTENTS PAGE
Task 1 Page No.
Compare and contrast different organizational structures and culture
(figure1 pg3, fig2,3 pg4, fig4 pg5, fig5 pg5, fig6 pg6, fig7 pg7)……………………………3
Analyze the relationship between an organizations structure and culture and
The effects on business performance (fig8 pg 13)………………………………………....11
Analyze the factors which individual behavior at work……………………………………..14
Task 2 Page No.
Analyze how organizational theory underpins principles and practices
Of organizing and management…………………………………………………………….18
Compare the different approaches to management and theories used
By two organizations………………………………………………………………………....25
Task 3 Page No.
Discuss different leadership styles and the effectiveness of these
leadership approaches……………………………………………………………………….29
explain the different motivational theories and their application with the
work place (fig9 pg36, fig10 pg37, fig11 pg38, fig12 pg39 ,fig13 pg40, fig14 pg14
fig 15 pg41 fig16 pg41)……………………………………………………………………….36
assess the relationship between motivation theories and the
practice of management……………………………………………………………………...44
Task 4 Page No.
Describe the nature of groups and group behavior within organization (fig 17 pg 50)..…47
Investigate the factors that lead to effective teamwork and the influences
that threaten success ……………………………………………………………………..………52
evaluate the Impact of technology on team functioning within a given
organization……………………………………………………………………………………….56
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Reference Page No - 61

Task 1 Question 1.1 compare and contrast different
organizational structure and cultures
An organization in general can be defined as the rational coordination of the activities of a
number of people for the achievement of some common explicit purpose or goal, through
division of labor and function and through a hierarchy of authority and responsibility.
Now we will look what is organizational structure
Organizational structure refers to the differentiation and integration of activities and authority
roles and relationships. Differentiation means analysis and division of activities and functions in
a logical manner into compact and homogeneous jobs. Integration means trying together and
grouping the diverse and differentiated jobs in a meaningful manner into sections, departments,
divisions and so on.
Now we will look at the different types of Organizational Structure
Departmentalization
Departmentalization is the manner in which divided tasks are combined and allocated to work
groups.
The basis by which jobs are grouped together
 Functional
 Product
 Customer
 Geographic
 Matrix
FIGURE 1
Example for Functional Departmentalization
Ceylinco Insurance
Sales Information system
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Human resource
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Accounting

Life insurance Auto insurance
Home insurance Life insurance
FIGURE 2
Example for Product Departmentalization
dairy Food
Market
Cheese Milk Ice cream
FIGURE 3
Example for Customer Departmentalization
American
Express
4
Financial Business
Cards Travel
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Services Services

FIGURE 4
Example for Geographic Departmentalization
Coca-Cola
Enterprises
Central North Eastern North Western North
Europe
America America America
Matrix Departmentalization
A hybrid structure in which two or more forms of departmentalization are used together
 most common forms combine product and functional
 employees report to two bosses
 increased cross-functional interaction
 Significant interaction between functional and project managers required.
FIGURE 5 Two boss employee
Structure of matrix
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Span of Control
The number of subordinates a manager can efficiently and effectively direct. Wider spans of
management increase organizational efficiency. a manager who has a small span of control can
maintain close control over workers and stay in contact with daily operations. If the span of
control is large close control is not possible
FIGURE 6
Divisional structure
The degree to which tasks in the organization are subdivided into separate jobs.
Benefit of Division of labor:
• Makes efficient use of employee skills
• Increases employee skills through repetition
• Less between-job downtime increases productivity
• Specialized training is more efficient.
• Allows use of specialized equipment.
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FIGURE 7
Economies and Diseconomies of Work Specialization
Centralization
Centralization is structural policy in which decisions making authority is concentrated at the top
of the organizational hierarchy. The first structural policy that affects operations is centralization.
Where in decisions making authority is concentrated at the top of the organizational hierarchy.
At the opposite end of the continuum is decentralization in which decisions are made through
the hierarchy.
Decentralization
The degree to which decision making is spread throughout the organization.
Formalization
Formalization means The degree to which jobs within the organization are standardized. The
purpose of formalization is to predict and control how employees behave on the job. We can
assess formalization in organizations by looking at the proportion of jobs that are governed by
rules and procedures and the extent to which those rules permit variation. More formalized
organizations have higher proportion of rule bound jobs and less tolerance for rule violations.
Tall & Flat Organizations
Tall structures have many levels of authority relative to the organization‘s size.
 As levels in the hierarchy increase, communication gets difficult.
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 The extra levels result in more time being taken to implement decisions.
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 Communications can also become garbled as it is repeated through the
firm.
Flat structures have few levels but wide spans of control.
 Results in quick communications but can lead to overworked managers.
Now we will look at the Organizational cultures
In every organization, there are develops over time a system of beliefs, attitudes and values that
are shared by most members of the organization. Examples of shared beliefs might be a belief
in the importance of people as individuals, or a general belief in encouraging innovation or
quality. These beliefs and attitudes can be described collectively as the culture of the
organization. Culture can be reinforced by the use of symbols (for example, associations with
the company name or brand) and rituals (for example, management using the same facilities as
non-management employees such as canteen and car parking spaces).
Handy identified four broad categories of organization culture.
• The power culture is one in which powerful individuals within the organization seek control
over their subordinates. The general attitude is competitive and the focus is on growth. They
acquire new businesses, and acquire and dismiss staff without any apparent regard for human
values or general welfare. In a small business, there is likely to be a dominant individual, often
the owner. In larger businesses, there are key individuals who take the major decisions.
However, the power culture is generally found in small organizations, and its success in
adapting to change often depends on the adaptability to change of the dominant leader.
• The role culture is one based on legality and legitimacy. Actions are guided by rules and
procedures, and there is a strong emphasis on responsibility and authority, hierarchy and
status. This type of culture is found in a bureaucracy.
• The task culture is based on a belief in getting tasks done and contributing to the
organization‘s goals. Authority of individuals is based on their knowledge and competence, and
not on their official role and position in the organization. There is an emphasis on flexibility and
collaboration. This type of culture is therefore often found in teams that are set up to achieve a
specific task, such as project teams.
• The people culture is one in which the organization exists to satisfy the requirements of a
particular individual within the organization. This type of culture is rare, but can be found in
organizations where a key individual heads a support team. Members work together and help
each other to support the requirements of their leader. An example might be the consultancy
practice of a leading medical expert.
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Handy suggested that the culture within an organization affects the way that it operates and its
members behave. One type of culture is not necessarily better than another; although one type
of culture might be more appropriate than others in particular circumstances.
For example, a role culture could be appropriate when the organization exists in a fairly stable
environment. A role culture could have difficulty in adapting to change. In contrast, power
culture or task culture are probably more effective in conditions of change.
Here I took myself two companies to explain organizational structure and culture
Organization A
This organization is a manufacturing firm. This organizations structure is characterized by
extensive departmentalization, high formalization, a limited information network, and
centralization.
Managers are expected to fully document all decisions; and ―good managers‖ are those who
can provide detailed data to support their recommendations. Creative decisions that incur
significant change or risk are not encouraged. Because managers of failed projects are openly
criticized and penalized, managers try not to implement ideas that deviate much from the status.
One lower-level manager quoted an often used phrase in the company
There are extensive rules and regulations in this firm that employees are required to follow.
Managers supervise employees closely to ensure there are no deviations. Management is
concerned with high productivity, regardless of the impact on employee morale or turnover.
Work activities are designed around individuals. There are distinct departments and lines of
authority, and employees are expected to minimize formal contact with other employees outside
their functional area or line of command. Performance evaluations and rewards emphasize
individual effort, although seniority tends to be the primary factor in the determination of pay
raises and promotions.
Organization B
This organization is also a manufacturing firm. This company‘s structure t is flat, uses cross-
hierarchical and cross-functional teams, has low formalization, possesses a comprehensive
information network, and relies on participative decision making.
Here, however, management encourages and rewards risk taking and change. Decisions based
on intuition are valued as much as those that are well rationalized. Management prides itself on
its history of experimenting with new technologies and its success in regularly introducing
innovation products. Managers or employees who have a good idea are encouraged to ―run with
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it.‖ And failures are treated as ―learning experiences.‖ The company prides itself on being
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market-driven and rapidly responsive to the changing needs of its customers.

There are few rules and regulations for employees to follow, and supervision is loose because
management believes that its employees are hardworking and trustworthy. Management is
concerned with high productivity, but believes that this comes through treating its people right.
The company is proud of its reputation as being a good place to work.
Job activities are designed around work teams, and team members are encouraged to interact
with people across functions and authority levels. Employees talk positively about the
competition between teams. Individuals and teams have goals, and bonuses are based on
achievement of these outcomes. Employees are given considerable autonomy in choosing the
means by which the goals are attained
My conclusion
Company A is using extensive departmentalization, high formalization, a limited information
network, and centralization. as organization structure and they are mainly focusing on power
culture and role culture. Now we will look what are the benefits the company is going to get by
using these
A company will Make efficient use of employee skills, Increases employee skills through
repetition, Less between-job downtime increases productivity, Specialized training is
more efficient. We can have specialized equipment by using high specialization. This
company will increase organization efficiency by using span of control. This company
will predict and control how employees behave on the job by using formalization.
Company B encourage innovation, when a work group is given a task or project to
complete. Innovation might come from the interchange of ideas between group
members. Organizing project work around individuals can suffer from a lack of co-
ordination and co-operation. This company will increase organization efficiency by using
span of control. B company employees will get more information easier rather than A
employees get. I think company B is using culture to its best because this makes new
innovation.
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Question 1.2 analyze the relationship between an
organizations structure and culture and the effects on
business performance
Management in an organization might take the view that to be successful; the organization must
be innovative, and continually look for new markets, new and better products and improved
processes. Innovation is often associated with the task culture. It can therefore be tempting for
management to try to change the culture of their organization, so that it‘s become more task-
oriented.
Peter Anthony argued that it is extremely difficult to change a well-established culture. This is
because the culture is deep-rooted, and extends to all the beliefs, attitudes and values of the
organization‘s members. Management cannot simply make a decision to alter culture by altering
work structures and basing them around project teams.
Anthony went on to argue that there is no reliable evidence that a change in culture can be
managed, and if it occurs that it will have the desired effect. He suggested that
it might be sufficient for the organization‘ s purpose to influence the way that employees
behave, and allow cultural change to happen in its own way and at its own pace. Changing
behavior is a much more straightforward management task than changing an entire culture.
Organizational culture is more of a larger section, a more general term that refers to a large
umbrella of smaller topics and issues within an organization. The structure refers to the
infrastructure, and the various methods and practices within that infrastructure, that helps an
organizational culture run with the efficiency and consistency that should be the hallmark 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.
This makes the structure an integral part of any organizational culture, but also narrows out a
very specific segment of the culture as its own responsibility. Organizational structure will deal
primarily 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.
Another common way to describe how structure works is to say that organizational structure is
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the way in which the interrelated groups within an organization are set up to allow them to
function smoothly from a larger standpoint. The two main purposes of a successful
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organizational structure is to ensure effective communication between various parts of the
company, as well as to increase coordination between different departments.
Some theorists have even broken down the concept of organizational structure into several
categories to describe the phases which businesses go through as they grow in size and scope.
The first is the pre-bureaucratic structure, which is mainly known for lacking a structure that
standardizes tasks. This set up is great for small businesses, and ones that don't have many
repeat scenarios, and therefore have to be adaptive.
The next level is bureaucratic, which is where there is larger organization which requires a
degree of standardization in paperwork, processes, etc. While bureaucracy has a negative
connotation, it can be a good thing in small doses, especially in tackling issues that will become
recurring themes in larger businesses. There is also the post bureaucratic, which has a more
nebulous definition and is seen as more of a theoretical term, but might be referred to more
recent, cultural based models of leading.
Conclusion
Now am going to give a real life example to explain relationship between structure and culture
Hewlett Packard was founded in 1930 by Stanford university electrical engineering graduates
bill Hewlett and Dave Packard their first product a sound equipment tester was a smashing
success. Disney ordered eight for its new movie, fantasia. The two men worked together
closely, using management practices considered radical at the time. They compiled the
company‘s first written set of corporate objectives, an unusual practice for the period in 1957
today these are known as the Hp way the seven objectives include the needs to make a
sufficient but fair profit, to manufacture high quality products, to explore new related
technologies, to seek corporate growth, to provide safety job security participation and
recognition for employees to foster creativity and to be socially responsible as the company
prospered HP employees continued to be guided by the Hp way in fact employees still make
decisions by asking what would bill do?
Today however the company with the strongly in grained culture is merging with pc
manufacturer Compaq and observes fear a culture clash, the merger makes strategic sense
because the firm are moving toward a common goal but does it make cultural sense HP values
tradition and history moves slowly when making major changes provides a high level of job
security and benefits to employees and tends to be bureaucratic and conservative on the other
hand Compaq reinvents itself every few years with radical shifts in strategy. HP CEO carly is a
driving force behind the merger she claims that the HP way does not preclude changes this
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company never has been about looking in the rear view mirror say carly
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A team of six hundred employees from both companies are developing an integrated culture
during the transition calling themselves ―cultural astronauts‖ the team will not issue culture
directives but instead will look for problems and deal with them one at a time it is interesting that
the merged firm is recognizing the need to focus on this often overlooked area. Given that
worker surveys at both Hewlett Packard and Compaq show a high level of dissatisfaction with
the merger the combined firms is going to need all the help it can get.
HP Company follows a close relationship between organizational culture and organizational
structure. By following a close relationship between organizational structure and culture they are
a famous business company in the world. If they follow only one of these they won‘t be a
successful business at this time. So every company should follow organizational structure and
culture
FIGURE 8
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Question 1.3 Analyze the factors which influence individual
behavior at work
Behavior means the manner in which one behaves there are different types of factors which
influence individual behavior at work. Now we will look at them what they are.
Psychological factors
A psychological thinking is a person‘s set of expectations regarding what he or she will
contribute to the organization and what the organization in return will provide to the individual.
An individual‘s contributions to an organization include such things as effort skills, ability, times,
and loyalty. Organizations provide inducements to individuals in the form of tangible and
intangible rewards.
Whenever we buy a motorbike, both buyer and seller sign a contract that specifies the term of
the agreement who pays what to whom, when it is paid and so forth. A psychological contract
resembles a standard legal contract in some ways but is less formal and well defined a
psychological contracts is a person‘s overall set of expectations regarding what he will
contribute to the organization and what the organization will provide in return.
One specific aspect of managing psychological factors is managing the persons job fit. A good
person job fit is one in which the employees contributions match the inducements the
organization offers.
Individual differences
Individual differences are personal attributes that vary from one person to another. A persons
self efficacy is that persons beliefs about his or her capabilities to perform a task. People who
possess the personality trait of Machiavellianism behave to gain power and control the behavior
of others. Self esteem is the extent to which a person believes that he or she is a worthwhile
and deserving individual. A person‘s risk propensity is the degree to which he oe she is willing to
take chances and make risky decisions.
Attitude in organization
Attitudes are a person‘s complexes of beliefs and feelings about specific ideas situation or other
people. Attitudes are formed by a variety of forces including our personal values our
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experiences and our personalities. An intention is a component of an attitude that guides a
person‘s behavior. Job satisfaction is the extent to which a person is gratified or fulfilled by his
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or her work.

Affects and mood in organization
People who posses positive affectivity are upbeat and optimistic have an overall sense of well
being and see things in a positive light. People characterized by negative affectivity are
generally downbeat and pessimistic see things in a negative way and seem to be in a bad
mood.
Perception in organization
Perception is the set of processes by which an individual becomes aware of and interprets
information about the environment. Selective perception is the process of screening out
information that we are Uncomfortable with or that contradicts our beliefs. Selective perception
is the process of screening out information that we are un comfortable with or that contradicts
our beliefs.
Motivational leadership
Motivation is the set of forces that cause people to engage in one behavior rather than some
alternative behavior, consider, for example- cricket star Mahindra Singh Dhoni is the current
cricket star of professional cricket circuit, often taking his team to win final matches and routinely
generating higher television rating rather than his female counterparts. But far from cricket,
motivation clearly plays a pivotal role in Dhoni quest to remain at the upper echelon of this
profession.
Now we will look Basics of motivation leader ship
 Effort and performance
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 Need satisfaction
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 Extrinsic and intrinsic motivation

 Motivating with the basics
How we can Motivate with the Basics
 Ask people what their needs are
 Satisfy lower-order needs first
 Expect people‘s needs to change
 Satisfy higher-order needs by looking for ways to allow employees to experience intrinsic
rewards
Motivating with Equity Theory
 Look for and correct major inequities
 Reduce employees‘ inputs
 Make sure decision-making processes are fair
 distributive justice
 procedural justice
Motivating with Expectancy Theory
 Systematically gather information to find out what employees want from their jobs
 Clearly link rewards to performance
 Empower employees to make decisions that enhance expectancy perceptions
Diversity management
Diversity Management is a comprehensive managerial process for developing an environment
Primary dimensions of diversity are those immutable human differences that are inborn and/or
that exert an important impact on a person‘s socialization and an impact on them throughout
their lives.
Secondary dimensions of diversity are those that can be changed – the mutable differences
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we acquire, discard and/or modify throughout our lives.
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Team work
Team works mean Cooperative or coordinated effort on the part of a group of persons acting
together as a team or in the interests of a common cause, unison for a higher cause, people
working together for a selfless purpose, and so on.\"
Why team work is important
• Increase productivity
• Improve communication
• Active participation of employees
• More ideas for decision making
• Better use of resources
• Improve quality
• Learn more
• Create cohesion
Conclusion
There are lots of factors influencing individuals behavior at work such as psychological factors,
motivation leadership and etc. if we want to be a successful business in competition world we
should have a good happiest individuals at work. For that we should make some important
decisions on how we can make our individual at work happier. if we have a dedicated
individuals in our organization we can compete with any organization and can run a good
business.
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Question 2.1 analyze how organizational theory underpins
principles and practices of organizing and management
Classical theory
The earliest views of organization structure combined the elements of organization configuration
and operation into recommendations on how organization should be structured these views
have often called classical theory and include max Weber‘s concept of ideal bureaucracy, the
scientific theory of Taylor and.
The classical theorists considered organization as a machine –goal fulfilling machine and
workers were cogs in the machine. efficiency and productivity can be improved by improving the
efficiency of the workers.
Weber‘s ideal bureaucracy is characterized by a hierarchy of authority and procedures designed
to create an optimally effective system for large organizations.
Weber‘s ideal bureaucracy had seven essential characteristics. Weber‘s intended these
characteristic to ensure order and predictability in relationship among people and jobs in the
bureaucracy
Scientific theory
F.W.Taylor is the foremost among those thinkers. He is considered as the father of scientific
management. Taylor's scientific management is often called –physiological organization theory
or machine theory-his associates gave a rigid machine model of organization and concentrated
on production
 He considered men also as machines, well maintained machines produce more
so also men.
 He assumed there is one best method for every job.
 He introduced division of labor. Standardization of task. Analysis work ,and work
and time measurement
 He introduced the concept of fair day wages for fair days work.
His philosophy can be summed up in the following words
 Management is a science and not a rule of thumb.
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 Production is improved by harmony and cooperation and not by discord.
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 Team and team spirit and not a group of individuals

 The goal is maximization of output and not restriction
 Production improves by
 selection of men and trg
 the best method of doing a job
 Appropriate tools.
 Motivation. And
 Fair wages.
Bureaucracy theory
Weber perceived bureaucracy as a threat to basic personal liberties; he also recognized it as
the most efficient possible system of organizing. He predicted the triumph of bureaucracy
because of its ability to ensure more efficient functioning of organizations in both business and
government settings. Weber identified a set of organizational characteristics. that could be
found in successful bureaucratic organizations.
Rules and standard procedures enabled organizational activities to be performed in a
predictable, routine manner. Specialized duties meant that each employee had a clear task to
perform. Hierarchy of authority provided a sensible mechanism for supervision and control.
Technical competence was the basis by which people were hired rather than friendship, family
ties, and favoritism, which dramatically reduced work performance. The separation of the
position from the position holder meant that individuals did not own or have an inherent right to
the job, which promoted efficiency. Written records provide an organizational memory and
continuity and over time.
Although bureaucratic characteristics carried to an extreme are widely criticized today, the
rational control introduced by Weber was a significant idea and a new form of organization.
The word Bureaucracy stems from the words ―bureau‖ used from the early 18th century in
Western Europe not just to refer to a writing desk, but to an office or workplace, where officials
worked. The original French meaning of the word Bureau was the baize used to cover desks
Bureaucracy is the structure and set of regulation in place to control activity, usually in large
organizations and government. It is characterized by rule following procedures, formal division
of responsibility, hierarchy and impersonal relationships. In practice the interpretation and
execution of policy can lead to informal influence.
Bureaucracy is a concept in sociology and political science referring to the way that the
administrative execution and enforcement of legal rules are socially organized.
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Max Weber has probably been one of the most influential users of the word in the social science
sense. He is well-known for his study of bureaucratization of society; many aspects of modern
public administration go back to him.
Weber described the ideal type of Bureaucracy in positive terms, considering it to be more
rational and efficient from of organization than the alternatives that preceded it, which he
characterized as charismatic domination and traditional domination. According to his
terminology, Bureaucracy is part of legal domination. However, he also emphasized that
Bureaucracy becomes inefficient when a decision must be adopted to an individual case.
The key characteristics of Bureaucracy
 Specification of jobs with detailed rights, obligations, responsibilities, scope of authority.
 System of supervision and subordination.
 Unity of Command.
 Extensive use of written documents.
 Training in job requirements and skills.
 Application of consistent and complete rules (company manual).
 Assign work and hire personnel based on competence and experience.
The Seven principles of Bureaucracy
1. Official business is conducted on a continuous basis
2. Official business is conducted with strict rules.
3. Every official‘s responsibilities and authority are part of a vertical hierarchy of authority,
with respective rights of supervision and appeal.
4. Officials do not own the recourses necessary for the performance of their assigned
functions but are accountable for their use of these resources
5. Official and private business and income are strictly separated.
6. Offices cannot be appropriated by their incumbents (inherited, sold, etc.)
7. Official business is conducted on the basis of written documents.
Bureaucratic Control
 Bureaucratic control is the use of rules, hierarchy of authority, written documentation,
standardization and other bureaucratic control uses the bureaucratic characteristics
defined by Weber and illustrated in the UPS case. The primary purpose of bureaucratic
rules and procedures is to standardize and control employee behavior.
 Within a large organization, thousands of work behaviors and information exchanges
take place both vertically and horizontally. Rules and policies evolve through a process
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of trial and error to regulate these behaviors. Some degree of bureaucratic control is
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used in vertically every organization. Rules, regulations and directives contain
information about a range of behaviors.
 To make bureaucratic control work, managers must have the authority to maintain
control over the organization. Weber argued that legitimate, rational authority granted to
managers was preferred over other types of control (i.e. favoritism or payoffs) as the
basis for organizational decisions and activities. Within the larger society, however,
Weber identified three types of authority that could explain the creation and control of a
large organization.
 The goal of Bureaucratic control is employee competence.
Contingency theory
The Fiedler contingency model is a leadership theory of industrial and organizational
psychology developed by Fred Fiedler (born 1922), one of the leading scientists who helped his
field move from the research of traits and personal characteristics of leaders to leadership styles
and behaviors
Many scholars assumed that there was one best style of leadership, Fiedler‘s contingency
model postulates that the leader‘s effectiveness is based on ‗situational contingency‘, that is a
result of interaction of two factors, known as 'leadership style' and 'situational favorableness'
(later called situational control).
According to Fiedler, there is no ideal leader. Both low-LPC (task-oriented) and high-LPC
(relationship-oriented) leaders can be effective if their leadership orientation fits the situation.
The contingency theory allows for predicting the characteristics of the appropriate situations for
effectiveness. Three situational components determine the favorableness or situational control:
1. Leader-Member Relations, referring to the degree of mutual trust, respect and
confidence between the leader and the subordinates.
2. Task Structure, referring to the degree to which the task at hand is low in multiplicity and
high in verifiability, specificity, and clarity.
3. Leader Position Power, referring to the power inherent in the leader's position itself.
When there is a good leader-member relation, a highly structured task, and high leader
position power, the situation is considered a \"favorable situation.\" Fiedler found that low-
LPC leaders are more effective in extremely favorable or unfavorable situations,
whereas high-LPC leaders perform best in situations with intermediate favorability.
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Human relation theory
The term \"supportive relationships\" suggests that in all organizational activities, individuals
should be treated in such a way that they experience feelings of support, self-worth, and
importance. By \"employee participation,\" Likert meant that the work group needs to be involved
in decisions that affect it, thereby enhancing the employee's sense of supportiveness and self-
worth. The principle of \"overlapping work groups\" means that work groups are linked, with
managers serving as the \"linking pins.\" Each manager (except the highest ranking) is a member
of two groups: a work group that he or she supervises and a management group composed of
the manager's peers and their supervisor. Coordination and communication grow stronger when
the managers perform the linking function by sharing problems, decisions, and information both
upward and downward in the groups to which they belong. The human organization concept
rests on the assumption that people work best in highly cohesive groups oriented toward organi-
zational goals. Management's function is to make sure the work groups are linked for effective
coordination and communication.
Likert described four systems of organizing, which he called management systems, , the
exploitive authoritative system, can be characterized as the classic bureaucracy. System , the
participative group, is the organization design Likert favored. System , the benevolent
authoritative system, and system , the consultative system, are less extreme than either system
.
Likert described all four systems in terms of eight organizational variables: leadership
processes, motivational forces, communication processes, interaction-influence processes,
decision-making processes, goal-setting processes, control processes, and performance goals
and training. Likert believed that work groups should be able to overlap horizontally as well as
vertically where necessary to accomplish tasks. This feature is directly contrary to the classic
principle that advocates unity of command. In addition, rather than the hierarchical chain of
command, Likert favored the linking-pin concept of overlapping work groups for making
decisions and resolving conflicts.
Research support for Likert's human organization emanates primarily from Likert and his
associates' work at the Institute for Social Research at the University of Michigan. Although their
research has upheld the basic propositions of the approach, it is not entirely convincing. One
review of the evidence suggested that although research has shown characteristics of system 4
to be associated with positive worker attitudes and, in some cases, increased productivity, it is
not clear that the characteristics of the human organization \"caused\" the positive results. 59 It
may have been that positive attitudes and high productivity allowed the organization structure to
be participative and provided the atmosphere for the development of supportive relationships.
Likert's design has also been criticized for focusing almost exclusively on individuals and groups
and not dealing extensively with structural issues. Overall, the most compelling support for this
approach is at the individual and work-group levels. In some ways, Likert's system 4 is much
like the team-based organization popular today.
Administrative theory
An early form of organization theory pioneered mainly by Henri Fayol (1841–1925),
which was concerned principally with achieving the ‗most rational‘ organization for
coordinating the various tasks specified within a complex division of labor
The translation of this book into English as General and Industrial Management (1949)
22
implies that Fayol was concerned mainly with business management, although he
himself makes it clear that his ideas about management were intended to apply to all
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formal organizations, including political and religious.

Now we will look at the management functions
Management functions
There are many different activities that mangers perform into a few conceptual categories that
are now called as management function. There are six management functions, they are.
Ø Planning
Ø Organizing
Ø Coordinating
Ø Staffing
Ø Directing
Ø Controlling
Planning
In this function it establishes goals and objectives to pursue during a future period. The planning
function spans all levels of management. Top managers are involved in strategic planning that
sets board, long-range goals for an organization. These goals become the basis for short-range,
annual operational planning; during which top and middle managers determine specific
departmental objectives that will help the organization makes progress toward the broader,
long-range goals.
Organizing
In this function it typically follows planning and reflects how the organization tries to accomplish
its goals and objectives. In relation to the structure of a company, organizing involves the
assignment of tasks, the grouping of tasks into departments and the allocation of resources to
departments. Organizing also involves establishing the flow of authority and communication
between position and levels within the organization. Top manager performs these activities. Like
wise middle manager and supervisors organize the tasks to create positions within their
departments. Job analysis and job design activities are organizing function.
Coordinating
In this function coordinating refers to management activities related to achieving an efficient use
of resources to attain the organization's goals and objectives.
Staffing
In this function staffing refers to the fundamental cycle of human resources activities,
determining human resource needs, and recruiting, selecting, hiring, training, and developing
staff members.
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Directing
In this function directing is also referred to as leading, it involves influencing division,
departments, and individual staff members to accomplish the organization's goals and
objectives.
Controlling
In this function manager performing the controlling management function translate
organizational goals and objectives into performance standards for divisions, department and
individual position. Controlling also involves assessing actual performance against standards to
determine whether the organization is on target to reach its goals and taking corrective actions
as necessary. Managers practicing the evaluative component of controlling assess how well the
organization has achieved its objectives.
Conclusion
.
In a way, my initial disaffection with organization theory. Once I began using organization
theory, my experiences convinced me that this field of study is not only valuable—it is
interesting! Organization theory has helped me time and again to analyze complicated situations
which I have worked, and to discover or invent effective and creative means for dealing with
them. It has opened my mind to many aspects of life both inside and outside organizations that I
previously took for granted, and it has given me both mental discipline and a wide-ranging
knowledge of many different subjects
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Question 2.2 Compare the different approaches to
management and theories used by two organizations
Here I have taken one company to explain how they are using organizing theory. The company I
have chosen is McDonalds they are using scientific theory. Now we will look how they are using
that theory.
Frederick W. Taylor. Taylor was the first modern efficiency expert in world history. Around the
Twentieth Century, he formalized the principles of Scientific Management and developed a set
of ideas designed to get employees in manufacturing industries to produce more output. Taylor
contracted with companies to rearrange their production processes to simplify the tasks each
employee performed. Instead of doing many different things, workers in Taylor zed factories
would execute the same simple tasks over and over. The principles of Scientific Management
still have an important impact globally and there are still many evidences which show some New
Zealand companies apply the Scientific Management principles in their business operations.
McDonald‘s is one of the world's most well-known and valuable brands and holds a leading
share in the globally branded quick service restaurant segment of the informal eating-out market
in virtually every country and the leading global foodservice retailer with more than 30,000 local
restaurants serving nearly 50 million people in more than 119 countries each day. This essay
proves the Scientific Management principles in McDonald‘s business operations from three
perspectives: systems of rewards for meeting the goals, scientific education and development of
the workman and standard method of performing each
To start with, McDonalds‘s apply the Scientific Management principles in their business
operations because the company establishes systems of rewards for meeting the goals. Taylor
stated that the non-incentive wage systems encourage low productivity if the employee will
receive the same pay regardless of how much is produced. Taylor's concept of motivation is to
institute a system of inequitable pay for workers and a bonus system will create monetary
incentives (Freeman,1996). McDonald's encourages employees through many effective ways.
Except the base pay, McDonald's establish competitive wage and promotion programs, hard
work, dedication, motivation and results are recognized and rewarded at McDonald's.
Appreciation comes in many forms - from a simple encouragement for a job well done, to
restaurant-wide recognition through programs such as the 'Employee of the Month.'
(McDonald‘s,2006)McDonald's also offers great incentive programs with access to gift
certificates, merchandise, free food, etc. In addition, McDonald‘s also establish an incentive pay
system and provide employees with the opportunity to earn competitive total compensation
25
when performance meets and exceeds goals. The company pays a bonus on top of employees'
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base salaries based on business performance and their individual

performance(McDonald‘s,2006). Furthermore, Long term incentives are granted to eligible
employees to both reward and retain key employees who have shown sustained performance
and can impact long-term creation at McDonald's. Not only they establish the bonus system for
the employees to perform efficiently, but also they institute other kinds of systems to increase
monetary incentives such as recognition programs and company car program.
Secondly, scientifically training is one of the most important principles of Scientific Management.
Taylor states that each company should train the workers scientifically rather than passively
leaving them to train themselves. It aims to unearth and cultivate workmen‘s endowment, let
them have the best performance in their work and obtain the highest efficiency
farthest(Freeman,1996). McDonald‘s have a strong tradition of, and belief in, training, they know
its value to the bottom line of their business. At crew level there is considerable initial and
ongoing training that is consistently applied to everybody in the business, whether part, full time,
hourly paid staff or salaried managers undergoing their compulsory restaurant training. In New
Zealand, a Crew member will extend his skills through the McDonald‘s Qualink programme,
which is recognized with a New Zealand Qualifications Authority (NZQA) approved National
Certificate. Moreover, a new employee will accept training as soon as he joins McDonald's and
starts his first working day. He must pass tests of three posts in the first month. Therefore, high
requirements create high quality food. Further to that, McDonald‘s even build up a Hamburger
University, it is McDonald's worldwide management training center located in Oak Brook, Illinois.
It focuses on providing training exclusively for all McDonald's Corporation and Franchisees
employees in various aspects of the business. Founded in 1961, Hamburger University is
located in a 130,000 square foot, state-of-the-art facility on the McDonald's Home Office
Campus in Oak Brook with a faculty of 30 resident professors(Schaaf,1994). Like any university,
HU has a course catalog: nine courses, ranging from basic restaurant operations to the four
progressive levels of the management development program (MDP I-IV). The heart of the
curriculum is the Advanced Operations Course (AOC), a two-week combination of operations
enhancement, equipment management, and interpersonal-skills training. Well structured training
helps to retain staff, as do demonstrable links between training and promotion(Schaaf,1994). In
addition, the training materials consist of two elements: core content which applies globally for
maintaining consistent food quality and services worldwide, and locale-specific content based
on local menu items, food safety regulations and labor practices, etc(Christine,2002). Those
training systems help their staff to perform more efficiently and professionally.
Lastly, company should develop a standard method of performing each job efficiently. Taylor
taught that there was one and only one method of work that maximized efficiency. And this one
best method and best implementation can only be discovered or developed through scientific
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study and analysis. This involves the gradual substitution of science for 'rule of thumb'
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throughout the mechanical arts. Taylor was not really concerned with other organizational or

management issues. His focus was on efficiency, and he suggested that people had to follow
what his method said(Freeman,1996).McDonald's establishes a series of detailed and strict
working standards which ensure that every product from any chain restaurant has high quality.
No matter people is a cook, a counter person or a hall cleaner, each kind of works has
normative operational standards and written regulations. The cook time and the amounts of
materials are prescribed with accurate numerical value and controlled by machines. In addition,
they also establish a computer system that transmits orders to the kitchen, where in the kitchen,
the holding bins will regulate the temperature to keep the food hot and fresh. Moreover,
McDonald‘s staff is specialized in different production procedure. The counter person accepts
the order and typically uses a suggestive sell-up to add a missing item such as dessert. Then
they use the register display to confirm, assemble, and check the order. The order is assembled
by collecting food from the appropriate machines and bins. Besides, some of the staffs play a
role in the burger production and some others perform in the production of French fries.
McDonald‘s has developed a standard method of performing each job and the employees can
perform efficiently.
In conclusion, Scientific Management became a powerful force as it contributed to increased
efficiency in industrial establishments. McDonald‘s shows the evidence of applying the
principles of Scientific Management. They institute bonus systems to encourage the employees
to perform well to meet the goals. Also, they train the workers scientifically rather than passively
leaving them to train themselves. It aims to bring everyone‘s production efficiency into full play
to accomplish maximum profit. Moreover, they cooperate with the workers to ensure that the
scientifically developed methods are being followed and it will be eligible to improve the
production efficiency. Scientific Management has dramatically affected today‘s management
approaches. Scientific Management has also made an important contribution to the business
world we see today in New Zealand and worldwide. The ideas generated by Frederick Taylor
still have a place in current management thinking. Because of Taylor, production efficiency has
improved, products become more and more plentiful. Nowadays people can have a rich and
colorful life like a king in the past. Much of core of Scientific Management remains with us today,
only been modified, updated and given a human face.
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Question 3.1 discuss different leadership styles and the
effectiveness of these leadership approaches
Leadership is both a process and a property. As a process leadership involves the use of
noncoercive influence. As a property, leadership is the set of characteristics attributed to
someone who is perceived to someone who is perceived to use influence successfully.
Now we will look at the different leadership approaches
Trait theory
Leadership trait theory is the idea that people are born with certain character traits.
Since certain traits are associated with proficient leadership, it assumes that if you could
identify people with the correct traits, you will be able to identify leaders.
Most of the time the traits are considered to be naturally part of a person‘s personality
from birth. From this standpoint, leadership trait theory tends to assume that people are
born as leaders or not as leaders.
There is a lot of value in identifying the character traits associated with leadership. It is
even more valuable to identify the character traits that followers look for in a leader.
These traits would be the characteristics of an individual who is most likely to attract
followers.
However, the idea that leadership traits are inborn and unchangeable appears to be
incorrect. It is true that many of our dispositions and tendencies are influenced by our
personalities and the way we are born. However, most people recognize that it is
possible for someone to change their character traits for the worse. Someone who is
known for being honest can learn to be deceitful. The whole idea of saying that
someone was ―corrupted‖ is based on the fact that people can learn bad character
traits.
Criticism
The search was not successful--100s of studies lead to the conclusion that there was no
such set of personal characteristics that by themselves distinguished leaders from non-
leaders. A few traits such as above average intelligence, responsibility, self confidence,
and persistence were associated with leaders, but they are not sufficient explanations.
Later studies of leadership characteristics led to the conclusion that there were a few
general traits that were associated with effective leadership such as self-confidence,
stress tolerance, emotional maturity, and integrity--but again no trait or set of traits by
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itself guaranteed leader effectiveness.
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Behavioral le theory
Behavioral Leadership is the study of the actions or behaviors that define a leadership style.
This theoretical approach to understanding leaders creates categories of styles that are aligned
with the actions the leader may take or methods they use to reach their goals. This is a different
approach than situational leadership theories that are focused on the application and
effectiveness of leadership styles to the different operating environments that can be found in
the workplace.
For example, a behavioral leadership theory might focus on explaining a type of leader that
exists like a bureaucratic leader -someone that is empowered via the office they hold in a
company. The study of situational leadership examines how different styles can be effective
under different workplace conditions. For example, a coercive leadership style works best when
a company turnaround is needed.
Since behavioral leadership places emphasis on the actions of the leader, it is much better at
describing transactional leadership styles than transformational leadership styles.
The bureaucratic leader is very structured and follows the procedures as they have been
established. This type of leadership has no space to explore new ways to solve problems and is
usually slow paced to ensure adherence to the ladders stated by the company. Leaders ensure
that all the steps have been followed prior to sending it to the next level of authority.
Universities, hospitals, banks and government usually require this type of leader in their
organizations to ensure quality, increase security and decrease corruption. Leaders that try to
speed up the process will experience frustration and anxiety.
Effectiveness of bureaucratic leadership
 This is a very appropriate style for work involving serious safety risks (such as working
with machinery, with toxic substances or at heights) or where large sums of money are
involved (such as cash-handling).
 In other situations, the inflexibility and high levels of control exerted can demoralize staff,
and can diminish the organizations ability to react to changing external circumstances.
The autocratic leader is given the power to make decisions alone, having total authority. This
leadership style is good for employees that need close supervision to perform certain tasks.
Creative employees and team players resent this type of leadership, since they are unable to
enhance processes or decision making, resulting in job dissatisfaction
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Effectiveness of transformation leadership.
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 leader exerts high levels of power over his or her employees or team members.
 People within the team are given few opportunities for making suggestions, even if these
would be in the team's or organization‘s interest.
 autocratic leadership usually leads to high levels of absenteeism and staff turnover.
 the team's output does not benefit from the creativity and experience of all team
members, so many of the benefits of teamwork are lost.
The democratic leader listens to the team's ideas and studies them, but will make the final
decision. Team players contribute to the final decision thus increasing employee satisfaction
and ownership, feeling their input was considered when the final decision was taken. When
changes arises, this type of leadership helps the team assimilate the changes better and more
rapidly than other styles, knowing they were consulted and contributed to the decision making
process, minimizing resistance and intolerance. A shortcoming of this leadership style is that it
has difficulty when decisions are needed in a short period of time or at the moment.
Effectiveness of democratic leadership.
 Although a democratic leader will make the final decision, he or she invites other
members of the team to contribute to the decision-making process
 This not only increases job satisfaction by involving employees or team members in
what‘s going on, but it also helps to develop people‘s skills.
It can be most suitable where team working is essential, and quality is more important than
speed to market or productivity
Contingency theory
Contingency Theory is a class of behavioral theory that claims that there is no best way to
organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of
action is contingent (dependant) upon the internal and external situation. Several contingency
approaches were developed concurrently in the late 1960s.
They suggested that previous theories such as Weber‘s bureaucracy and Taylors scientific
management had failed because they neglected that management style and organizational
structure were influenced by various aspects of the environment: the contingency factors. There
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could not be \"one best way\" for leadership or organization.
Historically, contingency theory has sought to formulate broad generalizations about the formal
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structures that are typically associated with or best fit the use of different technologies. The

perspective originated with the work of john wood ward, who argued that technologies directly
determine differences in such organizational attributes as span of control, centralization of
authority, and the formalization of rules and procedures. Contingency model focused on
individual leadership.
Conclusions for Contingency Theory
• In high-control situations, task-oriented leaders are more effective than relations-oriented
leaders.
• In moderate-control situations, relations-oriented leaders are more effective than task-
oriented leaders.
• In low-control situations, task-oriented leaders are more effective than relations-oriented
leaders.
• Avoid situations where you are likely to fail.
• Match your leadership style with the appropriate situation; seek situations where you will
likely succeed and know when it is time to move on. Situations change.
Now we will look other types of leadership styles
The laissez-faire (\"let do\") leader gives no continuous feedback or supervision because the
employees are highly experienced and need little supervision to obtain the expected outcome.
On the other hand, this type of style is also associated with leaders that don‘t lead at all, failing
in supervising team members, resulting in lack of control and higher costs, bad service or failure
to meet deadlines.
Effectiveness of laissez-faire leadership.
 no continuous feedback or supervision is needed because the employees are highly
experienced and need little supervision to obtain the expected outcome.
The people-oriented leader is the one that, in order to comply with effectiveness and
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efficiency, supports, trains and develops his personnel, increasing job satisfaction and genuine
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interest to do a good job.

Effectiveness of people oriented leadership.
 This style of leadership is the opposite of task-oriented leadership.
 This leader is totally focused on organizing, supporting and developing the people in the
leader‘s team.
 A participative style, it tends to lead to good teamwork and creative collaboration.
 In practice, most leaders use both task-oriented and people-oriented styles of
leadership.
The charismatic leader leads by infusing energy and eagerness into their team members.
This type of leader has to be committed to the organization for the long run. If the success of the
division or project is attributed to the leader and not the team, charismatic leaders may become
a risk for the company by deciding to resign for advanced opportunities. It takes the company
time and hard work to gain the employees' confidence back with other type of leadership after
they have committed themselves to the magnetism of a charismatic leader.
Effectiveness of charismatic leadership
 in this the leader injects huge doses of enthusiasm into his or her team, and is very
energetic in driving others forward.
 charismatic leader can tend to believe more in him or herself than in their team.
 charismatic leadership carries great responsibility, and needs long-term commitment
from the leader.
The task-oriented leader (Fiedler, 1967) focuses on the job, and concentrates on the specific
tasks assigned to each employee to reach goal accomplishment. This leadership style suffers
the same motivation issues as autocratic leadership, showing no involvement in the teams
needs. It requires close supervision and control to achieve expected results. Another name for
this is deal maker (Rowley & Roevens, 1999) and is linked to a first phase in managing
Change, enhance, according to the Organize with Chaos approach.
Effectiveness of task oriented leadership.
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 A highly task-oriented leader focuses only on getting the job done, and can be quite
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autocratic.

 He or she will actively define the work and the roles required, put structures in place,
plan, organize and monitor.
 However, as task-oriented leaders spare little thought for the well-being of their teams,
this approach can suffer many of the flaws of autocratic leadership, with difficulties in
motivating and retaining staff.
The servant leader facilitates goal accomplishment by giving its team members what they
need in order to be productive. This leader is an instrument employees use to reach the goal
rather than an commanding voice that moves to change. This leadership style, in a manner
similar to democratic leadership, tends to achieve the results in a slower time frame than
other styles, although employee engagement is higher.
Effectiveness of servant leadership.
 In many ways, servant leadership is a form of democratic leadership, as the whole team
tends to be involved in decision-making.
 Supporters of the servant leadership model suggest it is an important way ahead in a
world where values are increasingly important,
 n which servant leaders achieve power on the basis of their values and ideals.
 people practicing servant leadership will often find themselves left behind by leaders
using other leadership styles.
The transformation leader motivates its team to be effective and efficient. Communication is
the base for goal achievement focusing the group in the final desired outcome or goal
attainment. This leader is highly visible and uses chain of command to get the job done.
Transformational leaders focus on the big picture, needing to be surrounded by people who take
care of the details. The leader is always looking for ideas that move the organization to reach
the company‘s vision.
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Effectiveness of transformation leadership
 Transformational leadership, in contrast, goes beyond exchange inducements for
desired performance. Transformational leaders transform the organization by developing
vision, building commitment, and empowering followers.
 transformation leadership have developed frameworks and measures that have led to a
body of research on transformational leadership.
The transaction leader is given power to perform certain tasks and reward or punish for the
team‘s performance. It gives the opportunity to the manager to lead the group and the group
agrees to follow his lead to accomplish a predetermined goal in exchange for something else.
Power is given to the leader to evaluate, correct and train subordinates when productivity is not
up to the desired level and reward effectiveness when expected outcome is reached.
conclusion
Here I am going to give a true story to explain how leadership is important.
• A group of workers and their leaders are set a task of clearing a road through a dense
jungle on a remote island to get to the coast where an estuary provides
a perfect site for a port.
• The leaders organise the labour into efficient units and monitor the distribution and use
of capital assets – progress is excellent.
• The leaders continue to monitor and evaluate progress, making adjustments along the
way to ensure the progress is maintained and efficiency increased wherever possible.
• Then, one day amidst all the hustle and bustle and activity, one person climbs up a
nearby tree. The person surveys the scene from the top of the tree.
• And shouts down to the assembled group below…
• ―Wrong Way!‖
―Management is doing things right, leadership is doing the right things‖ (Warren Bennis and
Peter Drucker). So according to me only a good leadership can manage effective team.
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Question 3.2 explain the different motivational theories and
their application with the work place
Management today, tends to be obsessed with employee motivation toward increased
motivation and productivity. Companies have adopted numerous motivation philosophies over
the last few decades, and many find the same productivity issues exist post-implementation.
Psychologists have discovered that productivity in the workplace can be affected positively or
negatively with the utilization of various motivational theories available today, dependent.
The word motivation is coined from the Latin word \"movere\", which means to move. Motivation
is defined as an internal drive that activates behavior and gives it direction. The term motivation
theory is concerned with the processes that describe why and how human behavior is activated
and directed. It is regarded as one of the most important areas of study in the field of
organizational behavior.
FIGURE 9
Direction
Intensity Persistence
Advantages of Motivation
A positive motivation philosophy and practice should improve \"productivity, quality and service.\"
Motivation helps people to:
■ achieve goals
■ gain a positive perspective
■ create the power to change
■ build self-esteem and capability
■ manage their own development and help others with theirs
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Theories of Motivation
No single theory can account for all aspects of biological motivation, but each of the major
approaches contributes something to our understanding of motivation, so we need to
understand their strengths and weaknesses.
Abraham Maslow's \"Need Hierarchy Theory\"
One of the most widely mentioned theories of motivation is the hierarchy of needs theory put
forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy,
ascending from the lowest to the highest, and he concluded that when one set of needs is
satisfied, this kind of need ceases to be a motivator.
Maslow’s hierarchy of needs
Figure 10
(i) Physiological needs :
These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep,
medicine and education are the basic physiological needs which fall in the primary list of need
satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to
maintain life, no other motivating factors can work.
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(ii) Security or Safety needs :
These are the needs to be free of physical danger and of the fear of losing a job, property, food
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or shelter. It also includes protection against any emotional harm.

(iii) Social needs :
Since people are social beings, they need to belong and be accepted by others. People try to
satisfy their need for affection, acceptance and friendship.
(iv) Esteem needs :
According to Maslow, once people begin to satisfy their need to belong, they tend to want to be
held in esteem both by themselves and by others. This kind of need produces such satisfaction
as power, prestige status and self-confidence. It includes both internal esteem factors like self-
respect, autonomy and achievements and external esteem factors such as states, recognition
and attention.
(v) Need for self-actualization :
Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is
capable of becoming, it includes growth, achieving one's potential and self-fulfillment. It is to
maximize one's potential and to accomplish something.
FIGURE 11
Now we will look how a organization can satisfy Maslow’s hierarchy of needs
Need How satisfied by organization
Physiological needs Good working condition, good payment,
canteen facilities
Safety and security needs Safe working environment
Social and belongingness needs Good leadership, cohesive and cooperative
working team
Esteem need Job title, power and authority, status
Self-Actualisation Advancement in organisation, job
achievement, Rewarding and challenging job
Although the pyramid demonstrates the levels at which needs are satisfied it should be noted
that all individuals are different have different needs and place different emphases on the
satisfaction of those needs. Therefore, Maslow‘s pyramid is by no means an exact science but
merely a general frame work.
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Herzberg’s Motivation Theory
Frederick has tried to modify Maslow's need Hierarchy theory. His theory is also known as two-
factor theory or Hygiene theory. He stated that there are certain satisfiers and dissatisfiers for
employees at work. In- trinsic factors are related to job satisfaction, while extrinsic factors are
associated with dissatisfaction. He devised his theory on the question : \"What do people want
from their jobs ?\" He asked people to describe in detail, such situations when they felt
exceptionally good or exceptionally bad. From the responses that he received, he concluded
that opposite of satisfaction is not dissatisfaction. Removing dissatisfying characteristics from a
job does not necessarily make the job satisfying. He states that presence of certain factors in
the organization is natural and the presence of the same does not lead to motivation. However,
their nonpresence leads to de motivation. In similar manner there are certain factors, the
absence of which causes no dissatisfaction, but their presence has motivational impact.
FIGURE 12
Motivators: (motivating factor that relating to job) the job and its relating responsibilities,
recognition, prospects for promotion, achievement, satisfaction and sense of achievement,
administration and company policy/corporate governance, interpersonal relationship. The
presence of Those motivate people at work.
Hygiene Factor: salary and wages, great working conditions and environment, working
relationships, incentive and benefits, personal advancement and growth, leadership skills and
traits displayed by managers
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dissatisfiers; their absence would de motivate people, but their presence not necessarily
improves motivation
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FIGURE 13
Herzberg’s two factors theory
Herzberg‘s believe that it was not the job that motivated people but the environment that the
organization gives them to work. This suggests that to get the best out of employees, employers
are encouraged to facilitate work environment that are conductive to satisfaction, harmony and
productivity.
Expectancy Theory (Vroom)
The most widely accepted an explanation of motivation has been propounded by
Victor Vroom. His theory is commonly known as expectancy theory. The theory
argues that the strength of a tendency to act in a specific way depends on the
strength of an expectation that the act will be followed by a given outcome and on
the attractiveness of that outcome to the individual to make this simple, expectancy
theory says that an employee can be motivated to perform better when their is a
belief that the better performance will lead to good performance appraisal and that
this shall result into realization of personal goal in form of some reward.
FIGURE 14
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Expectancy theory proven area
• Vroom believes that individual performance is based on factors such as skills,
knowledge, personality, abilities, and experience.
• Vroom‘ s theory advocates that all individuals have different sets of goals and can
therefore be motivated
• Further he said that individual should have believe on that:
• There is direct relation ship between performance and effort.
• The injection of optimum performance will result in desirable rewards
• Reward allocated by managers will satisfy important needs in the work place
Expectancy Base Factors
• Theory based upon three factors as :
• Instrumentality (High productivity derived from good individual and team performance
will lead to the allocation of financial and non financial reward including praise, pay
award, and recognition)
• Expectancy (individual and team have the expectation that all their individual and
collective effort and hard work will lead to enhanced performance)
• Valence (team and individuals believe that they can attain beneficial rewards in
exchange for their optimum performance)
FIGURE 15
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Theory X and Theory Y\" of Douglas McGregor
McGregor, in his book \"The Human side of Enterprise\" states that people inside the organization
can be managed in two ways. The first is basically negative, which falls under the category X
and the other is basically positive, which falls under the category Y. After viewing the way in
which the manager dealt with employees, McGregor concluded that a manager's view of the
nature of human beings is based on a certain grouping of assumptions and that he or she tends
to mold his or her behavior towards subordinates according to these assumptions.
Under the assumptions of theory X:
• Employees inherently do not like work and whenever possible, will attempt to avoid it.
• Because employees dislike work, they have to be forced, coerced or threatened with
punishment to achieve goals.
• Employees avoid responsibilities and do not work fill formal directions are issued.
• Most workers place a greater importance on security over all other factors and display little
ambition.
In contrast under the assumptions of theory Y:
• Physical and mental effort at work is as natural as rest or play.
• People do exercise self-control and self-direction and if they are committed to those goals.
• Average human beings are willing to take responsibility and exercise imagination, ingenuity
and creativity in solving the problems of the organization.
• That the way the things are organized, the average human being's brainpower is only
partly used.
On analysis of the assumptions it can be detected that theory X assumes that lower-order
needs dominate individuals and theory Y assumes that higher-order needs dominate
individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the
word \"authoritarian\" suggests such ideas as the \"power to enforce obedience\" and the \"right to
command.\" In contrast Theory Y organizations can be described as \"participative\", where the
aims of the organization and of the individuals in it are integrated; individuals can achieve their
own goals best by directing their efforts towards the success of the organization
\"Theory Z\" of William Quchi
William Quchi after making a comparative study of American and Japanese management
practices suggested the adoption of theory Z, which represents an integration of American and
Japanese management practices.
FIGURE 16
Organization Type A
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Organization Type J Japanese
American
Short-term employment Lifetime employment
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Individual decision making Collective decision making

Individual responsibility Collective responsibility
Rapid evaluation & promotion Slow evaluation & promotion
Explicit control mechanisms Implicit control mechanisms
Specialized career path Nonspecialized career path
Segmented concern for employee as an Holistic concern for employee as a
employee person
Features
Theory Z represents the adoption of 'hybrid' type of system which incorporates the strengths of
American management and Japanese management. The features of Z theory or US-Japanese
system of management are:-
1. Strong bond between the company and the employees.
2. Employee's participation.
3. Mutual trust.
4. Integrated organization.
5. Human resource development.
Conclusion
Motivation is the force that makes us do things: this is a result of our individual needs being
satisfied (or met) so that we have inspiration to complete the task. These needs vary from
person to person as everybody has their individual needs to motivate themselves. Depending
on how motivated we are, it may further determine the effort we put into our work and therefore
increase the standard of the output. When we suggest factors (or needs) that determine the
motivation of employees in the workplace, almost everyone would immediately think of a high
salary. This answer is correct for the reason that some employees will be motivated by money,
but mostly wrong for the reason that it does not satisfy others (to a lasting degree). This
supports the statement that human motivation is a personal characteristic, and not a one fits all
option.
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Question 3.3 Assess the relationship between motivation
theories and the practice of management
Motivation is a force that drives people to do things. Employees are normally motivated to
achieve their needs, whatever they may include. Motivation is inside another person's head and
heart. It may be intrinsic or extrinsic. This is what we call motivation. Employees of a company
will be motivated if they associate certain incentives with an activity of work.
It has been seen in Srilanka that the employees in the public sector organizations are not
motivated as much as in the private sector. There are so many factors responsible for this state
of nature.
How motivation increases self esteem
When it comes to motivation, we will notice that it does more than we going. It gets us to the
point where we are able to accept the things the way we are and reach out for better things.
There are so many ways that one would say that it can increase self-esteem. There are so
many reasons why we try to find something that motivates us so that we can in the end be
happier with who we are and with our life.
The first way that motivation will increase our self esteem is for the fact that it gets to look at the
way things are. With motivation we will find there are times when we will be able to look at our
life with a clear head and then be able to decide what and where we would like to go from there.
The second way that motivation will increase our self esteem is for the fact that once things start
to work out for us, we will feel good about our self. We will begin to notice a change in our
attitude about life and we will actually be able to enjoy life. We will just feel better about our self
because we will see the opportunity for change that we have. We‘ll be able to appreciate the
fact that we can do things and we will feel more eager to put our self out there and reach for
bigger and better things.
The third way that motivation will increase our self esteem is that it will give us courage. From
the success that we will find from our self motivation we will be able to push our self to go for
other things that we may not have thought about and we'll also push our self to think about all
the things that we might want to look into. Things that we might want to pursue in the future.
This is a great way of living because we can begin to find the things that truly make us happy.
we'll feel like a success because we will be successful in our own personal achievements.
Motivation is very important because we won't be able to succeed in anything that we wish until
we are able to drive our self. we need motivation in our life so that we have a reason to do more
with our life. It is what makes us to change into a better person. Without motivation there are a
lot of things in life that would seem meaningless. Motivation makes us feel better about our self
because we will become full of hopefulness. When we are motivated to do something, there is a
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great sense that we can achieve these things. That is what makes it worth doing; knowing and
believing that we are fully capable of doing something that we truly desire.
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Motivation is a great feeling, however, you just need to find the right thing to get you going. All
you need to do is find something that you can be passionate about. Motivation will increase your
self-esteem and self awareness.
How motivation will increase our productivity at work.
Self-motivation is very hard to generate, however, if we have something in our life that we are
able and willing to work hard for, we should be able to motivate our self to go for it. Motivation
will increase our work productivity; however, we need to have inspiring duties for our job. The
thing with most people is that they just don't have a job that they think is important. They do not
have a role in the workplace that makes them feel fulfilled. we will want to make sure that we
find something in the jobs that we take so that we can be inspired and motivated to go the
distance with the job.
The key to making sure that our job is motivational is looking for ways that we may have
potential in the job. These ways could mean that we can foresee a promotion or begin a new job
with the promise of a raise. we will want to make sure that we take a job that will give us room to
grow so that we have something to aim for.
We will want to make sure also that we are able to put the time and work into the job to make it
seem fulfilling. This means that if we know that we are going to be taking a job that requires a lot
of our time and attention, then we need to be prepared to give it. If we end up taking a job that is
more than we can handle we will not be motivated say the less.
Lets say that we have the potential, but we just don't have the energy to put in the effort. What
should we do? The first thing that we will want to do is ask our self why we don't feel the energy
to generate our own self motivation, there must be something that is holding us back. It might be
that we are scared to have the added responsibilities. we may just be worried about the way
others perceive us. Most of the time, when we are not motivating our self it is because we have
some type of emotional or mental conflict. we may just not be ready for more work, but we feel
the need to move on. All we have to do is get over all of your job insecurities and believe in our
self.
The least that we will ever have to do is believe in our self. If we can believe that we can do
something, we will find the motivation to increase our productivity. There is a huge reason why
we should try to motivate our self. The biggest reason why we need to find the motivation is so
that we can make something out of our life and career.
That doesn't mean that we have to go for CEO, however, we will feel better about our
achievements if we work for them, instead of just getting them handed to us. we will find that the
motivation for our productivity is important in the numbers. If we work harder, others will too, and
then the company will notice these small achievements and then give rewards for our hard
work. The whole point of increasing our productivity is in hopes of being noticed by upper
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management or by getting a pat on the back from some of our co-workers.
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We need to look inside our self and find a piece of our job or career that we like and then
sticking with it. We should also make sure that we always accept a job that will give us a
promising future and something to look forward to.
It is very important to motivate people in organization. The managers of the company will take
some action to motivate people in organization. Un other hand employees also can motivate
themselves by doing like this they will benefit lots of thing.
Conclusion
Motivation can have an effect on the output of your business and concerns both quantity and
quality. See it this way: your business relies heavily on the efficiency of your production staff to
make sure that products are manufactured in numbers that meet demand for the week. If these
employees lack the motivation to produce completed products to meet the demand, then you
face a problem leading to disastrous consequences. The number of scenarios is extreme but
you get the general picture.
Your employees are your greatest asset and no matter how efficient your technology and
equipment may be, it is no match for the effectiveness and efficiency of your staff.
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Question 4.1 describe the nature of groups and group
behavior within organization
Group means a collection of individuals, the members accept a common task, become
interdependent in their performance, and interact with one another to promote its
accomplishment
On average working day according to Handy managers spend 50% of their working day in one
group or another and senior Managers Can spends as much as 80 % of their time in groups. I t
is obvious then that groups are an essential feature of working life with most large organizations
broken up into departments or sections.
There are two major types of groups present in any type of organization: Formal Group Informal
Group
FIGURE 16
Various type of groups
Formal group
These groups are formed by the organization to carry out specific tasks. It includes two types:
 Command group
 Task groups
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Command Group
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A group composed of the individuals who report directly to a given manager.

 Represented in the organization chart.
 Permanent in nature.
 Members report to common supervisors.
 Functional reporting relationship exists.
Task groups:
Those working together to complete a job or task.
 Formed to carry out specific tasks.
 Temporary in nature.
Informal group
Groups are formed by the employees themselves. Hence they are not formally structured.
They are of two types: Informal group are quite powerful and influential because the members of
the group have a lot in common and depend on each other to carry our organizational activities.
 Friendship groups
 Interest groups
Friendship groups
Those brought together because they share one or more common characteristics
Interest groups
Those working together to attain a specific objective with which each is concerned.
Other types of groups
Small groups:
 Only a few members.

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Face-to-face interaction and better communication is possible.
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Large groups:

 Members is very high.
 Personal interaction is not possible.
Primary group:
 It is made up of members who have similar and loyalties and has a feeling of friendship
towards each other.
Secondary groups:
 They share same values and beliefs, but because of the size of the group, they do not
interact often with each other
Coalitions:
 They are created by members for a specific purposed and do not have a formal
structure.
Membership groups:
 They are the groups to which individual actually belongs.
Reference groups:
 It is actually the groups to which an individual would like to belong.
What does mean by role
Set of behavior pattern which an individual occupying a certain position in society is expected to
display. Dimensions of role are:
 Role Identity
 Role perception
 Role Expectations
 Role Conflict
What does mean by Norms
Acceptable standards of behaviour within a group that are shared by the group‘s members.
 Norms pertaining to performance related process
 Appearance norms
 Norms pertaining to informal social arrangements
 Norms that regulate the allocation of resources
The effectiveness of a group is influenced by the complexity and the interdependence of the
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task to be performed by its members. Large groups facilitate pooling of information e.g. addition
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of a diverse perspective to a problem-solving committee.

FIGURE 17
Stages of group development
Forming Direct the team clearly. Establish objectives clearly
Storming Establish process and structure, and work to smooth conflict
and build good relationships between team members.
Generally provide support, especially to those team members
who are less secure.
Remain positive and firm in the face of challenges to your
leadership or the team's goal.
Perhaps explain the \"forming, storming, Norming and
performing\" idea so that people understand why conflict's
occurring, and understand that things will get better in the
future.
Norming Step back and help the team take responsibility for progress
towards the goal.
This is a good time to arrange a social or team-building event
Performing Delegate as far as you sensibly can. Once the team has
achieved high performance, you should aim to have as \"light a
touch\" as you can. You will now be able to start focusing on
other goals and areas of work
Adjourning When breaking up a team, take the time to celebrate its
achievements. After all, you may work with some of these
people again, and this will be much easier if people view past
experiences positively.
Managing groups in organizations is difficult. Managers must know what type of groups
command or task, formal or informal-If a certain command group is very large; there will
probably subgroups to be managed. A manager might want to take advantage of existing in
formal groups, \"formalizing\" some of them into command or task.
In managing a group, managers must consider both the goals of individual members and the
goals of the group as a whole. Developing a reward structure that lets people reach their own
goals by working toward those of the group can result in a very productive group. A manager
may also be able to improve group cohesiveness, for example, by trying to stimulate
competition, by provoking an external threat to the group, by establishing a goal-setting system,
or by employing participative approaches.
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Managers must carefully choose strategies for dealing with interactions among groups after
thorough examination and analysis of the groups, their goals, their unique characteristics, and
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the organizational setting in which the interactions occur. Managers can use a variety of

strategies to increase the efficiency of intergroup interactions. One common mechanism is to
encourage groups to focus on a super-ordinate goal, as mentioned earlier. In other situations,
management might want to use a linking role, a position for a person or group that coordinates
the activities of two or more organizational groups. This may add a layer of management, but in
very important situations, it may be worthwhile. Finally, management may need to change
reporting relationships, decision-making priorities, and rules and procedures to properly manage
group interactions.
conclusion
we can divide the groups in to three types. Managing group in organization is very difficult
managers must be aware of the implications organizational and social of their attempts to
manage people in groups. Groups affect how their members behave, and it is member behavior
that adds up to total group performance. Groups are so prevalent in our society that managers
must strive to understand them better. So the managers should be well prepare to manage
groups and their problems in organization to run their business well.
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Question 4.2 investigate the factors that lead to effective
teamwork and the influences that threaten success
Factors leading to effective team work
We serve our clients by partnering with their management team leaders to implement a
methodology of teamwork focused on ten critical success factors... six which we were consider
core factors plus four which are necessary for effective execution by the team
Six Core Factors
There are six critical success factors that must be in place before any group begins to function
as a team.
Supportive Sponsor
Teams are usually formed by a sponsor who recognizes that reaching an organizational goal
Require a group of individuals working together. The sponsor may be an executive, team or a
manager. It is the sponsor's responsibility to create a 'charter' that establishes the team and its
primary focus. In addition, the sponsor establishes specific goals the team is to accomplish. The
sponsor will also select the team leader and gain his or her commitment to lead the team in
defining and carrying out the needed actions, to learn about our Dynamic teamwork Readiness
Review Program that team sponsors use to help prepare leaders of the teams they have formed
focus on these critical success factors.
Focus on Stakeholder Outcomes
A shared understanding of the team's stakeholders, their expectations of the team, and the
value of the team embraces is essential to create the focus needed as the team members plan
and execute the actions necessary to achieve the team's goals.
Smart Goals
Specific, measurable, achievable, realistic and time-bound goals should be established by the
teams sponsor and then broken into sub-goals by the team. Without Smart goals, the team will
lack the milestones necessary to drive action.
Committed Leadership
Every team needs a leader who focuses the members of the team on the mission, purpose, and
goals of the team. This individual must be committed to the team's results and must be
willing to be held accountable by the team's sponsor and other stakeholders, for leading the
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team through processes that insure the team's goals are reached. The team leader must
engage each team member in the processes of the team and build a platform of mutual trust
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that leads to open debate, collaboration, individual commitment, and personal accountability.

Mutual Trust
The most important element of successful team work is the establishment of a platform of
mutual trust that enables the team to engage in open debate and decision making that leads to
commitments to action by individual members of the team. Building this trust requires openness
That allows team members to know and understand the beliefs and behaviors of all members of
the team so that team actions can be structured to take advantage of each members
uniqueness and talents. Behavioral and values assessments are powerful tools in developing an
understanding how each member of the team views themselves and responds to others in the
team.
Engaged Team Members
An effective team will have team members who are actively engaged in the work and focus of
the team. This will require that each team member emotionally commits to actively and openly
participate in the team's processes in the pursuit of the team's goals. The team member must
willingly commit to carry out action plans to complete individual actions necessary for the team
to reach their team goals. The team member must be dependable and carry the full weight of
personal responsibility to complete their individual commitments by me date committed to.
Engaged team members enthusiastically support each other and add value to other team
members. They prepare for team processes and choose to engage others in a positive manner
to find solutions to issues and challenges they individually or as a team face. They constantly
seek to improve themselves for the benefit of the team and never, never, never quit.
The Four Factors of Execution
The following four critical success factors will insure the team carries out the actions necessary
to reach their designated goals.
Collaborates To Set Direction And Solve Problems
The power of teamwork dynamics is engaged when team members come together to focus
Collectively on goals, issues, challenges, and problems. Team leaders must carefully manage
the processes of team meetings in order to maximize the power of the collective knowledge and
skills of the team members. Our research indicates the most effective teams include at least. Six
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but no more than twelve individuals who follow a meeting methodology that is focused on
dealing with issues requiring the team's attention and maximizes the power of the collective
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knowledge and skills of the team members. Patrick Lencioni's book \"Death by meeting
provides excellent guidance in planning and conducting team meetings.
Individual Commitments
The work teams is carried out by individual members of the team. When a team has developed a
plan of actions that are necessary to achieve their goals or overcome barriers individual
members must commit to carrying out specific actions. The team's collaborative processes must
include steps to:
 Define individual actions,
 Gain the commitments by individual team members to complete the actions,
 Document due dates, and
 Establish status reporting processes.
Establishes Discipline Of Personal Accountability
Team goal will usually not be realized until individual commitments are completed. Team
members must embrace a discipline to complete their commitments as scheduled. They must
agree to hold each other personally accountable for completing, as scheduled, the commitments
each person has made to the team. Each team member must continuously report the status of
their open commitments to the team so that barriers to completion can be identified early in
order to permit the team leader and other team members the opportunity to deal with the issues
before overall deadlines are impacted
Identifies and Removes Barriers
Barriers to team and individual progress will occur in every team effort and must be dealt with
quickly to continue progress towards the team's goals. The team leader must continuously
monitor the status of each individual's commitments and initiate barrier removal processes
where appropriate. Team-based processes for developing action plans to overcome barriers
impacting individual commitments should be instilled as a part of the team's culture.
Effective teamwork is essential in today's world, but as you'll know from the teams you have led
or belonged to. you can't expect a new team to perform exceptionally from the very outset. Team
formation takes time, and usually follows some easily recognizable stages, as s from being a
group of strangers to becoming united team with a common goal.
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Now we will look what are the threaten factors for effective team work
Absence of Trust
The first of the dysfunctions, absence of trust, stems from teams unwillingness to be vulnerable
within the group. Team members who are not genuinely open with one another about their
mistakes and weaknesses make it impossible to build a foundation for trust.
Fear of Conflict
This failure to build trust is damaging because it sets a tone for the second dysfunction: fear of
conflict. Teams that lack trust are incapable of engaging in unfiltered passionate debate of
ideas. Instead, they resort to veiled discussions and guarded comments.
Lack of Commitment
A lack of healthy conflict is a problem because it ensures the third dysfunction of a team: lack of
commitment. Without having aired their opinions in the course of passionate and open debate,
team members rarely, if ever, buy in and commit to decisions, though they may feign agreement
during meetings.
Avoidance of Accountability
Because of this lack of real commitment and buy-in, team members develop an avoidance of
accountability, the fourth dysfunction. Without committing to a clear plan of action, even the
most focused and driven people often hesitate to call their peers on actions and behaviors that
seem counterproductive to the good of the team.
In attention to Results
Failure to hold one another accountable creates an environment where the fifth dysfunction can
thrive. Inattention to results occurs when team members put their individual needs (such as ego,
career development, or recognition) or even the needs of their divisions above the collective
goals of the team.
Conclusion
New ideas are generated through teamwork for innovation and modification that add value to
product and service. Winning teams are those whose members exercise freedom and discretion
in decisions. High level of motivation and satisfaction raises the confidence level of members
leads to increase in productivity. According to me why team work is important is this
 Increase productivity
 Improve communication
 Active participation of employees
 More ideas for decision making
 Better use of resources
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 Improve quality
 Learn more
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 Create cohesion

4.3 Evaluate the impact of technology on team functioning
within a given organization
Technological changes are the driving forces behind many future business trends. Advances in
both communication and transportation have ushered the change from the Industrial Revolution
to new Information Age. As communication increases, knowledge follows closely behind it.
Different people shares their thoughts and ideas and spark additional technological advances.
With each new advance, business faces new opportunities and threats in the form of different
procedures, new products, and new industries. Some old products are becoming obsolete, while
others enhanced by the new advances. Communication allows these new technologies to be
shares and known by consumers that have access to information on alternatives anywhere on
the globe.
Global competition is another result of technological advancement. Communication
technologies and transportation methods facilitate a global market for any good in the world.
Communications permits new innovations in products and production procedures through the
sharing of ideas. It also keeps domestic and foreign consumers aware of new products and
services that might better serve their needs. Advances in transportation and distribution have
increased customer access to these goods. The net effects of these developments enable the
consumer with instantaneous communication and rapid delivery of goods and services on a
world basis
The result of these business trends has been an increase in the intensity of competition. Hyper
competition is the result of a new global market, technological advancements, and an informed
consumer. Gone are days that a company can compete solely with domestic competitors.
Advances such as internet force large and small business to compete. In addition, new markets
and shortened product life cycles, as result of rapid technological advancements will increase
competitive forces. Companies compete based on upon an understanding of the customer,
speed, cost, and innovation. Quality, however, is no longer a competitive advantage. It is a
prerequisite for the opportunity to compete. Innovation appears to be the only basis of long-term
competitive advantage. \"Core competencies are built through a process of continuous
improvement and enhancement that may span a decade or longer, a company that has failed to
invest in core competence building will find it very difficult to enter an emerging market
Innovation, however, promotes an environment of change and ambiguity.
Competitive forces coupled with innovation promote a great deal of change within the industry
and the economy. Organizations demand rapid response to new market and industry
developments. The result is a flatter organizational structure that encourages decisions made at
the lower levels. Individuals at the point of action possess more knowledge of the relevant
factors, and therefore, make quicker and better decisions. These organizational requirements
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demand an individual with certain attributes.
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We can use several technology advancement tools on team functioning to be more effective.
Now we will look at the tools and their impact on team functioning.
Email
Email means An electronic message sent from one computer to another.
Things team Can Do with Email
• Compose and Send: write an email and send it to other company.
• Reply: reply to an email that you received.
• Forward: pass on an email that you received to others.
• Attachment: You can send files with your email such as pictures, music, software and
documents
•
Advantages of E-mail in team work
• Managing Email is Easy
• Email is Fast
• Email is Inexpensive
• Email is Easy to Filter
• Transmission is Secure and Reliable
Mobile computing
Mobile Computing is a generic term describing your ability to use technology, that is not
physically connected, or in remote or mobile (non static) environments. Work from a non-fixed
location using portable computing/communications devices such as laptops, notebooks,
palmtops, smart cell phones and PDA‘s. Many times it happens that you are shopping in the
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mall or waiting for the flight at the airport suddenly your laptop or mobile gets connected with
internet and you are in the world of wireless network. Mobile Computing itself defines lots of
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meaning in different manners. Mobile computing works different with different things, but one

thing that is common with mobile computing that is it provides the freedom of moving and using
the resources very well. One is independent while using the services. Over the years it has
increased the productivity. There are different devices that work on the principal of mobile
computing such as PDA‘s, Laptops, Palmtops and cell phones. Wi-Fi is also a mobile computing
technology.
Advantages and Disadvantages of mobile computing in team work
Everything has two sides that are advantages and Disadvantages. There are many advantages
of mobile computing, the most important is that we are getting the freedom of movement and we
are not restricted to a particular area. It also gives us the facility of getting connected with many
devices at the same time. The Disadvantages are that the Wi-Fi or wireless network is not that
much secure as the wired network is, data can be hacked or can be stolen very easily if proper
security measures are not taken. Wireless network is also not very reliable as wired network as
it encounter many problems. The internet we access the through wireless network is affected by
wall and building, as we go deeper of inside the concrete structure the signals are affected and
connection slows downs. Another problem is that when many devices are connected through a
single device the speed that a particular device is getting is shared with all the devices. So we
can say that there are advantages also and there are some disadvantages also.
Technology like fax, 3G, laptops, also helping the team to perform well in the organization. Buy
using fax team can send letters and word formats to another place within few minutes. But
nowadays many teams are using email this tool is a very effective and fast. 3G facility is another
advantage that team can get. The team members in different places can watch their face and
discuss their team performance and improvements.
conclusion
Effective communication occurs when information is shared. By at least two people. Therefore,
communication must include the receiver back to the sender. The sender cannot know
conveyed as intended if there is no feedback from the receiver voicemail. Both parties are
responsible for the effectiveness of The evolution of new technology in recent years presents
that communications work as sender and receiver expect. Innovation in technology is helping
team in organization to perform really well.
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References
Task 1
Question 1.1 organizational behavior by Gregory Moorhead, ISBN-81-7722-524-3
www.freeebooks.com
Question 1.2 organizational behavior by Gregory Moorhead, ISBN-81-7722-524-3
Question 1.3 organizational behavior by Gregory Moorhead, ISBN-81-7722-524-3
Task 2
Question 2.1 organizational behavior by Gregory Moorhead, ISBN-81-7722-524-3
Question 2.2 organizational behavior by Gregory Moorhead, ISBN-81-7722-524-3
Task 3
Question 3.1 organizational behavior by Gregory Moorhead, ISBN-81-7722-524-3
Question 3.2 organizational behavior by Gregory Moorhead, ISBN-81-7722-524-3
Question 3.3 organizational behavior by Gregory Moorhead, ISBN-81-7722-524-3
Task 4
Question 4.1 organizational behavior by Gregory Moorhead, ISBN-81-7722-524-3
Question 4.2 organizational behavior by Gregory Moorhead, ISBN-81-7722-524-3
Question 4.3 organizational behavior by Gregory Moorhead, ISBN-81-7722-524-3
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