Organisational Behavior

Organisational Behavior
ALBA MSc In Strategic HRM
Understanding Organizations
Final take–home Exam
HENKEL CASE STUDY
a) Describe the new culture of Henkel, in terms of its artifacts as well as content. Critically compare
Henkel's culture before 2008 and after Kasper Rorsted's arrival. Which key Differences can you
identify? How can the new culture drive forward the new strategic objectives?
What is the magic recipe that can make a company effective, successful, fruitful and eventually
"Number One"? Henkel with Rorsted on the lead and an ambition of becoming the Leader in the
market had to move into radical changes. Radical changes which would lead to the new culture in
terms of its artifacts and cultural content. An organizational culture can be ... Show more content on
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He rewarded and welcomed innovation and placed a great emphasis on recruiting and retaining only
the elite employees, the best of the best – the ones who strive for success and winning.
It's not an easy task to change completely the culture of a company, to set new strategic objectives.
However, companies must change over time and not be static (Pfeffer J. , 1998). A strong culture is
an asset that a skilled manager can use and apply for the development of a company (Christensen,
2006) and Rorsted understands and applies that well. He managed to match the company's culture
with the strategic goals. He developed a specific and conrete action plan with clear strategic goals
and values and tried to communicate it among the employees. Only a company culture with clear
goals adjustable to changencan succed and perform excellency in the long run, as in the case of the
"new" Henkel (Christensen, 2006).
b) Critically evaluate the new performance evaluation system of Henkel. Which advantages and
disadvantages can you identify? Which are the implications of the new system for employee
motivation?
In terms of the general makeover that Henkel went through the performance evaluation system was
not left aside. It was necessary to re–create a new reward system. A new reward system that would
motivate people to perform at their best, and this was essential in order for the goals to be achieved
and make the company "The Leader". The new performance system was

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The Organisational Culture Of Tesco
Tesco is retail organisation working in the UK and has accomplish numerous turning points that
made them the greatest retail supermarkets everywhere throughout the world. The organisation is
working with various 67,784 stores in a wide range of nations on the world with a turnover of about
£62.284 billion as it is recorded in the year 2015. Business pattern of the Tesco incorporates grocery
stores, hyper stores, and superstores alongside their substantial assortment of organic and non–
organic item in the business sector. The organisation is recorded in the London Stock Exchange. It is
a part of FTSE 100 Index. Besides, the organisation is likewise one of the organisations that offers
internet shopping services to their purchaser and the reason in the quick moving time, when
individuals have restricted time to evaluate their life necessities, Tesco's potential buyers utilise the
organisation's online administration and recovery their time
1.1. Management Functions within Organisation
Handy's Model of Organisational Culture
Figure 1: Handy's Organisational Culture Model ... Show more content on Helpwriting.net ...
It is observed that Tesco is among one of the organisations that deals in the international market
however, it would be appropriate for the company to focus on their internal working structure so is
to increase their work balance and efficiency. Apart from focusing on power culture, organisations
nowadays mainly focus on different organisational structure while determining the work and flow of
power within the company. There are different types of organisational cultures that further help the
organisation to determine their internal working (Punnett, 2015). These

Levels Of Organisational Behaviour
Organisational Behaviour is a study of the way in which a human behaves in an organisation or
company. This study on human behaviour can be broadly classified into three levels, which define
the unique set of roles, responsibilities, and goals of people at each level of the organisation. These
levels are: 1. Individual Level: This level forms the base of the organizational behaviour and is
related to the individuals working in an organization. It includes the study of organizational
behaviour at the individual level and deals with the perception, personality, learning, motivation and
attitudes of the employees in an organization. 2. Group Level: The next level in organizational
behaviour is the group level, which includes the study of group formation, team conflict, leadership,
power and politics. It helps in gaining information on how to improve the team work, motivate the
employees, etc. 3. Organizational Level: The third level in organizational behaviour is ... Show more
content on Helpwriting.net ...
Improving quality and productivity: Increased competition has increased the focus on quality and
better productivity in organizations. Managers in the organization are aware that improvement in
quality and productivity cannot be achieved without the involvement of the employees. Organization
behaviour stresses on the importance of motivating employees to accept changes and accomplish
organizational objectives. 4. Developing employee skills: Due to the changes in the external
environment, organizational structure and increasing competition require that the knowledge and
skill base of employees is constantly upgraded. If the employees and executives are not equipped to
possess these required knowledge and skills, the organizational objectives cannot be achieved.
Development of skills and knowledge of employees can be achieved through training and
development programs, career development programs, induction and socialization, etc. this also is
one of the man challenges that is faced by the

Organisational Design
Nine tests of organisation design
The weight of research and insight into organisational design is heavy and growing. Michael Goold
and Andrew Campbell cut through the complexity and emerge with a new approach to organisation
design which includes a rigorous framework for design choices based on nine key tests of
organisational effectiveness.
Michael Goold is a director of the Ashridge Strategic Management Centre. His research interests are
concerned with corporate strategy and the management of multi–business companies, and he runs
the Centre's programme on Group Level Strategy.
Product–market strategies
What are the factors that should guide the choice of organisation design? There are many managerial
rules of thumb about things ... Show more content on Helpwriting.net ...
Many authorities counsel against designing an organisation around people, preferring to build
around the strategy and change the people if necessary. However, people cannot always be changed
and new ones with the required attitudes may be hard to find. So designs should take account of the
people available to lead and work in them. Finally, organisation design is subject to various
constraints, ranging from laws laid down by governments to organisational capabilities or resources
that are deeply embedded.
The people test: "Does the design adequately reflect the motivations, strengths and weaknesses of
the available people?"
The feasibility test: "Does the design take account of the constraints that may make the proposal
unworkable?"
The fit tests bring out the most important inputs that should guide organisation design choices.
Provided the design has been selected with these inputs in mind, there should be no problem in
passing the fit tests. However, organisation design choices are not always so rational. All too often,
organisations evolve in ways that are not sufficiently related to the strategy of the company, or else
pay scant attention to the limitations of managers who will fill key positions. In one company, we
were told that the structure had always been primarily driven by the balance of
All too often, organisations evolve in ways that are not sufficiently related to the strategy of the
company, or else pay scant attention to the

Organisational Behaviour
The organisational organ known as the team is becoming more and more apparent in today's
dynamic business world. Increasingly managers are searching for a means to improve production
and keep their organisation competitive in the global market. A lot of these managers have turned to
the team as a means for achieving this improvement. Quality circles were looked at to fulfil this
role. However, this form of team is being phased out and may have posed as incubator for the
current trend; self – managed work teams (Klein, 1995). These teams are increasingly being looked
at today to solve many an organisation's production problems and inefficiencies, and in the process
are both badly failing and greatly succeeding. Therefore, the discussion of ... Show more content on
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However, they obviously want to steer clear of the possible problems and costs that unsuccessful
team implementation can produce. As Dumaine (1994:86) points out, teams are the Ferraris of work
design. They're high performance but high maintenance and expensive. What organisations want is a
Ferrari with the costs of a Ford or Holden. Although all teams require maintenance and costs, there
are factors that can be fine–tuned to keep these costs to a minimum, which will also maximise a
team's success. The first factor that should be addressed before the actual team is implemented is,
what are the reasons for implementation? As Magee (1997:27) points out, the decision to form teams
involves taking risk. It means that the agency believes that the product of the team will be
significantly greater than what can be produced by any one individual. Therefore, management is
risking resources when appointing them to teams. So, the decision to create a team should only be
made if there will be an expected improvement in production. To help with this decision, a
comprehensive planning and study period should be carried out. This should be done so your
knowledge of teams and teamwork is high. This will help facilitate team building and from this the
building process can flow smoothly as a result of preplanning. The study process should not be

Organisation Behaviour is a study of a people, individuals and a group of people's thinking, feeling
and behaviour in a organisation. "That is, it interprets people–organisation relationships in terms of
the whole person, whole group, whole organisation, and while social system" （Nwlink.com, 2008).
Because most of us work in organisations, learning organisational behaviour is able to help us
understand, predict and influence the behavious of others in organisational setting, and trends in
organisational behaviour. One Australia hair–care company develop a range of hair products with
refillable packaging in order to maximise brand loyalty and minimise the cost to consumers and the
environment. Their innovative packaging are able to ... Show more content on Helpwriting.net ...
It is beliefs about what behaviour is require to achieve the desired results, it means that the
understanding what tasks to perform, understanding relative importance of tasks and understanding
preferred behaviour to accomplish tasks. As the climate change affecting the whole world, people
tend to consume in a more environmental–friendly way, which means that tend to buy product has
less impact on population, choosing a service with carbon offset and so on. For example, the hair–
care company who has product with refillable packaging, they understanding the trend of consumer
buying behaviour, so that to produce refillable packaging for their product and gain consumer
loyalty, also they are building their image as a environmental–friendly company, contributing less
packaging waste to landfill. By doing survey, they found that 20 to 30% of their sales are in face
refill sales as customers like knowing they are contributing less waste to landfill (Johnson, 2008)
Although they forgoes some profit by having 20 to 30% of sales as refills, but they benefit from
increased consumer loyalty, because of that, it is essentially ensuring the company understand how
do play a part in the business and for the environment.

INDIVIDUAL ASSIGNMENT THE MANAGERS JOB IN CONTEXT COURSE TITLE:
ORGANISATIONS: BEHAVIOUR, STRUCTURE, PROCESSES PRESENTATION DATE: 06 / 05
/ 2012 Table Of Contents: i) Abstract ii) Introduction iii) Job Responsibilities: Bank Manager iv)
Key Personnel Description and Relationships a) Organization b) Tellers / Personal Bankers c)
Customers – Existing / Potential d) Specialist Managers / Relationship Managers e) Summary v)
Diagram: Branch Structure and Interdependencies vi) Diagram Summary vii) Conclusion viii)
Bibliography / Reference i) Abstract: The report seeks to highlight the intricacies in the role of Bank
Manager in a retail branch of the banking industry. The aim ... Show more content on
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From the top, we clearly identify the BM as the leader of the group. The BM's contact to the lower
part of the scale seems minimal compared to the ABM but this does not diminish their authority or
dependability on each other. The Tellers are shown as the closest avenue to the customers and this
would be mainly due to the volume of customers they face each day. The diagram highlights the
ABM (in this example) as the main contact point for every group and/or individuals and is the key
link within the structure (Spolsky – 2010). This indicates the gravity and importance of the ABM's
role as the key to keeping the team together and working as one unit. Managing a larger team then
becomes a daunting proposition, where a smaller team may be less challenging but nevertheless, it is
still made of humans vii) Conclusion: For a larger business with more players to accommodate and
obviously more customers to serve, the system becomes challenging due to the larger size of the
groups and an increased number of personnel and personalities to manage. Miscommunication,
personality clashes and team disharmony are more common in larger groups that affect the team
structure and ultimately, may lead to team failure (Lencioni – 2002). Role definitions, hierarchy and
objectives are clearly defined within the structure. The structure relies very heavily on one role (the
BM or ABM) to be able to perform effectively and thus, the emphasis on

Organisational Culture
Organisation Culture as there are many ways in which you can define the subject my interpretation
of it is that it is structure of shared meaning which is held by members that differentiate the
organisation from other organisations. Culture has its origin in the organisational interaction. The
model put forward by Schein (1985) Schein divides organisational culture into three levels: Outer
layer: These outer layers are at the surface, those aspects (such as dress) which can be easily
recognised, yet are hard to understand; Values and beliefs: beneath the outer layer are "values &
beliefs" which are conscious strategies, goals and philosophies Basic Assumptions and Values: The
middle, the culture is ... Show more content on Helpwriting.net ...
WHSmith fits in with being a Task Culture this is because the organisation works as rewards are
based on results, if targets are met bonus are given if targets are not met bonus is not given out, also
for most of the day teams are self directed, with a minim structure which some times leads to
employees having it hard to sustain energy and enthusiasm for the job. Differences and Similarities
in culture between WHSmith and Boots The differences between WHSmith and Boots is that
WHmith fits in with being a Task Culture explained above and Boots being a Power Culture this is
because the Boots needs to have some set rules this is because they need to be trained in giving
medicine and have to ask certain questions to customers before they sell any medicine item from
there store, also Boots employees can not give advise on any product unless they have the training,
if they don't they have to call some of a higher rank to follow up the transition. Looking at the all
visible aspects of both company's Boots have a plain uniforms code and WHSmith don't. The
similarities WHSmith and Boots is that WHmith and boots make similar Visible aspects in the since
of language and jargon, both company's employees will greet you in the same way and give a
departing comment when you leave the store. Both company's have the same mottos "keeping the
customers happy and the customers will keep you happy"

INDIVIDUAL ASSIGNMENT THE MANAGERS JOB IN CONTEXT COURSE TITLE:
ORGANISATIONS: BEHAVIOUR, STRUCTURE, PROCESSES PRESENTATION DATE: 06 / 05
/ 2012 Table Of Contents: i) Abstract ii) Introduction iii) Job Responsibilities: Bank Manager iv)
Key Personnel Description and Relationships a) Organization b) Tellers / Personal Bankers c)
Customers – Existing / Potential d) Specialist Managers / Relationship Managers e) Summary v)
Diagram: Branch Structure and Interdependencies vi) Diagram Summary vii) Conclusion viii)
Bibliography / Reference i) Abstract: The report seeks to highlight the intricacies in ... Show more
This requires extensive product, policy and procedure knowledge and skill to communicate
effectively with the clients. They also require the knowledge and skill to identify specialised client
needs and to operate tools that enables performance efficiency and effectiveness. c) High valued
clients / Relationship Managers: Importance – Medium. Maintaining relationships is a very
important aspect of the managers daily routine. Existing clients also provide business for the branch.
They may vary in sizes from domestic to large multi–national corporations. They provide a source
for new business so there is importance in maintaining relationships and enhancing the branches
reputation. New business provides an avenue to achieve branch objectives. It is essential for clients
to have reliable sources that can execute and deliver on their needs efficiently, effectively and
accurately. The link is only as good as its support mechanisms, therefore, the skill of the people
involved in completing the task. d) Specialist managers (Financial Planning & Investments, Housing
Loans, Business Loans): Importance – Medium. Specialist managers offer higher value products and
require specialty managers that are accredited in providing products and solutions to clients.
Specialist managers rely heavily on branch resources due to the volume of customers that enter its
doors, as they are a reliable source of new business for the branch. e) All groups consist

Cognitive Intelligence (CI) and Emotional Intelligence (EI) are considered to be important
individual differences in the field of organisational behaviour and there is a lot of research to
support this statement. This essay will critically evaluate both concepts and discuss how cognitive
ability and EI are applied in modern organisations. It is clear that CI and EI both have very different
roles in the modern organisation and they assist in the prediction of success in both personal and
professional sectors of ones life. It is important to understand the main difference being that CI
implements the individuals mental function for understanding and developing a systematic
prospective in thinking whilst EI is considered as the ability for ... Show more content on
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There is also evidence presented indicating that GMA predicts performance within jobs and
occupations (Schmidt & Hunter, 2004). GMA testing during the hiring process of new employee can
assist with evaluating if the applicant has the skills for the role. GMA is viewed as important for
academic performance, during educational years though has little impact on performance in real
world performances (Schmidt & Hunter, 2004).
CI and EI both have their own strengths and weaknesses within a modern organisation. There are
growing bodies of research which demonstrate that EI is a better predictor of success than traditional
measures of cognitive ability. The workplace is an ideal environment for people to develop their
social and emotional skills, as individuals are motivated to develop those capabilities in pursuit of
success and promotion. The concept is equally important to employers, as their bottom–line
productivity results can rest on the emotional intelligence of the whole organisation. When
executives and employees work to improve capabilities in areas in which they are weakest, it
benefits the entire organisation, improving communication and increasing productivity. Research
indicates that individuals with high level of CI are required to have high level of EI and individuals
with low level of CI are required to have low level of

Unit 3: Organisations and Behaviour
Assignment 1
An organisation is defined as a clearly bounded group (or groups) of people interacting together to
achieve a particular goal in a formally structured and co–coordinated way.
A hierarchy organisation is when employees are ranked at various levels within the organisation,
each level is one above the other. A tall hierarchical organisation has many levels and a flat
hierarchical organisation will only have a few.
Flat Hierarchy
http://limkokwingmba.files.wordpress.com/2008/08/hierarchies.jpg
Flat hierarchies were introduced to cut costs as fewer people are now being employed as managers
or supervisors. This then leaves current staff with greater responsibility as their span ... Show more
This then allows staff to specialise in their specific area.
Clover Leaf Structure
This structure provides a "more radical design within a system approach to the entire organisation".
Management is at the centre of the leaf and participates in all 4 major organisational systems co–
ordinating the work of each of these systems as well as determining organisational objectives.
The four structures I have decided to compare and contrast are; ▪ Simple line ▪ Functional ▪ Matrix ▪
Clover Leaf
A simple line structure is connected by solid, vertical lines connecting staff to display direct line
relationships. Senior staff in this structure are referred to as line managers. This type of structure
would operate best for a small business employing a small number of employees, meaning staff are
directly responsible to the person immediately above them. This differs to the functional structure as
it works best in a large business employing specially trained staff in a particular area i.e., Marketing,
Research and Development and allows employees to use their skills to their full potential. Also each
member belonging to a particular part of the functional area responds to the Head of their

Department, who then responds to the Board of Directors, whereas in the simple line structure
communication is direct. Simple line structure is much more 'simple' in terms of layout,
communication and approach.
The second structure which I will compare is a Matrix

The Influence of Organisational Structure on...
The success or failure of an organisation can often be attributed to the sum of their parts such as
staff, profit, products, strategy, technology, environment, structure and culture. These parts or factors
can directly contribute to the strengths or weaknesses of an organisation and they are all interrelated.
This essay will examine organisational structure and organisational culture and the influence
mechanistic and organic structures have on organisational culture.
Organisational structure, as defined by Hodge, Anthony & Gales (1996), is "the sum total of the way
in which an organisation divides it's labour into distinct tasks and then coordinates them" (p.32). It is
a set of structural elements used to manage the total organisation ... Show more content on
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A major weakness of this structure can be its effect on communication. Communication in this
model often travels vertically from teams to senior management rather than across all functional
groups. This can cause a duplication of efforts, where multiple teams are trying to achieve the same
objective or doing the same work, a lack of cooperation between groups where they only focus in
what is in their own best interests and the change of focus from the business goals to the individual
groups goals (Banner & Gagne, 1995).
Divisional and conglomerate designs have some similarities. Both are based on separate businesses
operating under the larger framework of a parent company or organisation, however, in a divisional
structure the businesses are directly related to each other whereas with a conglomerate structure the
businesses are unrelated separate entities. Both structures are based on product departmentalisation,
which is where each business is responsible for producing their own service or goods, responsible
for profits and losses and have their own independent general managers (Davidson et al, 2009).
A divisional design will often report into a central head office and is able to utilise shared services
such as human resources, site services and payroll. This structure allows each separate business to
focus solely on their specific objectives,

Theories Of Organisational Behaviour
Bsc Business Mangment
Module MGT 1030 (BSC BM)
Organisation Behaviour
Task: Summaries using practical example the theoretical underpinning of the subject for the benefit
of the Board of Directors in order to gain additional funds for the HR department.
Organizational behavior is known as the study of human behavior in and around a structured work
environment. It is evidently known that humans tend to behave differently as they come from
different environment, culture and religion.
"An organization structure defines how activities such as task allocation, coordination supervision
are directed toward the achievement of organization aim"
Organisation behavior is the study of management conflicts and stress, organizational development,
... Show more content on Helpwriting.net ...
Analyse how organisational theory underpins principles and practices of organising and of
management
To analyse organizational theory we must first look at what organizational theory is.
" organizational theory is a loosely knit family of many approaches to organizational analysis"
Organisational theory and management is applied in different ways in business, for a staff to become
productive in their job they must adhere to the theory to help them become successful in their duties,
even though doing this may course them to loosing up in their personal believes and principle. In
this same manner management theory can underpin the principle and believes of an individual, but
for a manager to carry out their duties successfully they have to first put the company first before
their principles. If a company decides to make a decision that is not suited with the mangers
principle or believes the manger will have to follow the companies' procedure first so as to produce
a good job to achieve the companies goal. Even though it is difficult to manage both the
organization theory and the management theory it also important follow the organization

Organisational Structure
5. Two confronting cultures
5.1 Organisational structure
The organisational structure of a company reflects its culture, its management style and its leader
attitude in addition to the environment in which it has to operate. Without giving a full description of
the two airlines structure it is worth saying that British Airways and Virgin Airlines mainly differ in
two aspects: size and culture. Both companies have a structure which is mostly dictated by
operational needs characteristic to every airline. British Airways has a more formalised structure
with precise rules and procedures, due to its size and the global scope of its activity. A major change
in the last years has been the reduction of its management layers, between the chief ... Show more
Middle management, which is key to the implementation of any strategy and the outcome of cultural
change, is still ruled by separate functions and at the top all the weight still goes on the individualist
functions of high finance and take–over. There is still some job to be done (see Illustration 5.2).
[pic]
Competitive Politicised
Functionalist Specialist
Co–operative Service oriented
Illustration 5.2 – British Airways' cultures
The reason for BA's success lies in the radical change of its culture undertaken in the 80's and which
is still going on, as Mr. Ayling stated recently. BA managed in the 80's to change from the airline of
last resort to the world's favourite carrier. The airline was grossly overmanned, unpunctual and strike
prone, with a very special disdain for passengers. It needed a coherent philosophy on how the
customer can best be served. Most of the change has been prompted by a marketing orientation.
Customers have been posed at the centre of the attention and individuals have been empowered to
take initiative. It learned to respond to customers' requirements and co–act on individuals' initiatives.
Ayling is now concerned about how to remove the last vestiges of bureaucracy.
A customer oriented culture is vary important for an airline. Its reputation relies mostly on

Statement Of Organisational Psychology
Addendum by Erden Ozan Cesur
As the one that has worked in various areas of Human Resources for more than 13 years, it is my
strong desire and goal to make a career shift to academic life in the field of Psychology in general
and Organisational Psychology in particular. The main motive that leads to this major shift in my
career is that I believe that an academic career starting with master degree and then followed by a
PhD in the field of Organisational Psychology is promising opportunities for gaining life authoring
insights and greater understanding about cause and effect relations that will unlock secrets about the
main motives of behaviours by the help of knowledge offered by Psychology. In that respect, I
believe that Organisational Psychology programme, which has unique characteristics in many ways,
especially on the base of social justice focused philosophy of the programme, offered by Adler
University would make great contribution to my professional career and personal development.
In order to take necessary steps that lead to my objective, as it is known, I made an application to
Adler University for the programme commencing by September 2015. Due to economic instability
in my home country, unfortunately, my family came across with financial problems and for the sake
of supporting them financially and emotionally throughout ... Show more content on Helpwriting.net
...
I would like to share this paper as an attachment to this addendum because subject of study was
inspired from the conversation that I had with Dr.O'Neill about subjects of thesis carried by cohorts
at Adler University. For the future, my intention with respect to this paper is expanding its scope
through reconsidering 'whistle–blowing' phenomena as a case study, which is a kind of concrete
manifestation of courage in

Characteristics Of The Organisational Culture
Table of Contents
Introduction:– 3
Organisation Culture:– 4
Characteristics of the organisational culture 4
Do the right thing:– 5
Show we care:– 5
Aim Higher:– 6
Celebrate Difference:– 6
Work better together:– 6
Leadership Styles 8
Strategy for communicating business information 8
Pro active strategies to eliminate barriers of communication 10
Team work 11
Conflict resolution policy 13
References 15
Works Cited 15
Introduction:–
Organisation Culture:–
Fard, Rostamy and Taghiloo (2009) states that organisation culture is assumed worldwide as a
gadget that is utilized by management to frame and deal with the beliefs, prespective and behaviour
of people and taking into account that the organisation can attain to their vision and their mission.
Characteristics of the organisational culture
(Fard et al., 2009)
Room to act naturally:– To verify that every one of us communicate our purpose of making Great
Hotels guests love and are engaged in accomplishing it, we have pledge to our people that we will
make a situation and society where they can give their best and have any kind of effect. We call it
room to act naturally ( InterContinental Hotels Group, 2014).
We might all work for diverse brands, talk distinctive languages and like diverse things, however we

're all passionate about something, whether your passion is karaoke or kayaking, we guarantee to
give you a situation where you can bring the same measure of vitality and

Organisational Control
Organisational control
Control: track progress: –employees * Product * Strategies * Goals
Control means reviewing, monitor, check * Managers monitor and regulate how efficiently and
effectively an organisation and its members are performing the activities necessary to achieve
organisational goals. * Managers keep an organisation on track, anticipate events, and change the
organisation to respond to opportunities and threats
Control systems
Flexible because environment change
Timely manner: for eg a 6 weeks reviews: will track, check and have reviews * Control systems are
formal, target–setting, monitoring, evaluation and feedback systems that provide managers with
information about how well the organisation's ... Show more content on Helpwriting.net ...
* Goal setting and establishing output controls are management skills that are developed over time.
Management by objectives (MBO) * A goal–setting process in which managers and subordinates
negotiate specific goals and objectives for the subordinate to achieve and then periodically evaluate
their attainment of those goals. * Specific goals are set at each level of the firm. * Goal–setting is
participatory with manager and worker. * Periodic reviews of subordinates' progress toward goals
are held (pay raises and promotions are tied to goal attainment). * Teams are also measured in this
way with goals and performance measured for the team.
Bureaucratic control
A rigid system so no creative ideas, and have strict procedures, everyone should follow the
structure: – is not flexible, not for dynamic envir, and people are not motivated. * Control through a
system of rules and standard operating procedures (SOPs) that shapes the behaviour of divisions,
functions and individuals. * Rules and SOPs tell the worker what to do (standardised actions) so
outcomes are predictable. * There is still a need for output control to correct mistakes. Bureaucratic
control is best used for routine problems in stable environments * Problems with bureaucratic
control * Rules easier to make than discarding them, leading to bureaucratic

Organisational Skills
Organisational, Professional and Academic Capability PDP3
Personal Development Plan for:– Elizabeth Croft
Tutor:– Aarti Vyas–Brannick Course:–BAAB
Date of Submission:– 14TH May 2007 Tutor Approved YES/NO/ (if no see attached sheet) A.
LEARNING CAPABILITY The skill I developed most in the Learning Capability quadrant was my
learning profile. Becoming more organised was an aspect of my personal development which I
thought most important as a basis on which to grow and develop my professional capabilities.
What I did, was first start to tidy my belongings around me. This involved filling away all my clutter
into a storage system of boxes under my desk and then started on organising all my lecture and
tutorial ... Show more content on Helpwriting.net ...
This may have been due to shyness however from realising this sooner rather than later then I was
able to do something about it before it was too late.
I started to get more involved in group tasks in tutorial by gaining a role in the group, whether this
was a team leader or a researcher, I managed to do this quite easily and soon enough I was creating
some great relationships with my class mates which also spread to outside the tutorials.
What I now do differently as a result of achieving this goal is become a much stronger personality
around other people. I have been pleased to find class mates asking to work with me on tasks as they
say they work well with me. I have now become the most involved in group tasks and often find
myself becoming the team leader. This has become apparent recently when finding a house for eight
of us to move into in 2nd year. I was the one who was finding all the houses to view and arranging
appointments with estate agents and also organising the contracts and deposits from everyone. We
have now signed for a fantastic 10 bed house which I managed to negotiate a great deal for 8 of us
to move into. I am very proud of this achievement.
What I found easy was actually being a team leader once into that role as it seemed to be a role that
came very easily to me and maybe this says something for future jobs prospects.
What I found difficult

Organisational Structure
Contents Introduction 2 Organisation structure 2 Types of structures 3 Functional Structure 3
Divisional Structure 4 The Matrix Structure 5 Team–based structure 6 Network structure 7 Factors
that affect structure 7 Conclusion 8 Bibliography 9 Introduction The purpose of this paper is to
explore organisational structure, examine the aspects that impact the structure of an organisation and
discuss how managers should use this information. Organisation structure The organising process
leads to the creation of organisation structure.Organisation structure can be defined as the
framework in which the organisation defines how tasks are divided, resources are deployed and
departments are coordinated (Samson & Daft, 2009, p. ... Show more content on Helpwriting.net ...
The company is divided into separate units based on different products or markets. The company
breaks up its operations into manageable units or little companies which then operate under a
mechanistic structure. The units may share some corporate resources, such as research and
development facilities, but overall, they are relatively autonomous. The units are guided by a
corporate–level strategy which outlines the desired results. However, the units are free to realize
corporate–level objectives of their own choosing. Hence, this structure is much more flexible and
adaptable to market and product needs than the functional structure (Martinsons & Martinsons,
1994, p. 24). Advantages of divisional structure Fast response, flexibility in an unstable environment
Fosters concern for customers' needs because product responsibility and contact points are clear
Excellent coordination across functional departments Easy pinpointing of responsibility for product
problems Emphasis on overall product and division goals Development of general management
skills Best in large organisation with several products Disadvantages of

Circular Organisational Structure.. Standard Circular...
Circular Organisational Structure Standard circular organisational structure shows the business CEO
in the centre and all the key management and staff positions reporting directly to him/her. This is an
advantage as it means that if the CEO decides to make any modifications in the procedures of the
company, they have the power and choice to decide if they wish to inform all the appropriate people
who report to him because of his/her decision. However, it could also be a disadvantage on the
CEOs part because not everyone is on the same page in terms of coordinating what must be done to
strive the business forward.
A good way to overcome problems like this is to have a circular organisational structure where all
functional management ... Show more content on Helpwriting.net ...
It is quite a centralised system with the majority of the decision making taking part at the top of the
business. This is definitely seen in the top 3 layers. We can deduct from the diagram that the
decision making is passed down the hierarchy with each layer having more people to command and
this may mean that information passed from the top may be tampered with or lost easily and this is a
disadvantage. Furthermore, it will be very hard for the manager of each department to keep track on
everything their employees are doing and this may lead to a fault somewhere in the system. There is
a lot of chance for promotion in the lower part of the structure but as you get higher and higher in
the ranks it becomes increasingly harder to get promoted due to smaller amount of management this
also makes the chain of command very long.
The Managing Director is presented at the top of this pyramid as he is at the top of the hierarchy and
has set the agenda for the business or in this case factory. There are 7 layers in this pyramid which
means information won't be passed around effectively and there are 6 below the MD and the first
line consists of all the directors of each department and most don't have major teams to manage
apart from the Manufacturing Director as this is the key area of the automobiles. The second line
consists

Organisational Management
« Critically evaluate the view that the only essential ingredient of a successful manager is the ability
to handle people and relate in a caring and meaningful way to the individuals being managed »
A manager is the person responsible for planning and directing the work of a group of individuals,
monitoring their work and corrective actions when necessary.
To be a successful manager is not that easy and ask certain competencies, the most important issue
in management success is being a person that others want to follow. It is expected that managers
have technical skills but the bigger test is in the way they manage people. This is perhaps the most
critical and elusive skill set of all. Weak people skills lead directly to lost ... Show more content on
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The basic message is that different people perform better under different circumstances, and that
they also get motivated in different ways which means that what works for one may not work for
another. Managers in conjunction with human ressources is the best combination or ingredient to
make the employees achieve their goals which will lead the managers to the successful way. Other
ingredients are very important to a successful manager, like, the Emotional Intelligence is the
second ingredient to agree with the statement. This is a relatively recent model behavioural model.
In 1998, Daniel Goleman set out a framework of Emotional Intelligence that reflects how an
individual potential for mastering the skills of self–awareness, self management, social awareness,
and relationship management translates into on–the–job success ( The Emotionally Intelligent
Workplace, 1998, D.Goleman). The Emotional Intelligence can unlock productivity and creativity. It
involves the team being aware of and taking into account the emotions of its members, the mood of
the team itself and the other teams or groups as well that it interacts with. Emotional Intelligence (
EI ) is increasingly relevant to organisational development and developing people. The emotional
quotient (from the emotional intelligence theory) principles provide a new way to understand and
assess people 's behaviours, management styles, attitudes, interpersonal skills, and potential. It 's an

Understanding organisational culture
Assignment 1 – Understanding your Organisation
Due Date: 21 October 2009
WHD Organisational Chart – Figure 1
According to Mclean and Marshall (1993) organisational culture is defined as the collection of
traditions, values, policies, beliefs and attitudes that contribute a pervasive context for everything we
do and think in an organisation. (ie) this means that these factors actually determine how we think as
well as act and react not only to people from within the same organisation but also to anybody on
the outside who has some sort of interaction with the organisation. As can be seen with the part–
structure in Figure 1, this organisation (WHD) has various levels of management. There is quite ...
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This type of culture demanded that jobs be filled by experts in specific fields (eg) Sales reps on the
hardware side of the business were being filled by qualified builders who could not only sell across
the product range but who knew hardware building products and its functions expertly. The same
went for the plumbing side of the business where plumbing sales reps were qualified plumbers. My
position of Brand Manager demanded someone with a Marketing or Branding background. Those
who worked in these specialised roles were, however, governed and controlled by strict rules and
procedures co–ordinated by senior management within the branch. The culture at branch level is
very indicative of the Role Culture pointed out by Handy/Harrison (1993) in their model of
Characterising Culture. Pettinger mentions that the key relationship in Role Culture is based on
authority and the superior – subordinate style of relationships. (Pettinger R: Introduction to
Management, 4th edition 2007, page 354)
Diagram depicting Role Culture...Handy/Harrison (1993)
The Temple
What Handy/Harrison (1993) are illustrating in the diagram depicting Role Culture, better known as
The Temple, is that Role Culture rests on the strength of strong ''organisational pillars'' ( class
handout – Keith Mattacks). (Ie) the function of specialists in different departments and positions co–
ordinated through line management in each

Organisational Complexity
COMPLEXITY
As an organization grows, there is a necessity to grow from generalist to specialist organization.
Organization structure is all about grouping the people and the tasks in the best way, that tells them
what to do and what not to do. In small organizations, there is random communication amongst
people, but in large organizations communication clustering starts happening. People start
clustering, communicating with people depending on their need. For example, Sales people cluster
with other Sales people and Finance people communicate more with other Finance people. So,
communication is maximum within clusters and there is minimum inter–cluster communication
generally. So, the objective of organization ... Show more content on Helpwriting.net ...
It is the way in which organizations typically coordinate activities that have been horizontally
differentiated. Departments can be created on the basis of simple numbers, function, product or
service, client, geography, or process. Most large organizations use all the six. In small
organizations, people are informally grouped in terms of simple numbers.
VERTICAL COMPLEXITY
Vertical differentiation refers to the depth in the structure of the organization. It increases with the
number of hierarchical levels in the organization.
As the number of levels between top management and operatives increases,
i. The potential of communication distortion increases ii. It becomes difficult to coordinate the
decisions of managerial personnel iii. It becomes difficult for the top management to oversee the
actions of the operatives
Vertical and horizontal differentiation should not be constructed as independent of each other.
Vertical differentiation is a response to an increase in horizontal differentiation.
SPAN OF CONTROL: Organizations with same number of employees need not have the same
degrees of vertical differentiation. Organizations can be tall, with many layers of hierarchy, or flat,
with few levels. The determining factor is the span of control. The Span of control defines the
number of subordinates that a manager can direct effectively. If this span is wide, managers will
have a

Organisational Change: Can an Organisational Culture Be...
Organisational change: can an organisational culture be changed?
Despite its ordered and steady foundation, organisational culture can be changed if it is guided by a
comprehensive strategy. An organisations culture is founded by relatively stable characteristics,
based deeply on values that are enforced by organisational practices. However, an organisational
culture can be changed. This essay will aim to establish this and explain the measures which are
involved in changing an organisational culture. In order to explore this, the notion of organisation
culture will be defined. In addition, the reasons and situational factors that bring about the need for
cultural change will be explored, in line with the effectiveness of strategies for ... Show more
Two theorists whose ideologies can be applied to change an organisational culture include Frederick
W. Taylor and Edgar Schein. Firstly, Frederick W. Taylor, a management theorist, significantly
contributed to establishing a scientific management approach to the workplace in the late 19th
century. "Taylor's most important contribution entails his principles of scientific management in
which his theory aims to create efficiency in the workplace by scientifically testing different
combinations of procedures, techniques and tools" (Mills, Helms – Mills, Bratton, & Forshaw, 2007
p. 25). Taylor felt that inefficiency in the workplace was due to three main factors which included
attitudes of the workers, methods of work and the system of management control. Taylor concluded
that these inefficiencies would be improved by a scientific approach to management. A summary of
the issues that came from Taylor's study of organisational behaviour includes issues of work
attitudes, job design, structuring of organisations, recruitment and selection, motivation, reward
systems and management control (Mills et al., 2007 p. 25). These issues are synonymous with key
components

The topic canvasses the effects of organizational culture on the M&A. This annotated bibliography
is composed of research based, case study and literature reviewed articles, that all of them are
recently published papers. Although in the aspect of mergers and acquisitions, organisational culture
has various definition and encirclement (Riad, 2007), from recently introduced emotional
intelligence (Harrison–Walker, 2008) to theoretical definitions (Schraeder & Self, 2003), and also
there are some debates about the direction of its effects on M&A (Stahl & Voigt, 2008), but its
influences on M&A are undeniable. (Stinchcomb & Ordaz, 2007) The most important effects of
organisational culture on M&A could be summarised as goal and mission ... Show more content on
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Findings of the research have been categorised in three different aspects. In cultural type aspect, the
most important findings are the lack of effective communication management and the absence of a
clear strategy for implementing the merger. It have been founded that most of the observed
companies have set the financial benefits and economics of scale as their main objectives. In human
resource aspect, It has been founded that no attempts have been made for finding the organisational
fit before the mergers and this caused a high level of uncertainty between the employees. Finally,
because of the bad management of turnover during the merger, most of the companies have lost their
top manager and staff significantly. Integrating the attributes of human resource and organisational
culture are on of this article significance. This article has evaluated the success of the mergers and
acquisitions by interrelated characteristics between these two main fields. Another significance is
the location of the research, South Africa, Which there are a few research related to that country. The
research has used only five companies that mean a very small sample size. Furthermore, companies
have been chosen from different industries and sectors, which reduce the precision of the findings. It
could be added that the authors have used qualitative research, which means the findings are highly
based on the interpretation of the authors. Article utilised

Rspca Organisational Structure
RSPCA: The organisational structure of RSPCA is tall because this business is international with
172 stores with 2000 employees. The organisational structure of RSPCA is tall since the business is
huge and the chain of command in this business supports power and control. In this business the
CEO has power and the line in RSPCA is rigid and clear, which indicates this business pay staffs to
work as the business is huge. Nevertheless the communication channel in this business is slow
because there are several sectors of function areas and method is slow as the message can take time
to get to all the departments. The span of control in RSPCA is small as the CEO obtains the power
and control over the organisation and in each department, the manager is responsible for employees
working under them. RSPCA vision is to ensure all animals are valued and treated with kindness
across the world and their mission is to stop cruelty, promote kindness to all ease suffering of all
animals. The key aims for 2017 for RSPCA ... Show more content on Helpwriting.net ...
This would benefit this business as they would provide the suitable care for animals when they need
and it can be effective. This business can improve their services and operational model to ensure
they meet public desires and expectations. Also it can develop services with the help of their
functional sectors to develop support service for their health centres, clinics and other branches to
sustain viability in crucial areas of need. On the other hand, to achieve this aim, RSPCA can
negotiate with governments in England and across the world to appeal for constitutional powers for
their inspectors. This can help to achieve this aim and benefit the

ORGANISATIONAL BEHAVIOUR – ESSAY
Essay Topic:
One set of authors state that "An organisation's ability to manage change will have a significant
effect on its performance and prosperity" (Graetz. F., et al, 2006, p2 in Grates F. et al, 2006,
Managing Organisational Change, John Wiley & Sons, Australia), whereas another author claims
that few corporate change efforts have ever been successful (Kotter, J.P., 2005, 'Why
Transformational Change Efforts Fail', Harvard Business Review, March–April 1995, pp 59–67).
Discuss these two statements and build an argument that explains this apparent contradiction with
regard to relevant organizational behavioural theory.
In my opinion, the statements presented above do not contradict one ... Show more content on
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7) Consolidating Improvements and Producing Still More Change – Using increased credibility to
change systems, structures, and policies that don't fit the vision, hiring, promoting, and developing
employees who can implement the vision and reinvigorating the process with new projects, themes,
and change agents.
8) Institutionalising New Approaches – Articulating the connections between the new behaviours
and corporate success and developing the means to ensure leadership development and succession.
The lessons learned from the more successful cases is that the change process goes through a series
of phases that, in total, usually require a considerable length of time. Another lesson is that critical
mistakes on any of the phases can have a devastating impact, slowing momentous and negating
hard–won gains. Perhaps because we have relatively little experience in renewing organizations,
even very capable people often make at least one big error.
Kotter (1995) lists the following errors why transformation efforts fail?
1) Not Establishing a Great Enough Sense of Urgency
2) Not Creating a Powerful Enough Guiding Coalition
3) Lacking a Vision
4) Under communicating the Vision by a Factor of Ten
5) Not Removing Obstacles to the New Vision
6) Not Systematically Planning For and Creating Short–Term Wins

7) Declaring Victory Too Soon
8) Not Anchoring Changes

Organisational Behavioure
ROBBMC08.QXD.0132431521 12/15/05 12:25 PM Page 258 Reason is, and ought only to be the
slave of the passions, and can never pretend to any other office than to serve and obey them. – David
Hume Emotions and Moods After reading this chapter, you should be able to: 1 Differentiate
emotions from moods. 5 2 Discuss the different aspects of emotions. Discuss the impact emotional
labor has on employees. 6 Identify the sources of emotions and moods. Discuss the case for and the
case against emotional intelligence. 7 Apply concepts on emotions and moods to OB issues. 3 4
Describe external constraints on emotions. LEARNING 258 OBJECTIVES
ROBBMC08.QXD.0132431521 12/15/05 ... Show more content on Helpwriting.net ...
What Are Emotions and Moods? Although we don't want to obsess over definitions, before we can
proceed with our analysis, we need to clarify three terms that are closely intertwined: affect,
emotions, and moods. Affect is a generic term that covers a broad range of feelings that people
experience. It's an umbrella concept that encompasses both emotions and moods.5 Emotions are
intense feelings that are directed at someone or something.6 Moods are feelings that tend to be less
intense than emotions and that often (though not always) lack a contextual stimulus.7 Most experts
believe that emotions are more fleeting than moods.8 For example, if someone is rude to you, you'll
feel angry. That intense feeling of anger probably comes and goes fairly quickly, maybe even in a
matter of seconds. When you're in a bad mood, though, you can feel bad for several hours. Emotions
are reactions to a person (seeing a friend at work may make you feel glad) or event (dealing with a
rude client may make you feel angry). You show your emotions when you're "happy about
something, angry at someone, afraid of something."9 Moods, in contrast, aren't usually directed at a
person or event. But emotions can turn into moods when you lose focus on the event or object that
started the feeling. And, by the same token, good or bad

"The study of the structure, functioning and performance of organisations, and the behaviour of
groups and individuals within them" Derek Pugh's (1971)
This influential definition of organisational behaviour was by Derek Pugh in 1971. Human
behaviour is the way people act and react to situations and circumstances, each individual is
different, therefore it is essential for an organisation to study human behaviour in order to
understand the workforce. By observing and understanding each individual the organisation would
improve performance; organisational behaviour can be considered as the key area of management.
Organisations study organisational behaviour within by; investigating individuals, social perception,
attitudes and ... Show more content on Helpwriting.net ...
Organisations when recruiting ask questions that provide a better insight into candidates'
personalities in order to select the best candidate for the vacant job, this is very important in the
recruiting process because if the chosen candidate's personality does not suit the given job, the
organisation will not get a 100% commitment from the person when recruited, the reason
organisations spend a great deal of time, money and effort in the recruitment process to avoid all
their efforts going in vain. This could be argued against as one of the contemporary issues with
organisational behaviour is regarding the recession. Organisations need to reduce costs on employee
wellbeing.
Abraham Harold Maslow the famous psychologist changed the whole prospect of psychology
leaving a profound impression on society and business through his great theories. Maslow
understood human nature, motivation and self–actualisation better than anyone else in his time; he
introduced his theory on human needs in a hierarchy with five levels in 1943. Organisations need to
acknowledge and make use of Maslow's work and only then can they successfully motivate
employees to work more than their required potential as a result a thriving business.
By identifying and acknowledging these levels, we can be motivated to maintain and/or exceed a
level to reach self–actualisation therefore to be

What Is Organizational Culture?
Organizational culture refers to a system of shared assumptions, values, and beliefs that show
employees what is appropriate and inappropriate behavior.[1]
These values have a strong influence on employee behavior as well as organizational performance.
In fact, the term organizational culture was made popular in the 1980s when Peters and Waterman's
best–selling book In Search of Excellence made the argument that company success could be
attributed to an organizational culture that was decisive, customer oriented, empowering, and people
oriented. Since then, organizational culture has become the subject of numerous research studies,
books, and articles. However, organizational culture is still a relatively ... Show more content on
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In addition to having implications for organizational performance, organizational culture is an
effective control mechanism for dictating employee behavior. Culture is in fact a more powerful way
of controlling and managing employee behaviors than organizational rules and regulations. When
the company's environment. To the extent shared values are proper for the company in question,
company performance may benefit from culture.[5]
For example, if a company is in the high–tech industry, having a culture that encourages
innovativeness and adaptability will support its performance. However, if a company in the same
industry has a culture characterized by stability, a high respect for tradition, and a strong preference
for upholding rules and procedures, the company may suffer as a result of its culture. In other words,
just as having the "right" culture may be a competitive advantage for an organization, having the
"wrong" culture may lead to performance difficulties, may be responsible for organizational failure,
and may act as a barrier preventing the company from changing and taking risks.
In addition to having implications for organizational performance, organizational culture is an
effective control mechanism for dictating employee behavior. Culture is in fact a more powerful way
of controlling and managing employee behaviors than organizational rules and

Organisational Analysis
ORGANISATIONAL ANALYSIS OF ZENITH BANK PLC BY GINA PEARCE SUBMITTED
MAY 4TH 2009 An Action Learning Assignment submitted to Business School Netherlands,
Nigeria in partial fulfillment of the requirements for an MBA Degree TABLE OF CONTENT
CONTENTS PAGE 1.0 INTRODUCTION................................................................................ 4 1.1
Background............................................................................... 4 1.2 Nature and
Size.......................................................................... 4 1.3 Departments, Products and
Services................................................ 4 1.4 Vision and
Mission...................................................................... 5 1.5 Researcher's Functional ... Show more
(Ezeoha 2007) After the successful recapitalisation of Zenith Bank Plc in 2005, it became a global
bank with subsidiaries which are stated thus: Zenith General Insurance, Zenith Securities, Zenith
Trustees Limited, Zenith Capital, Zenith Medical, Zenith Life Assurance, Zenith Pension Custodian,
Cyberspace Networks, Zenith Bank Ghana, Zenith Bank Sierra–Leone, Zenith Bank Representative
Office South Africa and Zenith Bank UK. 1.2 NATURE AND SIZE Zenith Bank Plc is one of the
country's foremost banks that provide superior financial services which cater mostly to high net–
worth individuals, multinationals, manufacturing companies and conglomerates. Customer
satisfaction, sustainable stakeholder value creation, professionalism and good corporate governance
underline and mould the corporate and business strategy of the Bank. Zenith Bank Plc has a network
of over 300 branches in Nigeria which are strategically located to satisfy consumers in respect of
proximity and convenience for ease of transactions. It currently has about 3000 people in its
employment. As at September 2008 it was the largest bank in the country and all of West Africa with
total assets of ₦2.5 trillion (US$21

The Theories Of Organisational Management
Organisational management is the art in which those with authority organise and control re
Organisational management is the art in which those with authority organise and control resources
in a particular so that they can achieve a predefined goal. Organisational management should give a
sense of direction to their workers, so that everyone is aware of their roles and responsibilities.
There are number of theorist who have taken up a central position regarding the discussion of
organisational management, each hold a unique view on the topic. This inevitable led to the creation
of multiple relevant theories that propose a unique way of constructing and organising an
organisations.
The early thinkers can be described as classical theorist. They can be credited for inspiring neo–
classical and modern movement regarding topic. The early thinkers can be described as innovative
thinkers, however they can also be described as rigid thinkers who clung tightly to preconceptions
and generalisation. Therefore, classical theorist can be seen as being relevant when trying to
understanding some concepts regarding organisational behaviour. Which enables us to comprehend
and manipulate a large array of management levers, levers which can be used to direct an
organisation.
The industrial revolution facilitated innovation, within such a time the way products were created
and sold drastically changed. Inventions improved and altered the means of production, this
increased productivity

There are four theoretical approaches of organizational behaviours which are classical, systems,
human relations and contingency approaches that used in management but not certain to use just one
approach in a company. It is because every company has different circumstances during various
periods. But management have to understand about the main features of each approach to make the
best decision.
Classical Approach
Firstly, classical approach emphasis on the planning of the work, the technical requirements of the
organisation, principles of management, and the assumption of rational and logical behaviour. There
are two key elements in this approach which are scientific management and bureaucracy. For the
scientific management, F.W. ... Show more content on Helpwriting.net ...
The final one is McGregor's Theory X and Y. Under Theory X assumption, people do not like work
and try to avoid it. Most of them have to be led and supervised. Under Theory Y, people do not
naturally dislike work and do their best to acknowledge personal reward like recognition and
appreciation.
However, there still are some criticisms on this approach. The Hawthorne experiments have been
judged on methodology and do not take into enough account of environmental factors. Also, it may
over–simplified of complex behaviours and ignore internal social factors such as the 'sex power'
differential. Therefore, for the psychological of workers, they can have personal growth in the
company as they may have a chance to give an idea on the related work. It will definitely motivate
workers to work well.
System Approach
The third approach is system approach. '' The systems approach to management is a concept which
views a company as an interconnected purposive system that consists of several business sections. It
is a management approach which enables the leadership to see the company as a unified part or a
major section of the larger outside corporate environment.'' (Rampur, 2011) In a company, even a
small part changed may have a crucial effect on the whole company. Therefore, entity should be
treated as a complete system but not only affecting one employee or department when

Organisational Politics
INTRODUCTION:
"Politics is how interests and influence play out in an institution." – Benjamin Franklin
Organisation is a coalition of interest, so exists in the identification and solution of the problem. In
the process of negotiation for consensus, politicking takes place. Therefore, the existence of power
and politics is the inevitable phenomena in every organisation. In order to manage and to be
managed in the organisation efficiently every individual starting from the top to bottom needs to
have knowledge of power and politics in the organisation.
Organizational politics is an inescapable and intrinsic reality. Organizational politics is so intricately
woven with management system that relationships, norms, ... Show more content on Helpwriting.net
...
However, politics is a self–serving behaviour not sanctioned by organisations. When people play
politics it causes disharmony, conflict, stress, anxiety and uncertainty in the organisations.
Understanding of organizations' political systems – key to success
Understanding of organizations' political systems is absolutely essential for leadership to maneuver
the company towards the goals. Internally grown managers will have an advantage of knowledge of
general political conditions prevailing in the company (different coalitions and centers of influence
which can create buy in or create road blocks). Managers from outside must put efforts to learn and
understand the existing organizational politics through keen observation and focused interaction
with different groups of people. Some of the indicators available for leaders to assess political
climate is general job satisfaction levels, responsiveness to innovative ideas, and efficacy of decision
making machinery and speed of implementation of decisions. Understanding is the key for managers
to exploit and smother organizational politics and also to enhance their own managerial credibility.
Effect of organizational politics
Organizational politics is prevalent in most of the organisation at present. They may grow more due
to lack of values, openness, accommodating nature etc. But organisational politics results in increase
in interpersonal conflict, inter–group conflict, wastage

Organizational Structure and Culture Introduction In order to understand and evaluate different
business structures one must be aware of the exact meaning and standards, which make that
structure. Different business function in different ways. The World today is full of innovative and
new structures, company cultures and ways in which companies base their work. Globalization has
emphasized the meaning of company culture in ways that have led to completely new ideas, while
technology has changed the face of the industry (The Age of Globalization: Impact of Information
Technology on Global Business Strategies, 2007). In order to fully grasp the concepts of business
structures and cultures the movies "The Devil ... Show more content on Helpwriting.net ...
On the contrary to "Runway" the company culture in the movie "Up In The Air" is very low power
distance according to Hofstede. It is a very relaxed and open company culture, where employees get
the chance to contribute and talk to their Boss in order to improve the company. The main focus and
challenge in this company presents the attempted change of culture due to the possible cost
reduction on the base of technology. The main character in the movie, and one of the employees
who is very skilled and has a high level of power is very resistant to the change, which has been
proposed by the new comer in the company named Natalie. In contrast to "The Devil Wears Prada",
Natalie is accepted into the team very easily and fits into the company culture perfectly. Natalie
matched with companies ideas, values and assumptions because she as a new worker with new idea
of working was accepted very well from side of the boss. But because in the company were low
power distance one of the worker was against idea that Natalie gave to his boss and since is quite
difficult to change a company culture there was rebellion. Therefore, she had to adjust to the
companies culture that it had and at the end her values and assumptions had changed from the way
she was expecting.
Conclusion In conclusion, there are many types of different companies in the world. Some of
them are low distance power some of them are high distance power,

What Is Organisational Behaviour
Organisational behaviour investigates the impact that individuals, groups and structures have on
behaviour within organisations, as this knowledge can optimise the effectiveness of these
organisations. A way to understand organisational behaviour is to understand the organisational
psychology behind it (Murray, Poole, & Jones, 2006). Organisational psychology is the branch of
psychology that is dedicated to the study of individual psychological phenomena within
organisations and ways in which organisational processes has an influence on people. The field of
organisational behaviour was developed primarily by the contributions of psychology, sociology and
anthropology. Each of which has contributed significant ideas for organisational developments
(Stuit, Szirbik, & De Snoo, 2007). They pooled in a separate field known as organisational
behavioural. Three other disciplines exerted less influence in the development of organisational
behaviour which is economy, science policies, and history. The relationship ... Show more content
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Robbins, et.al, (2013) states "It is a field of study that investigates the impact of individuals, groups
and structures on behaviour within organisations, in order to apply the knowledge gained in
improving the effectiveness of an organisation". Murray, Poole, & Jones, (2006) believes that
organisational behaviour is "the study and application of knowledge on how people act within
organisations. It is therefore a human tool for the benefit of people and applies generally to the
behaviour of people throughout class organisation". The main aim is to have an organisational
behaviour pattern that allows improving the organisations adapted to people who are different,
because the human side is the decisive influence in the possibility of achieving the achievements of
the establishment, being undoubtedly that the study of change is one of the most important aspects
in all organisational

Understanding Organisational Culture
Organisational culture became popular in the 1980's after the publication of Peter and Waterman's
best–selling book "In search of excellence". It was made evident that company success had a strong
correlation with organisational culture, thus competitive advantage for business. The concept of
organisational culture is vastly growing in management and a subject of various research. According
to the "Business dictionary" Organisational culture is defined as "The values and behaviours that
contribute to the unique social and psychological environment of an organisation."
Cultures initiate when and external or internal problem is created and therefore the companies
response to these encounters. This includes both culture creation and culture management. Culture
creation addresses: Founder values, industry demands and early values and goals. This is maintained
by: leadership, reward systems, new employees and attraction–selection attrition. It is vital that a
company not only constructs their culture but preserves this through encouraging positive
behaviours. Culture is not easily observable, however we can observe through: rituals, stories and
language, rules and policies, physical layout and a mission statement. Culture can be measured
through open ended questions, stories and scenarios, customized surveys and pre–tests, to measure
the thoughts and feeling of how people see and view the organisation.
The management consulting firm Bain & Company was surveyed in 2007, and

10/3/2010
Lecture Map: We Are Here... Lecture Map: We Are Here...
Individual Biographical Traits Personality Values & Attitudes Ability Group Communication Other
Groups Conflict Power & Politics Group Structure Work Teams Leadership Decision Making
Organization Culture Structure Design Technology Work Processes Selection Processes Training
Programs Appraisal Practices
Lecturer: Cheryl "Nyahra" Gittens
Perception Motivation Individual Learning Decision Making
1
Lecturer: Cheryl " Nyahra" Gittens
2
The Motivation Process
What Is Motivation?
Motivation
The processes that account for an individual's willingness to exert high levels of effort to reach
organizational goals, conditioned by the ... Show more content on Helpwriting.net ...
Existence needs are similar to Maslow's physiological and E it d i il t M l ' h i l i l d security needs.
Relatedness needs are those that require interpersonal interaction to satisfy (prestige and esteem
from others). Growth needs are similar to Maslow's needs for self‐esteem and self‐actualization.
13
14
Alderfer's ERG Theory
Concepts: More than one need can be operative at the same time.
Core Needs

Alderfer's ERG Theory
Need Growth Needs Progression Need Regression
Existence: provision of basic material requirements. Relatedness: desire for relationships. Growth:
desire for personal development.
If a higher–level need cannot higher level be fulfilled, the desire to satisfy a lower–level need
increases.
Relatedness Needs
Existence Needs
15 16
Herzberg's Two‐Factor Theory
– A theory of motivation based on job satisfaction. A satisfied employee is motivated from within to
work harder. A dissatisfied worker is not self‐motivated to work. Conclusion: Enriched jobs are the
key to self‐motivation. – Dissatisfiers: factors

Organisational Behaviour What Is Organisational Behaviour?
ORGANISATIONAL BEHAVIOUR What is organisational behaviour? The study of human
behaviour, attitudes and performance within an organisational setting; drawing on theory, methods
and principles from such disciplines as psychology, sociology and cultural anthropology to learn
about individual, groups and processes. Three different OB perspectives Macro–perspective; the big
picture Micro–perspective; the smaller units Meso–perspective; integration and movement between
macro and micros Three levels of OB Individuals > groups > organisations OB as a science
Scientific discipline Theories and methods can be developed to better understand and explain
behaviour Concerned with predictions and explanations Fredrick Windsor taylor – ... Show more
Organisations are groups of people who work interdependently towards some purpose. OB theories
help people to: 1. Make sense of the workplace 2. Question and rebuild personal mental models 3.
Get things done In organisations Compare and contrast the four perspectives of organisational
effectiveness The open systems perspective views organisations as complex organisms that 'live'
within an external environment. They depend on the external environment for resources then use
organisational subsystems to transform those resources into outputs that are returned to the
environment. Organisations receive feedback from external environment to maintain a good 'fit' with
that environment. Fit occurs by adapting to the environment, managing the environment or moving
to another environment. According to the organisational learning perspective, organisational
effectiveness depends on the organisations capacity to acquire, share, use and store valuable
knowledge. The ability to acquire and use knowledge depends on the firm's absorptive capacity.
Intellectual capacity

Organisational Behavior

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