Organizational behavior

Organizational Behavior
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Table of Contents
Introduction.......................................................................................................................................4
Task 1: The relationship between organizational structure and culture..................................................5
1.1 Different organizational structures and culture...........................................................................5
1.2 Extentto whichthe relationshipbetweenanorganization’sstructure andCulture canaffectthe
performance of the business...........................................................................................................7
1.3 The factors that influence individual behavior at work.................................................................8
Task 2: Different approaches to management and leadership .............................................................10
2.1 The effectiveness of different leadership stylesin different organizations...................................10
2.2 Extent to which organizational theory underpins the practice of management ...........................11
2.3 Different approaches to management used by different organizations.......................................12
Task 3: Ways of using motivational theoriesin organizations ..............................................................14
3.1 The impact that differentleadershipstylesmayhave onmotivation inorganizationsinperiodsof
change.........................................................................................................................................14
3.2 The application of different motivational theories within the workplace.....................................15
3.3 The usefulness of a motivation theory for managers .................................................................17
Task 4: Mechanismsfor developing effective teamwork in organizations.............................................19
4.1 The nature of groups and group behavior within organizations..................................................19
4.2 Factors that may promote orinhibit the development of effective teamwork in organizations ....22
4.3 The impact of technology on team functioningwithin a given organization ................................23
Conclusion .......................................................................................................................................24
References.......................................................................................................................................25
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Executive Summary
What motivates the workforce at different levels of an organization are the organizational structure
and organizational culture. First invented in Japan, the philosophy of ‘continuous improvement
through teamwork’ is now trending worldwide in the successful companies. The different aspects
of organizational culture and structure, management and leadership approaches, motivational
theories and their implications, and the effectiveness of successful teamwork the case studies of
ASDA PLC and British Airlines are crucial addition to OB studies.

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Introduction
This work studies the individual, group and ultimately the organizational behavior. This unit
focuses on the organizational culture and structure, and their impact on the workforce behavior.
The common logic is that the organization of a big multi-national firm will be different from that
of any small firm that operates locally (Applewhite, 1965). The organization of the workforce and
structure of a company will significantly develop and influence the organizational culture. This
structure of shared beliefs and values shapes and determines the recognized models of
organizational workforce behavior.
The assignment will discuss different aspects of organizational behavior on the basis of two
different companies of the UK, the ASDA PLC and British Airways.
ASDA PLC is a local supermarket chain operating grocery retailing in the UK. The ASDA PLC
was previously named as the Associated Dairies and Farm Stores Ltd which they changed to
ASDA PLC in 1965. The Headquarter of the super shop is located in Leeds, UK. After Sainsbury
and Tesco, ASDA is the third largest super shop chain in the UK. It became Wal-Mart’s (USA)
subsidiary in 1999.
British Airways is the airline of the United Kingdom. It is one of the largest airline in the world
based on international flights, destinations all over the world and fleet size. The multinational
company was established on 31 March 1974. The company has its Headquarter in waterside,
Harmondsworth, England. The company employs about 57000 employees.

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Task 1: The relationship between organizational structure and
culture
1.1 Different organizational structures and culture
The structure of an organization encompasses the entire organization and the environment of it
with an extensive outlook showing how planning is done, goals and objectives are met, tasks are
allocated, and control activities are performed. It is the well-formed structure and strong culture of
the organization that determines the overall performance (Brown, 1971).
The structure of an organization comprises of the structuring of the departments and the
organization wide performance.
The culture of an organization is the combination of individual, group and organization level
values, norms, common behaviors and attitudes; that shows how the overall performance is driven
towards progress.
In this section we will compare and contrast between the ASDA PLC’s and British Airways’
organizational culture and structure.
Organizational Structure in the ASDA PLC and British Airlines
The organizational structure of ASDA is hierarchical. Such structure is due to the large number of
employees in different departments. Thus, information passes towards the store managers through
a chain of employees. Due to the business nature, the chain of command is very transparent and
the organization is diverse. As a supermarket chain, it has a multi-level decision-making stage.
The employees here, are rewarded based on success in competition.
In comparison with ASDA, the management of the British Airlines is more formalized, more
procedural and very much dynamic. Here the groups and teams work together, share the duties,
and coordinate functions. For the nature of the business, the top-level authority keeps close
communication with the client managers. The company operation is done in five layers which has

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been changed to from the previous nine layer strategy. This change has been made to enable small
groups of employees to work with correspondence to the structure and functional responsibilities.
Organizational Culture in the ASDA PLC and British Airlines
ASDA’s organizational culture is exceptional from other companies in various ways. The company
has a team including 170,000 employees working around the world. Aside from staffs wearing
name badges, they have routine huddles to stay advanced with their performance to impart their
key exercises for the day, to help them stay centered and accomplish the set objective for the day.
Huddles give them the chance to recognize and commend group and individual success, ASDA
beliefs each staff inside of the organization makes commitments and emphatically impacts the
hierarchical culture by giving brilliant customer administration, regard for every person and act
with respectability.
“Service to our customers, respect for the individual, strive for excellence” is ASDA’s logo and
they believe that customers are the core point of their operations. ASDA and its employees believe
in commitment. The culture of trust is deeply rooted and the company emphasizes on doing right
to its employees, customers and also the community.
British Airlines, although was defamed previously for its biased, bureaucratic, impersonal and
authoritarian culture, after being privatized, it now bears a strong culture and solid regulations.
Incorporation of training programs and appraisal systems, have contributed largely to company’s
performance improvement. The company now has a cooperative workplace where everyone is
dealt fair with. The management observes the practice of standards and ensures that they are not
reduced. Clients are taken as key priority. They are dealt with effectiveness and efficiency. When
an employee or a group of employees performs their task desirably, their efforts are reinforced for
continuity. The culture of BA includes informality, participative management, customer
orientation etc. The company holds the motto, “to be a competitive airlines”.

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1.2 Extent to which the relationshipbetweenan organization’s structure
and Culture can affect the performance of the business
Organizational structure affects the diversification of a company, employee recruitment and the
personnel of the company. It is important to know how structural and cultural relationship
influences the performance with a practical evaluation.
Due to the hierarchical structure, ASDA has a strong chain of command that produces good
operational performance. Such aspect of structure of this company provides close control over the
personnel and encourage a good intellect of communication among the company personnel.
Feeling as a part of the structure motivates the involved personnel and thus create a customer
friendly environment. The staffs of the company lay a good cultural foundation (Culliney, 2014).
The performance of ASDA PLC is decided by standards that the company fixes for the employees.
Structure and culture of the ASDA, both influences the individual and organization level
performance of the company. Therefore, the management should emphasis on employee
motivational factors such as the incentives, promotions etc. to ensure desired output from the
employees. Employees that are not properly motivated and are dissatisfied will impose severe
outcomes in the company performance.
Matters related to the performance of the company and its structure and culture are presented
below;
Organizational structure is the edge for the ASDA PLC. To sustain and progress in the competitive
market, ASDA must possess a constructive structure. Onthe other hand, the culture of the company
must be employee friendly and flexible to some extent. In this way, the executives can desire better
outcomes from the company personnel.
Employee recruitment process in the ASDA is very systematic and after the recruitment is done,
they should have an orientation program that will provide them a better understanding of the
company’s culture and structure.
The culture of the company influences the matter of receiving proper feedback from the potential
and existing customers. Thus, the supermarket chain lays a good notion about itself in customer
minds.

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The way of leadership, management behavior encourages and motivates the employees of ASDA
as well. Friendly and polite leadership influences the performance of the employees. The
employees of ASDA feel valued, fulfilled and supported and thus they are motivated to career
improvement. And this ultimately results in customer satisfaction. (Daft, 1997).
Researches show that strong relation between the culture and the structure of a company not only
helps it by building a fine work place, but also by driving the employees towards better
performance and motivates them to share their duties.
1.3 The factors that influence individual behavior at work
There are some factors that affect the employees of ASDA and lead to variety of liberal behaviors.
Some of these factors are to provide good customer service, to respect, to strive for better
performance and to act reliability. Employees are taught of these beliefs during their orientations.
Training and development programs help gain new skills and knowledge and thus improve
performance. The success of these are reflected in the company growth, increased reputation and
loyalty of customers.
Gareth Woods, the Supermarket’s Store Manager at Pwllhell in Wales, on support of this matter
states: ‘One of the first things I learned at ASDA is that you’re in control of your own development
and should never be afraid to take on a role that you feel could be too big for you.’
Behavior is a complex element. It is hard to determine the factors that affect individual behavior.
Behavior is a study of psychology. To manage the employees of the firm, it is essential that the
management knows this study of psychology. Proper knowledge of behavior helps the
management to determine proper means of motivation and appraisal techniques. However, first it
is important to understand some determinates of behavior (Dale, 1967).
There are different internal and external environmental and other factors affecting the individual
behavior in the company. According to the case of ASDA PLC, these factors are;

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Work Environment: The key motivators of the individual behavior are the work place or work
environment. It is important that ASDA keep the environment in a way that it does not create any
negative behavior among the employees.
Perception towards organization: Another important factor that affects individual behavior in
the organization is the way he/she perceives the entire work place. ASDA PLC tries its best to
make sure the employees possess positive perception about their work place.
Environment of the company: Both the perception towards the work place and work environment
depends on how well the organization’s environment is. ASDA is the company that has been able
to keep up its reputation for holding a good environment of the organization for years.
Personality of the employees: It is important to know what sort of individuals the company is
recruiting. In the recruitment process, it is better for the company to judge the personality of the
applicants somehow. An employee with bad personality will always be a black sheep for the
company. The personality and performance have a very positive relation. The HR managers should
give their effort so that the attitudes of employees benefit the company somehow.
Other key factors: However, some of the other major factors to influence individual behavior are
the appraisal methods, rewards and incentives, motivation techniques and the promotion methods.
These factors directly or indirectly influence the employee behavior towards work. The way they
do so, will be discussed broadly in different parts of this assignment (Dean,1981). For example, if
ASDA chooses rigid appraisal method for its employees, than there are high chances that the
employees will no longer show better performance in their works.
It is important to study behavior for the sake of the company itself. Without proper knowledge of
behavior, it is most probable that negative behavior will result in poor performance and thus poor
outcomes.

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Task 2: Different approaches to management and leadership
2.1 The effectiveness ofdifferent leadershipstyles in different
organizations
Both the British Airlines and the ASDA PLC are known for their strong leadership. As it is known
that leadership is very vital for the prosperity of any organization, here the extent or type of
leadership in this two companies will be discussed.
Both the companies have two different sorts of leadership style. It is the type, size and formation
that determined which leadership is perfect for which. Below the style of leadership in both the
company has been described.
Autocratic Style: One extreme type of leadership is the autocratic type. Here the decision-making
is rigidly centralized (EDWARDS,1970). However, neither the British Airlines nor the ASDA PLC’s
management follows this sort of leadership because in both case, employee involvement is very
much necessary. Though in a autocratic style decisions are made rapidly and unambiguously, it is
necessary in cases of both the mentioned companies to discuss with the employees what should be
done and what should not be.
Participative Leadership Style: Above it was mentioned that why autocratic style does not suit
the mentioned companies’ situation. For the same reason, participative leadership is important for
the BA and ASDA. In both the cases, employees feel encouraged and motivated for feeling as part
of the management. The participative style makes the most productive use of personnel resources
in the company.
Laissez-faire leadership style: This style of leadership gives the best result only when the
employees are very much skilled and educated (Griffin,1990). BA and ASDA work with a diverse
array of employees from different backgrounds and such style does not suit them.
There are two different types of leadership styles such as the task-oriented leadership and
transactional leadership style. Both are inappropriate for the case mentioned companies due to the
nature of organization and functions of employees.

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2.2 Extent to which organizational theory underpins the practice of
management
The structure of the organization along with the culture has been discussed above. However, the
discussion of structure remains incomplete without the discussion of organizational theory as it
defines the structure. Not just only the structure, but also the organizational design is discussed
based on theory.
The organizational theory itself focuses on matters like the efficiency and effectiveness of any
organization. Organizational theory is a broad discussion. There are various theories with different
implications. Below a brief discussion has been made.
Classical theory: Under classical theory, there are three other subheadings as the scientific
management that focuses on the involvement of collection of appropriate means and individuals
to carefully scrutinize the different production process stages. Bureaucratic theory focuses on the
importance of hierarchical framework of the management. The administrative theory is based on
the management principles of Henry Fayol.
Neoclassicaltheory highlights the meeting of the human needs of the employees to motivate them
and drive them towards growth.
Contingence theory is based on the ability of the management to deal with the changes in the
environment.
Systems theory talks about the inner relation between the different parts of an organization.
Among the above-discussed theories, the administrative theory best fits in the case of ASDA PLC.
The reasons are firstly, that the company is a supermarket chain. Secondly, for the nature of
business it needs a work specialization that is centralized, the authority in this case needs to be
scalar chained and initiative. Thirdly, the company needs to apply the very theory to achieve the
long-term goals and objectives and increase the standard of the performance (HerseyandBlanchard,
1982).
To be more specific on the point of the appropriateness of the administrative theory in the case of
ASDA, the reasons are that the theory is based on the principles of Henry Fayol. The principles of
Henry Fayol’s management study are the discipline, centralization, work specialization,

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committees, managerial functions etc. A supermarket chain is the best fit for applying these
principles.
A good specialization of works is important for the delivery of better service to the customers.
Discipline in the work place makes the best use of a work force. As the company is not any
production company, decentralization is needless and a waste of time. In conclusion, it can be
drawn that the theory provides ASDA with the right guidelines and suits most in its case.
2.3 Different approaches to management used by different organizations
Management can be of various types, styles and may take different approaches inside an
organization. This is how the organizational functions are ordered. Again the same notion goes
that whichever style of management a company is following, must match with the size of the
company and type of business it is involved.
There are various approaches to management. Some of these approaches are the active
management approach and passive management approach; cultivating approach and capacity
building method; steering method or high control method.
Management style in ASDA is participative. Employees here can report to several line managers
due to the absence of any fixed line of command.
One facilitating management method is the cultivating approach that depends on the skills of
employees and identifies the necessity for external stimuli to improve outcomes.
ASDA follows the method due to its dealing with the factors such as recognition of exact customer
community on the basis of local community; collaborative and collective activity and explanation
of specific problems and stated solutions.
Steering method of management is commonly practiced in different companies for its materialistic
and specific outcome oriented results. BA commonly inspires participatory appreciation and
design. As the method requires, the company follows by the development guidelines,
comprehensive preparation, suitable process planning and pre specified rules and regulations.
The key features of the managerial approach in the British Airways are;

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• Properly mentioned project planning, process, objective and time period;
• Assimilated project development within wider range of planning process;
• Assessment of project advancement and project products against pre-indicated standards;
• Necessity for precise task estimate, modification and reporting. (Hiriyappa, 2009).
A crucial issue mentioned earlier is that ASDA has a compound reporting method for the
employees for there is no plane command line. Because the super shop relies mostly on personnel
skill, it is clear that it follows the cultivating management approach. Exercises inside ASDA are
synergistic. Furthermore, an important mentionable thing is that the ASDA recognizes buyer group
on the local community premise.

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Task 3: Ways of using motivational theories in organizations
3.1 The impact that different leadershipstyles may have on motivation
in organizations in periods of change
Although management and leadership come from the same root, they are not synonyms.
Management is about effectiveness or doing the right thing, whereas, leadership concerns
efficiency, or doing the most productive thing. This implies that leadership needs more skill.
Leading people requires some extra characteristics that not everyone has. The knowledge of
motivation and appraisal is important. The right leaders lead the company to success.
Leadership is of various types. Different style suits different situation. One type of leadership is
best fit for one type of team whereas it is useless to another type of team (KreitnerandKinicki,1998).
Democratic, transactional, autocratic, paternalistic- these are the styles of leadership. To illustrate
the term best suit, in a manufacturing company autocratic style is demotivational. Therefore, it is
necessary that any particular style is implemented carefully.
In the times of any sort of change undergoing inside the organization, leadership becomes very
much important. Changes because of introduction of new policies, entering of new management,
incorporation of new technology or many other external and internal changes require the
employees to be directed properly under the right leadership.
Here it will be discussed that which type of leadership best fits in the case of ASDA PLC, when it
is undergoing some sort of change in the work force. One answer can be the autocratic style. The
justification of this answer is that with this approach the leader will implement the changes, and
take straightforward decisions. Another answer can be the democratic style. The justification of
this approach is that the leader will discuss about the change with the employees and consult a way
to face the change.
Teamwork, however, is the best solution for this case. Under a teamwork method everyone will
share their efforts and will be liable for own actions.
Teamwork approach or the democratic approaches are the right approaches to follow in the ASDA,
because with this method of leadership the employees are given importance for their work in the

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company. Moreover, in the democratic approach the employees get a part in the decision making
process. Autocratic style makes the organizational functions done faster but on the other hand,
makes the employees demotivated.
Teamwork approach results in better performance quality of the employees. Creation of productive
workforce and a work environment of cooperation and coordination are also the benefits of
teamwork approach.
Democratic approach may encourage creative and employee oriented work force where the
employees share efforts to solve problems. However, democratic approach may result in creation
of workers unions, slow work progress and low influence of management in the ASDA.
To draw the conclusion, it should be kept in mind that the leader must keep his actions and
directions clear in times of changes. It is important that he/she withholds the logics of having the
change and drive the employees to get used to the change and finally work as a team to make the
change effective.
3.2 The applicationof different motivational theories withinthe
workplace
Management of the personnel resource requires the application of proper motivational theories.
The management must keep the clear knowledge of the right motivation techniques to apply on
the right individuals. The point is, some employees might desire better pay off and some might be
motivated when they are given promotion and duties that are more challenging. Some may get
motivated if his or her rewards match his or her performance and on the other hand, some would
be motivated if given the same benefits received by some other colleague on similar position.
Therefore, it can be a complex task for the managers to properly motivate the employees (Luthans,
1977).
There are different motivational theories. Below some of the most popular theories have been
discussed on the context of ASDA PLC.

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Maslow’s theory of hierarchy of needs is one of the popular and most simple motivational theories.
The theory states that one’s needs can be listed respectively as physiological needs(need to meet
the basic demands), safety needs(needs to get safety of work, safety of income and safety of life),
social needs(needs to have respect, affection and care from closed ones), esteem needs(needs to
gain self-satisfaction) and self-actualization needs(state of self-respect and recognition in the
society) (McShane and Von Glinow, 2000). With this strategy used, ASDA can effort to meet each
needs at different levels of employees organizational achievement.
Another popular theory is the Victor Vroom’s expectancy theory. In the case of ASDA, the
application of theory will create the situation where the skilled employees will provide some
expected performance, his/her performance then will result him to desire some matching reward
and expected reward achievement will ultimately motivate the employee.
One extreme type of motivational theory is the McGregor’s theory X and Y. This theory states that
X category employees are most likely to be lazy, dislike work and thus require strict controlling.
On the other extreme, the Y employees are dynamic, work oriented and involved and are motivated
by the job activities.
The best suit in case of ASDA PLC is estimated to be the expectancy theory of Victor Vroom. The
theory is more practical rather being assumption based.

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3.3 The usefulness of a motivation theory for managers
In some cases, the theory implies that “no one can motivate anyone; one gets motivated by the
environment and himself”. Where there is an employee responsive environment, there is most
likely be a state of motivation (Stoner, 1982).
Motivating the work force is a tough job for the management. Without the right motivation,
employees will show less responsiveness and low productivity, and ultimately the company will
suffer (Middleton, 2002).
In this discussion, Herzberg’s theory has been presented with context of the ASDA PLC. The
hygiene theory of Herzberg states the elements that create job satisfaction, non dissatisfaction and
job dissatisfaction.
Based on this theory, the super shop will face employee dissatisfaction if proper incentive policies
are absent, work environment is dissatisfactory and other employee benefits are absent. But what

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does not dissatisfy, not necessarily satisfy- that’s the point in this theory. The company must
provide a challenging work force, good career achievement and competitive environment to keep
its employees satisfied (Robbins, 2001).
Herzberg’s theory is a complex one. However, if ASDA can implement it properly, then sure it
will get some better outcomes.

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Task 4: Mechanisms for developing effective teamwork in
organizations
4.1 The nature ofgroups and groupbehavior within organizations
There are different types of groups formed in the firms. The role of such groups in a firm is
undeniable. Individual efforts are important, but in some organizational tasks, group efforts are the
only requirement. When individuals work in groups, they receive some combined benefits of
working together and working alone.
Formation of groups differs significantly. In terms of characteristics, they vary as well. Below a
brief discussion on group and its types has been presented.
Formal Groups: Formal groups are formed officially for organization purposes (Robbins and
Coulter,2005). These groups focus on achievement of some specific objectives. Formal groups are
of two types;
 Task group
 Command group
Task groups in the ASDA are created to accomplish some specific tasks. They are officially made
and officially motivated.
Formal groups may have some drawbacks. Negligence or narrow mind tendency pushes the group
progress backwards. Official jealousy is the main reasons behind it. In ASDA these negative affect
are less apparent though.
Informal Groups: When employees of the company voluntarily form some groups among
themselves for both official and unofficial purposes, it is called the informal group (Robbins and
Judge, 2007). Such groups greatly influence the company performance. Friendship groups and
interest groups are two types of informal groups. Informal groups are much effective than the
formal groups.
ASDA PLC’s culture motivates its employees to form informal groups. This way, the company is
benefitted in various ways.

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Group is a collaboration of some employees to provide collective efforts to accomplish some
specific objective. Broadly there are two different types of groups, formal group and informal
group. We will see the nature and functions of these groups from the view of ASDA.
Formal Group: Formal groups are formed officially for organization purposes (Robbins and
Coulter, 2005). These groups focus on achievement of some specific objectives. Formal groups
are of two types;
• Task group
• Command group
Task groups in the ASDA are created to accomplish some specific tasks. They are officially made
and officially motivated.
Formal groups may have some drawbacks. Negligence or narrow mind tendency pushes the group
progress backwards. Official jealousy is the main reasons behind it. In ASDA these negative affect
are less apparent though.
Informal Group: When employees of the company voluntarily form some groups among
themselves for both official and unofficial purposes, it is called the informal group (Robbins and
Judge, 2007). Such groups greatly influence the company performance. Friendship groups and
interest groups are two types of informal groups. Informal groups are much effective than the
formal groups.
ASDA PLC’s culture motivates its employees to form informal groups. This way, the company is
benefitted in various ways.
What makes the team work?
Teams are formed in numerous perspectives. Teams are formed to fluid the efforts of a group of
people. Team work provides an excellent synergic affect. Team works provide better outcomes
than that if same number of individuals worked individually. Teams are formed for various
purposes.

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Belbin’s Theory
Belbin described nine specific team roles. He divided the roles into three sets: Action Oriented,
People Oriented, and Thought Oriented.
Belbin’s team functions identify individual behavior in the work force.
How they may influence the group behavior
Both the formal and informal groups increase the organizational performance. Cooperation and
coordinationbetweencolleaguesare importantforthe betterfunctioningof awork place.Asmentioned
earlier,teamworkscreatesynergicaffect.Discussionwith peersoftendiscoveruniquewaystoaccomplish
tasks.Thisdirectlyinfluencegroupbehavior.Teamworkorgroupworksavoidworkplace conflict.Formal
groupsare effective inaccomplishingofficialtasksthatare assignedtobe done ingroup.Informal groups
are effective in general.

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4.2 Factors that may promote or inhibit the development of effective
teamworkin organizations
There are different issues that inhibit or promote the effective team functioning of ASDA PLC.
Some teamwork and norms influence the employee attitude and behavior. Group norms are set of
informally established rules that are built within the groups to regulate individual behaviors. These
norms are evaluative in nature (Schermerhorn, Osborn and Hunt, 2000).
Dysfunctional behavior harms the functioning of team and weaken organizations' success.
Dysfunctional conduct creates adverse sentiments among the members of team which ultimately
harm team performance. These affects disappear if team colleagues abstain from stating their
adverse feelings.
Team effectiveness:Groups of ASDA PLC may come up short for various motivations. Regular
purposes, targets are being imparted through groups of an association.
Clarity of communication: To keep team on pace, it is imperative for ASDA to successive convey
the undertaking reason.
Dynamic team functions: The ASDA PLC’s team members are obliged to have a reasonable duty
to the group for working dynamic in the team.
Team Specialty: The group is centered on the exceptional ability to which the group towards as
well. Group of ASDA PLC can utilize its assets choosing team members either who should capably
guarantee the achievement or can converge for coordinated effort.
Social environment: Teams can fraternized both in a working and social environment of ASDA.
Fruitful teams can suspect what others will do and how they will react.
With the much use of groups or teams, the performance of teams is now considered to be a crucial
component of firm’s success. Thus, ASDA and other companies expect staffs who are "team
players". Those who are interested and able to work effectively in team settings.

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4.3 The impact of technology on team functioning within a given
organization
Technology is one of the key determinates in the recent times. New inventions and innovations are
benefiting the companies largely.
Similarly, for ASDA, technological progress is of great blessings for the company. To manage the
diverse work force and huge workload, use of technology has brought a new dimension for the
company. Now the company can connect with its customers more easily and offer a diverse array
of customer service to them.
Technology has improved the business functions by computerization of record keeping, book
building and inventory checking. Future earnings can be forecasted more accurately now.
Studies demonstrate the fact that technology influences the teams and groups in the company
contrastingly due to the reason of styles of the groups and their exercises. It is debatable, whether
virtual group activities are more viable or the individual-to-individual collaboration (Sorge,2002).
Nonetheless, as far as scattered work power, commitment of virtual groups is certain. Being a
general store chain its correspondence channel must depend on intranet and web facilities.
Online communication is another advantage of computerized team activities. ASDA tries to stay
one-step ahead of its competitors. Therefore, it encourages online team involvement and reinforces
better performances herein.
Technologically advanced strategy is very much important to sustain and progress in the
competitive market. ASDA is no different from any other successful company that brings any
technological innovation in the business process to keep its reputation intact.

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Conclusion
This unit focused on the organizational culture and structure, and their impact on the workforce
behavior. The objective of this work was to provide the understanding and practical knowledge on
individual and group level behaviors in the organization and how they influences the workforce
and are influenced by the culture of the organization. Throughout the unit, the different aspects of
organizational culture and structure, management and leadership approaches, motivational
theories and their implications, and the effectiveness of successful teamwork was shown on the
basis of the case studies of ASDA PLC and British Airlines. It has also shown the importance that
the designs of organizations have on structuring that behavior.
A range of strategies was used to deliver the assignment properly. Use of case studies is an
important learning methodology. It enables application of concept learned in the studies. With
application of practical knowledge, the understanding of organizational behavior is more fruitful.

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