introduction - assignment help€¦ · web viewapplication of motivation theories, ... learning...

Organization Behavior 1

Running Head: Organizational Behavior

Organization Behavior


Introduction......................................................................................................................................3

Activity1..........................................................................................................................................3

Task 1.1............................................................................................................................................3

Leadership Theories.....................................................................................................................3

Task 1.2............................................................................................................................................5

Evaluation of Impact of Managerial Styles.................................................................................5

Task 1.3............................................................................................................................................6

Analysis of Motivational Theory and Employee Motivation......................................................6

Task 1.4............................................................................................................................................8

Analysis of Theories related to Work Relationships and Interaction..........................................8

Activity 2.........................................................................................................................................9

Task 2.1............................................................................................................................................9

Characteristics of Different Organizational Structures................................................................9

Task 2.2..........................................................................................................................................11

Importance of Organizational Culture Theory..........................................................................11

Organizational Behavior Information Booklet..............................................................................12

Task 3.1..........................................................................................................................................12

Innovation and Creativity..........................................................................................................12

Task 3.2..........................................................................................................................................13

Importance of Learning.............................................................................................................13

Task 3.3..........................................................................................................................................14

Evaluation of Effectiveness of Team Working.........................................................................14

Task 3.4..........................................................................................................................................14

Effectiveness of Change Management......................................................................................14

Conclusion.....................................................................................................................................15

References......................................................................................................................................16


Introduction

In today’s growing competitive businesses, it is essential for the organizations to follow

the fundamentals and principles of organization behavior for ensuring long term sustainability of

businesses. Organization behavior provides a framework for the organizations for attainment of

business goals and objectives. Application of motivation theories, management styles, leadership

theories, work relationships theories and strong organizational structure and culture is necessary

to gain competitive advantage (French, 2011). In this paper, the various aspects related to

‘organizational behavior’ will be discussed. In activity 1, the discussion will be held on

evaluation of leadership theories, motivation theories, management styles and work relationships

theories. In activity 2, the points related to characteristics of different organizational structures

and cultural theories will be discussed. In activity 3, discussion will be on different points of

organizational behavior information booklet, such as innovation and creativity, management of

changes, importance of learning organization and effectiveness of team working

Activity1

Task 1.1

Leadership Theories

Leadership theories play an important role in determining the success of an organization

because these theories are effective to lead, motivate and encourage employees toward achieving

goals and objectives of the organization. Different leadership theories are used by leaders of the

organizations to lead the workforce effectively.

Participative theory- According to this theory, great leaders encourage the employee

participation in the company meetings and decision making process. Leaders consider the views

and opinions of all employees for making the final decisions (Schein, 2010).


Relationship theory- This theory is also known as transformation theory. This theory

concentrates on strong relationships among leaders and followers (Yukl, 2007). Leaders

appreciate the employees for their remarkable performance or valuable contribution. Leader

encourages the environment of team work, coordination and support among employees.

Trait theory- According to trait theory, leadership depends on traits or qualities of the

leaders (Talha, 2013). Traits can be defined as personality or behavioral characteristics shared by

leaders. The leaders can have several traits, such as self confidence, self determination,

Coordinate, extraversion and courage that determine suitability of leadership theory.

Contingency theory- According to this theory, leadership depends on contingent

situations or environmental variables that determine the suitability of leadership theory. There is

no particular theory for all environmental conditions. Each leadership theory doesn’t suit all the

situations.

Behavioral theory- According to this theory, great leaders are not born, made.

Supportive and learning environment, coaching, training and skill development programs assist

in developing the skills, knowledge, values and qualities of leaders (Chance, 2013). According to

this theory, leadership depends on action and behavior of leaders, not on mental abilities or

internal affairs.

Great man theory- According to this theory, great leaders are born, not made. The

leaders have lots of qualities and abilities since childhood. Leaders are born with inherent

characteristics or qualities, such as charisma, intelligence, confidence, social skills and great

attitude that make them great leaders.

Situational theory- According to situational theory, leadership depends upon situational

variables. For example, to lead skilled, talented, Knowledgeable and experienced workforce, the


authoritarian leadership style can be used. To lead expert and technical employees, democratic

leadership style can be used.

Management theory- This theory is also known as transactional theory. This theory

gives special consideration to role of supervision and management policy in treating performance

of the people. For ex- performing employees are being awarded for satisfactory performance.

For poor performance and misbehavior, employees are being punished (Pillaiyan, 2013).

Task 1.2

Evaluation of Impact of Managerial Styles

Managerial styles are significant for the organizations to manage the workforce

effectively by reinforcing their behaviors, attitudes and values. Managerial styles are effective to

coordinate the efforts of people toward achievement of organizational goals and objectives.

Different managerial styles are used by the organizations to manage the workforce:-

Democratic style- In this style of management, each staff member participates in the

decision making process. Organizations follow two-way communication process for making

accurate decisions that improves the morale, job satisfaction, productivity and confidence of the

employees. This style is followed by Sainsbury Company that helps in consequently ensuring the

long term sustainability of the businesses (Sampane, Rieger and Roodt, 2002). This style of

leadership helps in achieving the primary objective of building harmony relations among

employees and managers.

Authoritative style- This style of management focuses on providing guidelines and

directions for achieving long term objectives and vision of the company. In this style, leaders and

managers direct and motivate the employees by persuasion and feedback on their performance.


Participative management style- This approach focuses on participation, teamwork,

coordination, credibility and flexible and supportive working environment. In this style,

participation of the employees is considered for decision making process.

Autocratic style: In this style of management, leaders and managers take effective

decisions without participation of employees. In this style, leaders and managers have full

authority and their own control for making decisions (Peck and Dickinson, 2008).

Bureaucratic style: This style is more effective to reduce risk factors. It focuses on use

of technology, machinery and equipments to complete the strategic decision. Leaders take

decisions to achieve organizational goals and objectives effectively.

Charismatic style: In this style, leaders change their perception and decisions according

to available risk factors and create long term communication for strategic decision (Cheryl,

2010).

Task 1.3

Analysis of Motivational Theory and Employee Motivation

Motivational theories are necessary for the organizations for increasing the morale, job

satisfaction and productivity of the employees. Different motivational theories are applied by the

companies to motivate employees toward attainment of organizational goals, objectives and

targets.

Maslow’s Hierarchy needs theory- According to this theory, there are five basic needs-

psychological, safety, belongingness, self actualization and self esteem needs that are arranged in

a pyramid. The most common or basic needs, such as psychological needs are at the bottom of

pyramid and are well defined and easily met (Petri and Govern, 2012). The higher needs, such as

self actualization needs are not met and infinite and company tries to achieve them.


Hertzberg’s hygiene theory - According to this theory, there are two factors- hygiene

factor and motivational factor. Hygiene factors include flexible working environment, workplace

diversity, attractive pay, adequate facilities, good working relations and directive supervision.

Motivation factors include opportunities for recognition, advancement and professional growth.

Hygiene is required to meet the basic expectations and motivation factor leads to increasing

performance and confidence level (Schermerhorn, Osborn, Uhl-Bien and Hunt, 2011).

Vroom’s expectancy theory – This theory believes that motivational level reaches at

peak when employees thinks that best of their efforts lead to high performance toward achieving

organizational goals and objectives (Clarke, 2011).

Mc Cleland’s theory- According to this theory, there are three basic needs- affiliation,

power and achievement. All of three needs are necessary to motivate employees toward

achievement of organizational goals and objectives. Affiliation- This shows building positive and


good working relations. Achievement- it shows strong will to perform. Power- it shows control

on the performance of others.

Employee Motivation

Motivation is the internal state or condition of mind that serves the organizations to

reinforce or energize the behaviors of humans and gives recommendations and directions for the

employees toward attainment of organizational goals and objectives. Motivation is intended to

provide concrete ideas to enhance employee morale, performance and job satisfaction.

Motivation assists in enhancing the employee’s intrinsic sense of accomplishment, contribution,

involvement and satisfaction (Forgas and Harmon-Jones, 2014). Motivation is termed as

psychological feature that arouses employees to action toward desired goals and objectives and

sustains certain goal directed behaviors.

Task 1.4

Analysis of Theories related to Work Relationships and Interaction

Work relationships and interaction theories are necessary for the organizations to

establish positive and harmony business relations among employer and employees. These

theories play an important role in increasing the performance, confidence and motivational level

of employees in order to achieve goals and objectives of the organization (Shultheiss and

Brunstein, 2010). Flexible work environment, safe and healthy workplace, seniors’ support,

adequate facilities of training and coaching, feeling of coordination and team work are important

for improving working relations among employer and employees.

Mayo’s human relational approach - According to Elton Mayo, team working is more

important for the organizations to create friendly work environment in order to increase

productivity and profits of company. Team working assists in enhancing the feeling of


coordination, team work, credibility and confidence level of the employees which is important to

increase the performance level and productivity of the workforce (Knights and Willmott, 2007).

Greater communication, organization of training, coaching and skills development programs,

succession planning and carrying out the meeting and employees reviews are fundamentals to

ensure long term performance and to develop skills, knowledge and self-reliance.

Maslow’s relationship theory- This theory leads to employee motivation and

performance (Louthans and Youssef, 2007). The performance of employees depends on

motivation, awards and relationships. If employees are motivated, they can contribute to

organization by their remarkable performance and brilliant efforts. Determining roles, duties and

responsibilities, establishing rules and regulations for the employees, setting performance

measures and use of technologies, scientific methods, training and coaching facilities are

necessary to improve work relationships and interaction.

Activity 2

Task 2.1

Characteristics of Different Organizational Structures

The organizations have three types of organization structures - Functional, Divisional and

Matrix.

Functional structure- This type of structure is found in all types of organizations

whether profitable or non-profitable. This type of structure well suits to small organizations.

Functional structure is so set that each portion of organization is grouped according to purpose.

The functions are separated according to expertise (Nelson and Quick, 2012). According to this

structure, there are several departments in an organization according to functions, such as


marketing, sales, customer support, finance, operation, accounting and HR department. Each

department is focused on skills, knowledge, capabilities and talents of labors.

Divisional structure- This structure is found in large organizations that operate their

businesses in large geographic areas. It groups the organization according to divisions. Division

separates the employees on the basis of product, market and geographic locations. This structure

is used to group employees on the basis of specific market. Divisional structure is effective in

meeting the needs more rapidly and specifically (Ahmad, Gilkar and Darzi, 2008). For ex-

Tecumseh Products Company operates businesses divisionally including a small engine division,

a parts division, a compressor division and a division for each geographic area.

Matrix structure- This structure is a hybrid of functional and divisional that is used by

large multinational companies. This structure allows functional and divisional structure to exist

in an organization. This is the most complex structure that uses combined form to present an

effective structure. This structure creates an effective coordination among different divisions and

functions. Divisions may be on the basis of product, brand, market and geographical area and

functions may be sales, accounting, human resource, marketing, operation and customer support.

For ex- Tesco Plc. Follows such type of structure for operating its business effectively (Pfister,

2009).


(Source: Tesco annual report)

Task 2.2

Importance of Organizational Culture Theory

Organizational culture is communicatively constructive and historical based system of

assumptions, values and interpretive frameworks that directs the organizational members to

perform their roles and duties and to face future challenges. Organizational culture theory helps

in understanding the organizations through a culture by focusing on values, beliefs, habits and

principles of the members that are reflected in their actions within the organization.

Organizational culture theory explains the behaviors within organizations (Contreras, 2007).

Organizational culture has a considerable effect on the interaction of people and groups within

their stakeholders in the firms.

Schein’s cultural model is based on five assumptions- nature of human nature, human

relationships, human activity, reality and truth and humanity’s relationship to nature. According


to this model, culture is important to connect artifacts to values. Critical cultural theory was

proposed by Carl Marx. This theory shows how social and technological structures within the

organization serve to oppress workers. It states that organizations are the sites of members that

shows struggle between owner and workers that result into domination and oppression of

powerless by powerful. It shows power, control and Hegemony (Schein, 2010).

Organizational Behavior Information Booklet

Task 3.1

Innovation and Creativity

Innovation and creativity are important for the organizations for making some changes

required for increasing motivational level, performance and productivity of the employees.

Innovation and creativity gives the organizations competitive advantage. According to Huang

and Yu (2011), an organization can facilitate innovation and creativity by fostering internal

research, development efforts and by forming external collaborating alliance. The purpose of

innovation and creativity is to invest in research and development by utilizing latest technologies

(Anderson, 2011).

According to Legros and Galia (2012), firms can use different sources for gaining the

knowledge of competitors’ product development, pricing, distribution and innovation strategies.

Firms need to not only invest in market research and product development but also analyze

competitors’ product and patents to being an innovative firm (Ryan, 2012). For ex- Sainsbury

Company uses latest technology and science for bringing innovation and changes such as,

Internet, extranets, online trading and trading through multiple channels. Justin king, the founder

of Sainsbury is known for innovative thinking and creative ideas. Due to his broad understanding


and innovative ideas of agric food chains, Sainsbury Company is able to expand its business in

more countries.

Task 3.2

Importance of Learning

Learning is an active and participative process that gives emphasis on teaching the

workforce rather than supporting and facilitating the growth of people. Learning is the most

important part of the organization that helps to improve performance, morale and productivity of

the employees. Learning culture creates an environment of coordination, team work, support and

credibility. Learning assists the organization by improving skills, knowledge, values and talents

of the workforce (Penger and Tekavcic, 2008). Learning is important in problem solving,

decision making, developing the full potential of the employees, encouraging an innovative and

responsive environment, sharing ideas to stimulate and develop best practices and monitoring

and developing talent.

Training, coaching and development programs follow learning events to continually

improve the performance. Learning encourages understanding and appreciation of perspectives

by challenging rigid behaviors and opinions. Learning assists in rapid growth and continual

improvement of performance. It helps in bringing innovation and creativity by developing

concrete ideas (Perkins and Arvinen-Muondo, 2013). Learning is important for long term

survival and gaining competitive advantage. Learning is important to acquire new information,

knowledge and understanding. It helps in resolving conflicts, issues and personal problems.


Task 3.3

Evaluation of Effectiveness of Team Working

Team is collection of individuals who collectively share their duties and responsibilities

for accomplishing tasks, goals and objectives. Team work is significantly effective in enhancing

the performance, productivity and confidence of the employees by coordinating the efforts of

employees toward achieving goals and objectives of the organization. Team work has significant

impact on organizational performance. It is important in achieving incredible results. Employees

not working in the teams can result in unnecessary disruption, failed delivery and strategic

failure.

An organization can maximize the effectiveness of team work by sharing knowledge,

experiences and values and by giving necessary directions and suggestions for the employees.

Team work is important for personal and career development to know team working strength and

weakness (Griffin and Moorhead, 2013). The team effectiveness can be defined by achieving the

criteria, like- output, social processes and learning. For ex- in Sainsbury Company, leadership

qualities, group interaction, interdependence and coordination help in solving problems and

inter-conflicts and in accomplishing their tasks.

Task 3.4

Effectiveness of Change Management

Change management is the complex process that varies according to individual’s needs.

Management of changes is effective to ensure long term sustainability of businesses. It is

effective to determine future vision, mission and long term objectives of the organizations by

making changes in business planning, strategies, policies and procedures according to market


situations (Jackson, 2006). Change management is a process to plan, initiate, realize, control and

finally stabilize to change policies and processes on corporate and personal level.

Firms can increase the organizational effectiveness by making changes, such as mergers

or acquisitions, restructuring or shifts in strategies. Effectiveness can be brought by making

changes in product development and market development strategies by providing value to

customers. Organizational effectiveness can be achieved by aligning business strategy with

workable talent management strategy (Hellriegel and Slocum, 2012). Change management is

designed to support changes at all levels for organizational effectiveness. Change management

helps the executives to drive organizational changes, empower leaders and managers to lead

through changes and enable employees to navigate and respond to change accordingly.

Conclusion

From the above study, it can be concluded that the principles, theories and fundamentals

of organizational behavior are important in determining the success of the organization.

Motivational theories, leadership theories and theories related to management styles and work

relationships play a significant role in achieving organizational mission and vision by motivating

employees toward achievement of organizational goals and objectives. Strong organizational

structure, supportive culture and change management are also effective in increasing

performance, productivity, morale and satisfaction of the employees.


References

Ahmad, F. S., Gilkar, A. N. and Darzi, A. J. (2008) Organisational Behaviour. London: Atlantic

Publishers& Dist.

Anderson, L. D. (2011) Organization Development: The Process of Leading Organizational

Change. California: Sage Publication.

Chance, P. (2013) Introduction to Educational Leadership and Organizational Behavior. New

York: Rout Ledge Publication.

Clarke, P. (2011) Organizational Motivation Theories. USA: UMI Publication.

Contreras, C. (2007) Organizational structure and culture: promising practices that lead to

cultural and intellectual diversity. USA: University of Wisconsin-Madison

Forgas, P. J. and Harmon-Jones, E. (2014) Motivation and its Regulation: The Control Within.

USA: Psychology Press.

French, R. (2011) Organizational Behaviour. USA: John Wiley& Sons.

Griffin, R. and Moorhead, G. (2013) Organizational Behavior: Managing People and

Organizations. USA: Cengage Learning.

Hellriegel, D. and Slocum, J. W. (2012) Organizational Behavior. USA: Cengage Learning.

Jackson, C. J. (2006) Organization development: the human and social dynamics of organization

change. USA: University Press of America.

Knights, D. and Willmott, H. (2007) Introducing Organizational Behaviour and Management.

New York: Cengage Learning EMEA.

Nelson, D. and Quick, J. (2012) Organizational Behavior: Science, The Real World, and You.

California: Cengage Learning.


Peck and Dickinson (2008) Management styles needed to deal with differences in behavior.

USA: Harvard University Press.

Penger, C. M. and Tekavcic (2008) People Management Strategies. London: Sage Publication.

Perkins, S. and Arvinen-Muondo, R. (2013) Organizational Behaviour: People, Process, Work

and Human Resource Management. UK: Kogan Page Publishers.

Petri, H. and Govern, J. (2012) Motivation: Theory, Research, and Application. USA: Cengage

Learning.

Pfister, A. J. (2009) Managing Organizational Culture for Effective Internal Control: From

Practice to Theory. UK: Springer Science and Business Media.

Pillaiyan, M. (2013) Leadership Style and Organizational Effectiveness. USA: Harvard

Association.

Ryan, M. R. (2012) The Oxford Handbook of Human Motivation. USA: Oxford University Press.

Sampane, M.E., Rieger, H.S. and Roodt, G. (2002) Job Satisfaction in Relation to

Schein, H. E. (2010) Organizational Culture and Leadership. USA: John Wiley and Sons.

Schermerhorn, R. J., Osborn, N. R., Uhl-Bien, M. and Hunt, G. J. (2011) Organizational

Behavior. USA: John Wiley& Sons.

Shultheiss, O. and Brunstein, J. (2010) Implicit Motives. New York: Oxford University Press.

Talha, I. (2013) The Impact of Leadership Styles on Organizational Effectiveness. Germany:

Grin Verlage.

introduction - assignment help€¦ · web viewapplication of motivation theories, ... learning...

Documents