...Table of Contents Introduction 3 Task 1 3 Task 1.1: The comparison and contrast of organisational structures and cultures of Newton, Chambers and Co and Hi-Gen Power Limited 3 Task 1.2: The relationship between structure and culture that can impact on business performance of Newton, Chambers and Co 4 Task 1.3: The factors of influencing individual behaviour in Newton, Chambers and Co 5 Task 2 6 Task 2.1: The comparison of effective leadership styles within Newton, Chambers and Co and Hi-Gen Power Limited 6 Task 2.2: The way of management functions, managerial roles and management authorities will under plain the practice of management in this company 7 Task 2.3: The evaluation of different approaches of management used by Newton, Chambers and Co and Hi-Gen Power Limited 7 Task 3 9 Task 3.1: The impacts of having different leadership styles on organisational motivation in the periods of change in Newton, Chambers and Co 9 Task 3.2: The comparison of the application of two different motivational theories within my work place 9 Task 3.3: The usefulness of these motivational theories for managers in Newton, Chambers and Co 10 Task 4 11 Task 4.1: The nature of groups and group behaviour within Newton, Chambers and Co and Hi-Gen Power Limited 11 Task 4.2: The factors for promoting the development of an effective team work within Newton, Chambers and Co and Hi-Gen Power Limited 11 Task 4.3: The impact of technology on team functioning in Newton, Chambers...
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...Table of conte Content................................................................................................................................Page Introduction.........................................................................................................................3 1.1. Different organisational structure and culture..............................................................3 1.2. Relationship between organisational structure and culture..........................................4 1.3. Factors influencing individual behaviour at work........................................................5 2.1. Organisation theory and management practice.............................................................6 2.2. Different approaches to management used by Peacocks and Primark..........................6 3.1. Leadership styles and their effectiveness......................................................................7 3.2. Application of different motivational theories in workplace........................................8 3.3. Relationship between motivation theory and the practice of management..................10 4.1. Nature of groups and group behaviour.........................................................................11 4.2. Factors lead to effective teamwork and threaten the success......................................12 4.3. The impact of technology on team functioning............................................................13 References...
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...Bibliography 17 1.1 Comparison of the Organisational Structure and Culture Syngenta is a highly innovative diversified company in a very competitive market whose organisational structure the matrix, has been adopted to fit snugly with the goals and objectives of the company (The Times 100, 2000). In an effort to remain competitive the complexity of the matrix structure which combines more than one organisational structure allows the company to fully utilize the expertise of its human resource through the formation of teams for maximum effectiveness through creative development (eHow.com, 2012) and this is done through the Directors priority to continually implement and improve the company’s “Corporate Governance” (Syngenta’s Annual Report, 2010). The culture of an organisation is dependent on the structure adopted by the organisation. The culture is developed through the leadership or management style, values, socialization, rites etc. The culture feeds the bloodline (structure) of any organisation and the proper development and alignment of same is crucial in the success of any organisation (Howard, 2007). Syngenta’s culture is a mixture of task and person which speaks to the goals of the organisation; therefore it fits well with the structure. The task culture encourages teamwork, problem solving and creativity through the expertise of its members whereas the person culture encourages the development of leadership and other management skills which act as a motivator for...
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...that the work submitted for this assignment is my own. Where the work of others has been used, has been used to support my work and credit has been acknowledged. Task 1 1.1 You are required to select any two companies from UK energy industry to compare and contrast the different organisational structures and culture with another company from the same industry. 1.2 Explain how the relationship between structure and culture can impact on business performance of the first organisation you have selected 1.3 Also discuss the factors which influence individual behaviour at your first organisation that you have chosen. Task 2 2.1 Compare the effectiveness of different leadership styles with another business organisation in the same industry. 2.2 Also explain how the management functions, managerial roles and management authorities will underpin their practice of this company management. 2.3 You need to evaluate the different approaches to management used by the both organisations concerned in this task. Task 3 3.1 You have to discuss the impacts on different leadership styles on organisational motivation throughout the change of periods in the first organisation you select in the task 1. 3.2 You need to compare application of two different theories within your work place in the same organisation. 3.3 Evaluate the usefulness of these motivation theories for the managers in your organisation...
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...1.1 Comparison of the Organisational Structure and Culture Syngenta is a highly innovative diversified company in a very competitive market whose organisational structure the matrix, has been adopted to fit snugly with the goals and objectives of the company (The Times 100, 2000). In an effort to remain competitive the complexity of the matrix structure which combines more than one organisational structure allows the company to fully utilize the expertise of its human resource through the formation of teams for maximum effectiveness through creative development (eHow.com, 2012) and this is done through the Directors priority to continually implement and improve the company’s “Corporate Governance” (Syngenta’s Annual Report, 2010). The culture of an organisation is dependent on the structure adopted by the organisation. The culture is developed through the leadership or management style, values, socialization, rites etc. The culture feeds the bloodline (structure) of any organisation and the proper development and alignment of same is crucial in the success of any organisation (Howard, 2007). Syngenta’s culture is a mixture of task and person which speaks to the goals of the organisation; therefore it fits well with the structure. The task culture encourages teamwork, problem solving and creativity through the expertise of its members whereas the person culture encourages the development of leadership and other management skills which act as a motivator for employees. ...
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... Page Introduction 11 1.1a Compare and contrast different organisational structure 11 to 14 1.1b Fords organisational structure 1.1c Google’s organisational structure 12 1.1d Comparing organisational structures 1.1e Compare and contrast different organisational culture 13 1.1f Ford’s organisational culture 1.1g Google’s organisational culture 1.1h Comparing the organisational culture 14 1.2a Relationship between organisational structure and culture 14 1.2b Impact on the performance of a business 1.3 Factors that influence behaviour at work 15 2.1a Effectiveness of different leadership styles 15 to 16 2.1b Ford’s leadership style 2.1c Google’s leadership style 2.1d Comparing leadership styles 16 2.2 Organisational theory 16 2.3a Different approaches to management 17 to 18 2.3b Ford’s management approach 2.3c Implications of Ford’s management approach on Martin Air Con 2.3d Google’s management approach 2.3e Implications of Google’s management approach on Martin Air Con 18 3.1 Different leadership styles and effects on motivation 18 3.2a Motivational theories...
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...contrast different organisational structures and cultures 3 P2. Based on the scenario given, explain how the relationship between an Organisation’s structure and culture can impact on the performance of the business. 4 P3. Discuss the factors which influence individual behaviour at work. 5 P4. Compare the effectiveness of the different leadership styles in two or more 5 Organisations of your choice. P5. Explain how organisational theory underpins the practice of management. 6 P6. Using an organisation of your choice, evaluate the different approaches to 7 Management P7. Discuss the impact that different leadership styles may have on motivation in 7 Organisations in periods of change. P8. Compare the application of different motivational theories within an organisation 8 of your choice P9. Evaluate the usefulness of a motivation theory for managers 8 P10. Explain the nature of groups and group behaviour within an organisation of your 9 Choice P11. Discuss factors that may promote or inhibit the development of effective teamwork 9 In organisations P12. Evaluate the impact of technology on team functioning within a given organisation 10 References 12 P1. Compare and contrast different organisational structures and cultures The organisational structure is the...
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...Division of Business | Course: HND Level 5 Business (management) | Year: 2015/16 | Student Name: | UNIT 03: Organisations and Behavior | Lecturers Name: Dr O. Shittu | Date Issued: 25th of April 2016 | Completion Date: 20th of July 2016 | Fail Pass Merit Distinction P11.1 | P21.2 | P31.3 | P41.4 | P52.1 | P62.2 | P72.3 | P82.4 | P93.1 | P103.2 | P113.3 | P123.4 | P134.1 | P144.2 | P154.3 | P164.4 | M1 | M2 | M3 | D1 | D2 | D3 | | Learning Outcomes: 1 Understand the relationship between organisational structure and culture 2 Understand different approaches to management and leadership 3 Understand ways of using motivational theories in organisations 4 Understand mechanisms for developing effective teamwork in organisations. Comments:Assessor’s Signature:______________ Referred Date:______________ | Late: Yes No | Internal Verification: Yes No | I declare that the work I am submitting for assessment contains no sections in copied in whole or part from any other source, unless it is explicitly identified by means of quotation mark or by means of wholly indented paragraphs. I declare that I have also acknowledged such quotations by providing detailed references in an approved format. I understand that unidentified and un-referenced copying both constitutes plagiarism which is an offence. I give my consent for my work...
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...overall corporate strategy of the business (The times 100).13 13 Factors Promoting Development of Effective Teamwork in Organisations13 Communication14 Diversity14 Evaluation of the impact of Technology on organisations (LO 4.3) 14 Conclusion 14 Bibliography14 Guy’s and St Thomas Hospital17 John Lewis Partnership17 Organisational Culture18 CONCLUSION19 Bibliography19 Executive Summary This report is for the principal of City College, Mr Wakefield as they are preparing to take over Abbey College, a college that, due to recession, it went into administration. It will start with a comparison between different organisational structures and cultures and will continue with an explanation on how the relationship between structure and culture can impact performance in a company. I will discuss the factors which influence individual behavior at work. I will also compare the effectiveness of different leadership styles and will discuss the impact of these styles may have in organisations. I will continue with explaining how organizational theory underpins the practice of management and I will evaluate different approaches to management used by different organisations and will compare the application of different motivational theories within the workplace. I will also carry out an evaluation of the usefulness of a motivation theory for managers. To conclude I will explain the nature of groups and group behaviour in organisations and will discuss factors...
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...Organisation and behaviour Organisational Structure:It is the group of activities which are done to achieve the organisational goals and aims.Such like source usage,conversations styles,co operations between the groups and teams. Many structures may be in an organisation according to their goals and achievements.An organisational structure works in an organisation in two ways.First,it provides the leading ways to achieve the goals and second it fixes the individuals who can share and participate in the process of organisational decision making and actions after that. TYPES OF STRUCTURE IN AN ORGANISATION There are three type of organisation structure which are commonly used recently. Functional Structure: It is the structure in an organisation which is established according to the departments in an organisation.it is always slow moving structure due to the lack of communication between the staff and team working.There is a central department in the functional structure and all other departments have to report that central department.Effiencies of the functional structure are measured according to the staff sale performance that should be at low cost. Divisional Structure:This structure is also called the product structure.This structure is cattegorised according to products made in the organisation.All the divisions in the divisional structure perform their duties according the products and facilities provided to them in the division.For example there can be...
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...profit to reward stockholders, managers, and employees; and being socially responsible and protective the natural environment). An effective organisation is one that achieves its goals (George and Jones, 2014, P.5). Since organisations exist to accomplish goals, the management should outline those goals and therefore provide the means that for achieving them. Planning, under the elements of management, is about identifying an organisation’s goals, establishing an overall strategy for achieving those goals, and developing a thorough set of plans to combine and organise activities. Managers are also obligated to develop an organisation’s infrastructure. This is called organising. It includes deciding what tasks should to be done, who should carry out the tasks, how the tasks are to be completed, and who reports to whom. Every organisation contains people, and it is the management’s job to manage and coordinate the people. This is called leading. Once managers encourage staff, direct their activities, choose the foremost effective communication methods, or resolve conflicts among members, they are leading. To ensure that things are being carried out as intended, managers should monitor the organisation’s performance and compare it with formerly set goals. If there are any vital changes, it is the management’s job to...
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...Link between Strategic management and leadership A leadership is the bridge between strategic management and their target. It’s because of a leadership that organisation gets their desired tasks and targets. Management is responsible for people and resources in a unit according to the rules or values that have already been set while the leadership set a direction to the people in the group. The aspect of leadership assumes importance in this age of cut throat competition as effective leadership paves the way by which an organisation achieves its various objectives. In this regard roles of the leader are important as they seek to exhort the employees to increase their participation in the management and effective evaluation of strategies in regards to the organisational goals (Barney and Barney, 2009). We can understand the link between strategic management and leadership by this example that good leadership and effective management are always the of success in any organisation so both of these are the skills which going side by side without management a good leadership can only satisfy for the time being not in a long term same as an effective management is nothing without the good leadership. When great leadership is jointed with effective management, you are able to set a direction and be able to allocate the resources the way you want. Not only that, you will achieve your goal the way you have thought and the way you want to achieve. When seen in the context of Qualbank...
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...A Concise Research on Siemens AG and Nissan Contents I. Introduction………….…………………………………………………...…………….….1 II. Finding…………………………………....……………………………...…………...…...2 2.1 A concise background of Siemens AG and Nissan………………..…2 2.2 The high performance culture of Siemens….…………….….…………….........2 2.3 Comparison of organisational structure and culture…………….………………...…..2 2.4 Effectiveness of different leadership styles………………………………………......3 2.5 Approaches to management among Siemens AG and Nissan………………………..4 2.6 Factors influence individual behaviour at work………………………………………5 2.7 Different motivational theories………………………………………………………5 2.8 Nature of groups and group behaviour of Siemens…………………………………..6 2.9 Factors to the development of effective teamwork at Siemens………………………6 III. Conclusion…...……………………….………………………………………..………8 3.1 Structure and culture affect the performance of Siemens…………………………..8 3.2 Explanation of the leadership of Siemens AG……………………………………….8 3.3 Organisational theory influences the practice of management……………………8 3.4 Different leadership styles motivate organisations in periods of change……………9 3.5 The usefulness of motivational theories for managers………………….…………10 3.6 Impact of technology on team functioning within Siemens……………………10 Reference………………………………………………..………………….……….……….12 I. Introduction All my research is about two huge companies: Nissan Motor Company and Siemens AG. One topic has already been set...
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...change in the upper management and implementation of a new organisational strategy which has led to the performance deterioration and the increase in customer complaints. The problems are analysed in light of a diverse range of theories and scholarly views regarding the impact of potential factors on organisational performance and profitability foresights. Through theoretical and empirical research, the authors have focused on leadership styles, and the cultural and societal values to analyse the problems at The Regency Grand Hotel. The analysis undertaken brought about a wider and clearer image of the situation both as a whole (macro) and in terms of dissected attributes (micro). The macro problem revolves around cultural differences and imposition of a participative leadership style that did not associate with the socio-cultural dimensions of the organisation. In essence, the case study lead to a common platform entitling that cultural backgrounds and societal factors are the most important factors to be considered before enforcing any managerial strategy. Moreover, a certain level of hierarchy is quiet indispensable in organisations where highly scattered responsibilities are prevalent, which can lead to uncertainty and consequently might turn out to be detrimental for the performance and profitability of the organisation. Our long term strategic recommendation is to introduce task-oriented structure, change to Autocratic leadership style and implementation of...
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...“Best Perspectives to Human Resource Management” Author: Arrey Mbongaya Ivo ©2006 African Centre for Community and Development (www.africancentreforcommunity.com ) All rights reserved. Table of Contents 1.0 Introduction, Perspectives in Management and the genesis of Human Resource Management 1.1 Scientific or Closed management, Human Relations or Semi open system, Open System or Contingency system 1.2 Personnel management/ Personnel Manager 1.3 The genesis of Human Resource Management(HRM)/Defining Human Resource Management 1.4 What is ‘Hard’ and ‘Soft’ HRM? 1.5 The Debate between Human Relations(HR) and Human Resource Management(HRM) 1.6 The Human Resource Manager and his role 2.0 Attempting a framework for Human Resource Management(HRM) 2.1 Using HRM as a style, a strategy and an outcome 2.2 Is HRM a restatement of Personnel Management? 2.3 Is HRM a new managerial discipline? 2.4 HRM as a resource-based dimension of management 2.5 The Strategic and international possibilities of HRM 3.0Using some models of HRM to critically assess HRM “Hard” and “Soft” Approaches. 3.1The Harvard Model 3.2The Michigan Model 3.3Guest comparative models 3.4The ‘Choice Model’ and its benefits. 4.0The influence of senior management and their Effectiveness 4.1 policy makers 4.2 senior managers and their frames of reference 4.3 The more effective the better the policies 4.4 The Japanese example 5.0 Conclusion, limitations and proposals 5.1HRM a widespread contemporary, evolving & contingent...
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