...Unit 4003 INTRODUCING ORGANISATIONAL CULTURE, VALUES AND BEHAVIOUR 1.1. Determine a framework for analysing organisational culture. The contemporary definition of organizational culture includes what is valued, the dominant leadership style, the language and symbols, the procedures and routines, and the definitions of success that characterizes an organization. Organisational Culture represents the values, underlying assumptions, expectations, collective memories, and definitions present in an organization (Schein, 1992; Cameron & Quinn, 1999). Cameron and Quinn (1999) have developed an organizational culture framework built upon a theoretical model called the "Competing Values Framework." This framework refers to whether an organization has a predominant internal or external focus and whether it strives for flexibility and individuality or stability and control. The framework is also based on six organizational culture dimensions and four dominant culture types (i.e., clan, adhocracy, market, and hierarchy). In addition the framework authors generated an "Organizational Culture Assessment Instrument (OCAI)" which is used to identify the organizational culture profile based on the core values, assumptions, interpretations, and approaches that characterize organizations (Cameron & Quinn, 1999). The central issue associated with organizational culture is its linkage with organizational performance. Connections between OC and performance have been established....
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... * Organisations and Behaviour | College ID NO: | Unit Number | 3 | | Unit Credit Value | 15 | Pearson Reg. No: | Unit Level | 4 | | Unit Code | H/601/0551 | E-mail: | Pearson Centre No | | | Assessor/s:IQA: | | Learner Signature: | Learning Outcomes | To pass this unit, the student must achieve all the major learning outcomes as follows:1 Understand the relationship between organisational structure and culture2 Understand different approaches to management and leadership3 Understand ways of using motivational theories in organisations4 Understand mechanisms for developing effective teamwork in organisations. | Issue Date | | Final Submission Deadline: | Submission Date: | Signature of Assessor | | Signature ofInternal Verifier | | UNIT AIM The aim of this unit is to give learners an understanding of individual and group behaviour in organisations and to examine current theories and their application in managing behaviour in the workplace. UNIT INTRODUCTION This unit focuses on the behaviour of individuals and groups within organisations. It explores the links between the structure and culture of organisations and how these interact and influence the behaviour of the workforce. The structure of a large multi-national company with thousands of employees worldwide will be very different from a small local business with 20 employees. The way in which an organisation structures and organises its workforce will impact on the culture that develops...
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...world. Organizations are viewed as real entities driven by rationality to achieve efficiency and organizational objectives/goals. When organizations are well-managed, they are systems of decision and action driven by norms of rationality, efficiency and effectiveness for stated purposes. Similar to modernists, critical theorists’ ontology is also objectivism, and organizations are real entities which exist in the objective world. However, critical theorists view organizations as objects used by capitalists for the exploitation and alienation of workers and the environment. Symbolic interpretivists believe that reality is subjective, and only exists if we give meaning to it. As such, organizations are socially constructed realities which are constructed and reconstructed by their members through symbolically mediated interaction. Without its members giving meaning to it, an organization does not exist. Postmodernists suggest that reality is constructed through language and discourse. Organizations are ‘imagined’ entities whereby power and social arrangements are reinforced through language and discourse. C. Epistemology Epistemology is defined as knowing how u can know. It is concerned with how human form knowledge and establish criteria for evaluating it. Modernist relates to positivist epistemology which assumes that one can discover what truly happens in organisations through the categorisation and scientific measurement of the behaviour of...
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...lower level and executives concern themselves with only the larger decisions. Good example for tall structure is NHS. In this organization the management is on high levels, a lot of bureaucracy Reference: (http://khijji.blogspot.co.uk/2014/03/tall-organizational-structures-vs-flat.html ) Flat structure- The flat structures have fewer management levels with each level controlling a broad area or group. Flat organizations focus on empowering employees. For example organizations with flat structure are Mont Rose College, Charity organizations or small companies. Centralisation and Decentralisation structures- In Centralisation and Decentralisation structures decision- making is about authority. In centralized structures need office will retain the major responsibilities and power. Conversely decentralised organisations will spread responsibilities for specific decisions across various outlets and lower level managers, including branches or units located away from head office. An example of a decentralised structure is TESCO and EBAY. Each store of TESCO has a store manager who can makes decisions in their store. Centralisation means that the Head office keeps the main responsibilities of decision-making of the organisation. Head management have the control, making decisions and using regular methods for the good of the company. For example for this structure are...
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...Unit: 3 Organisation behavior 1) A) Compare and Contrast Different Organisational Structures and Cultures? There is a ton of information on organizational culture and about every detail. The relationship between organizational culture and organizational structure is an important theme. The two can be difficult to clearly distinguish from one another, and even more so to clearly define within an institution. Organizational structure works within an organizational culture, but it is not completely separate. The two are very much intertwined. Organizational culture is more of a larger picture, a more general term that refers to a large umbrella of smaller topics and issues within an organization. The structure refers to the infrastructure and the various methods and practices within that infrastructure. That helps an organizational culture run with the efficiency and consistency which should be the hallmark of any healthy organizational structure, whether it is in a corporation, sports team, or any other set up that is large enough to create its own organizational culture. This makes the structure an integral part of any organizational culture, but also narrows out a very specific segment of the culture as its own responsibility. Organizational structure will deal primarily with the set up of the culture. How management works, which specific responsibilities supervisors have, how a complaint is passed through the ranks-these are all issues within the organizational culture...
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...Analysing Organisation Published: 23, March 2015 1. INTRODUCTION: An Organisation is social arrangements for achieving controlled performance in pursuit of collective goals (Buchanan & Huczynski 1997). The organization can also be defined as, social element developed by humans to serve some purpose. An organization usually consists of more than one people. According to Rollinson, the organizations are goals directed i.e. they are created to serve some purpose. However, this does not mean that everyone in the particular organization has the common goals and neither does it follow that everybody is aware of the goals pursued by the organization. Achieving the purpose or the goals for the organisation normally requires that human activity be deliberately structured and coordinated in some way, thus there will be identifiable parts or activities (Rollinson, 2008). For example, let us take our University as an organisation. The students, teaching staffs, non-teaching staffs, top management, workers, buildings and other resources available in the university form the organisation. The purpose of the university is to provide the quality education to the students. There is a culture being followed up in this organisation. The culture plays a major role in the organisation. But this culture is different from one organisation to another. What is Organisational Behaviour? It is the study of human behavior in organisational contexts, with a focus on individual and group processes...
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...Facebook and Google Organisation and Behaviour Instructor: Asma Asrar Qureshi Assessed Students: Stoyan Dimitrov Florinela Neagu Nicoleta-Ana Bostaca Geranimo Bostaca Table of content that are all making reference to Facebook and Google organisations: 1. Comparing and contrasting the differences in organisational structures and behaviours. 2. Explaining the impact on performance of the business regarding organisation structure and culture 3. Factors that are influencing the individual behaviour at work 4. The impact of different types of leadership in organisations 5. Explaining how organisational theory underpins the practice of management. 6. Evaluating the different approach to management used by different organisations. 7. Discussing the impact that different leadership style might have in organisations in periods of change. 8. Comparing the application of different motivational theories within the workplace. 9. Evaluating the usefulness of a motivation theory for managers. 10. Explaining the nature of groups and behaviour within organisations. 11. Discussing the factors that might promote or inhibit the development of effective teamwork in organisations. 12. Evaluating the impact of technology on team functioning within the organisation. Facebook and Google Organisational Structure One of the most important levels of the organization, are their organizational structure and culture. Although there...
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...Although the team based care was more effective, there were several key OD issues that were identified by using OD diagnosis tools and models. Some of the issues highlighted and is the focus of this analysis was HRM, Leadership and Culture. From the case study, one can identify the lack of proper leadership and correlate this to other OD issues such as, no cooperate strategy, no vision or mission and cultural barriers within the organisation. Several known models and strategies were use to select the appropriate intervention and relevant methods for implementation. The intervention and implementation strategies are categorized to match appropriate management of change techniques such as, hard and soft, for a better transition of change within the organisation. The methods of communicating change were also systematically defined to channel only the appropriate contents to the organisation. Strategic SMART recommendations were outlined as short, mid and long term goals to accomplish the objectives of the organisation. Additionally, as part of the recommendations and any OD strategy, there should be a measurement and monitoring system built into the strategy. This will provide continuous feedback for sustainable growth and improvements within the organisation, to match the external environment. Introduction Schein (1965) used the concept of linking an organisation’s ability to cope with change and adapt effectively, to lock the relationship between Organisational Development...
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...St. Patrick’s College London ORGERNISATION STRUTURE AND CULTURE. Lecturer: SUJATA OMWENGA STUDENT NAME: AYODEJI WALE OMITOGUN SALAMI. I D: P1018205. GROUP…22B DIAGRAMPICTURE COPY FROM APQN ;( DISSOLVING BOUNDARIES FOR A QUALITY REGION FROM THE WEB.) INRODUCTION: The study is for the analyses of the concept of organisation structure, culture and behaviour. Hence organisation culture is defined as the psychology attitudes experiences, beliefs and values of an organisation. It is the specific collection of values and norms that are shared by people and groups in an organisation and control, the way they interact with each other and the stakeholders outside the organisation. And structure includes both the organisation chart and unwritten lines of power and influence that indicate whose contribution are most valued. Hanley’s four types of organisation culture are discussed as; Power culture: This is the concentration of power among a few. Role culture; this is clear delegation of authorities within highly defined structure. Task culture; is teams formed to solve particular problems. Power derives from expertise as long as a team requires expertise. And person culture exists where all individuals believe themselves superior to the organisation. All this types of culture are discussed here and their usage on the case studies. CONTAINETS………………. ORGANISATION DEFINATION AND DISCUSSION………………………………………………4……..5 TYPES OF STRUCTURES……………………………………………………………………………...
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...tasks are formally divided, grouped, and coordinated.” (A.Judge, what is an organizational structure, 2013) The film Antz illustrates to us how this concept is used by dividing the ant colony into their specific groups. Six elements are addressed when looking at an organisational structure which include; Work specialisation Work specialisation is the division of labour, where an organisation’s tasks are subdivided into distinct jobs, each completed by a separate individual. In the first five minutes of the film we see images of the little lava ants being given their individual working status, worker ants taking their place in the lines of production, and soldier ants training for battle. (A.Judge, what is an organizational structure, 2013) Departmentalization Departmentalization comes into being when jobs in the organisation are grouped together. Jobs can be divided into groups in different ways, functions performed is one of the more popular ways of doing this. In the film there are two major functions to be performed; the function of the worker ants digging tunnels and the function of the soldier ants that fight rivalry pests or insects. Another way could be by the type of product or service the organisation produces or on the basis of geography. Each colony of ants is situated in different areas of the planet and all have their own individual queen and leader. (A.Judge, what is an organizational structure, 2013) Chain of command Chain of...
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...People and Organisations (Organisational Behaviour: Culture) This report will discuss about two given articles; the key findings of each article, context of each article, the relationship between the context of articles, similarities and dissimilarities between both the articles and also attached with a summary of both the articles as an appendix. Findings of each article According to the research by MacIntosh & Doherty (2007), in a fitness industry organizational culture plays a major role for the client satisfaction and also in retaining them. Though the corporate values such as performance, peak attitude and fitness plays a major role in a fitness industry, the most significant value is the integrity of an organization with respect to the client’s perspective (MacIntosh & Doherty, 2005). Integrity of an organization is that it will do what it says enhancing client satisfaction and will help in keeping the clients for long time. Though performance is considered to be the major value in an organization culture, according to the findings of this article, it is perceived that it has less significance with that of client satisfaction. It may be an initial attraction for a client to join a fitness organization, but in order to retain them the attitude of the staff towards the client has a greater impart in client satisfaction and retention (McCarthy 2004). The client perception and the staff perception of organization culture have some variations which are expected (Hatch...
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...Organisation Culture Research Commonwealth Bank Australia Executive Summary Organisation culture is a unique combination of the set of values that the members of an organisation believe in. It is a very important determinant of the conditions prevailing in an organisation and the culture says a lot about the values, beliefs and structure of a company. The essence of the culture of an organisation is captured by seven primary characteristics. These are measured on a high to low scale and they are very commonly used to provide a synthesized picture of an organisation’s culture. Eventually, this serves as a basis for the feeling of the shared understanding that members have about the organisation at hand, the way in which the members are expected to behave and the way in which things are done (Lok & Crawford, 1999). Commonwealth Bank has a good employee friendly organisation culture and is more or less a blend of the seven characteristics of organisation cultures. However, it is always better to avoid the flaws in each type of culture and adapt to only the meritorious attributes of these cultures. For this purpose, it is significant to analyse one’s own corporate environment and then figure out which blend of cultures suits best to the organisation as whole. The Bank focuses greatly on the incentivising the performance of the employees, in making the organisation more people oriented, getting a perfect mix of both innovative and stable organisation, in improving the collaboration...
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...Part A. (A.C 1.1, 1.2, 1.3, 2.1, 2.2, 2.3) (750 words) A new manager is starting in the organisation shortly. You have been asked to provide an outline to this new-starter, so that they can gain some understanding of the organisation in preparation for their start. The information you provide should include: A list of the main products and services of the organisation An identification of the main customers The purpose and goals of the organisation An analysis of a minimum of 4 external factors and their impact on the business activities of an organisation The structure and at least 4 functions of the organisation An explanation of how these different functions work together within the organisation to optimise performance An identification of the culture of the organisation and at least 2 ways this affects operations. NAME: COHORT: COMPANY: Apple Inc. WORD COUNT 750 In order to understand the organizational business or operation environment and cope with specific organizational culture, it seems important to get the comprehensive information regarding the products and services, customer base, organizational goals or objectives of the company and its internal or external influencing factors. Considering the same, brief insight about Apple Inc. can be of great help for new managers to understand and cope with new organizations culture. Apple Inc. is known in the global market place for its innovative new dimensions of digital technology, which...
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...Table of Content 1.0 Executive Summary 2.0 Introduction 3.0 Mission Statement 4.0 Core Values 5.0 Corporate Values 6.0 Corporate Culture 7.0 Corporate Culture Affect Managers 8.0 Levels of Culture 9.0 Assessing Organisational Culture 9.1 Innovation and Risk-taking 9.2 Attention to Details 9.3 Outcome Orientation 9.4 People Orientation 9.5 Team Orientation 9.6 Aggressiveness 9.7 Stability 10.0 Cultural Web 11.0 Right Culture and right values 12.0 Disadvantage of an Organisation with the Wrong Culture and Wrong Values 13.0 “Right Culture with the Right Values will always produce the best organizational performance” 14.0 Conclusion References 1.0 Executive Summary In this business report, Singapore International Airlines (“SIA”) is the company has been chosen to be the topic for discussion. There will be a few factors that will be discussed. Examples like different culture changes an organization’s competitiveness in the market. We will also be evaluating various objective and methods on how an organization can improve, develop and influence to build a stronger management process. The objective of this report is to analyse and explain how SIA, a Singapore company changes its culture to suit a dynamic changing environment and became a successful company with its corporate values and cultures. 2.0 Introduction Singapore Airlines’ history can be traced back to 1st May 1947. That was when a Malayan Airways Limited Airspeed Consul flew from Singapore...
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...interpersonal process and organizational dynamics. 1. Organisation 2. Behaviour An organization is a collection of people working together in a division of labour to achieve a common purpose. The study of organizational Behaviour (OB) is very interesting and challenging too. It is related to individuals, group of people working together in terms. The study of organisational behaviour relates to the expected behaviour of an individual in the organisation. No two individuals are likely to behave in the same manner in a particular work situation. It is the predictability of a manager about the expected behaviour of an individual. Organisational Behaviour is concerned with the study of what people do in an organization (social system) and how that behaviour affects the performance of the organization: * Individual Behaviour * Individual and Group Behaviour * Organizational Structure 1.1.1 DEFINITIONS OF ORGANISATIONAL BEHAVIOUR: According to Luthans (OB: 2002) OB is directly concerned with the understanding, predicting and controlling of behaviour in organizations. According to Stephen P Robins (1999: 31-43) Organizational Behaviour is a systematic study of the actions and attitudes that people exhibit within organisations According to Roman J.Alday (2006:91) Organisational Behaviour is a branch of the social science that seeks to build theories that can be applied to predicting understanding and controlling behaviour in the work organisations. Organisational behaviour...
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