...Table of Contents 1. Understand the relationship between organizational structure and culture: 2 1.1 Compare and contrast different organizational structure and cultures: 2 1.2 Explain how the relationship between an organization’s structure and culture can impact on the performance of the business: 4 1.3 Discuss the factors which influence individual behavior at work: 4 2. Understand different approaches to management and leadership: 5 2.1 Compare the effectiveness of different leadership styles in different organizations: 5 2.2 Explain how organizational theory underpins the practice of management: 5 2.3 Evaluate the different approaches to management used by different organizations: 6 3. Understand ways of using motivational theories in organizations 7 3.1 Discuss the impact that different leadership styles may have on motivation in organizations in period of change: 7 3.2 Compare the application of different motivational theories within the workplace: 8 3.3 Evaluate the usefulness of a motivation theory for managers: 9 4. Understand mechanism for developing effective teamwork in organizations 10 4.1 Explain the nature of groups and group behavior within organizations: 10 4.2 Discuss factors that may promote or inhibit the development of effective teamwork in organizations: 10 4.3 evaluate the impact of technology on team functioning within a given organization: 11 References: 12 Introduction: Organization is the combination of people for...
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...Take a second to think of some influential managers or leaders. One may think of people like George Washington, Winston Churchill, Abraham Lincoln, Mother Theresa, and Robert E. Lee or maybe the names of superiors, family members, ministers, or teachers come to mind. Usually, when people think of managers or leaders, they tend to think of today’s current heroes and past historical figures who demonstrated excellence, and we do not include ourselves. Leaders may not control large armies or nations, but they do lead organizations, projects, and crews. The real question is how can one differentiate between management and leadership? What can help both managers and leaders to maintain a healthy organizational culture? Managers are faced with many tasks each day, one of which is leading people. The terms manager and leader are often used in the same context, but they are not synonymous. Understanding the difference between the two terms is important. The goal of a successful manager is to achieve the maximum output of the organization by way of administrative implementation. Management is the creative and systematic pursuit of practical results, (including the results of more knowledge), by identifying and using available human and knowledge resources in a concerted and reinforcing way. Successful leaders rarely focus on failure; they always keep their sights on making the vision a success. This often makes them seem distant and perhaps not a team player. For this reason, it...
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...Organizational Systems and Quality Leadership Task 3 Organizational Systems and Quality Leadership Task 3 Bronagh Paladino Western Governors University 1 Organizational Systems and Quality Leadership Task 3 A1. The country that I pick to compare to the U.S. healthcare system is Great Britain. According to the PBS Frontline program, “Sick Around The World”, by T.R. Reid, Great Britain uses a government run National Health Service (NHS), which seems too close to socialism for most Americans. For about half of what the U.S. pays per person for healthcare, the NHS covers all U.K. citizens and has better health statistics. (Palfreman, Reid, 2008). According to the World Health Organization (WHO), the total expenditure on health per capita is $3,311 in the U.K., whereas in the U.S., the total expenditure on health per capita is $9,146. (WHO, n.d.). In the U.K. the NHS’s proposition is that the citizens never have to pay a medical bill, no insurance premium and no co-pay. The British pay for their healthcare out of tax revenue as the government owns the hospitals and the doctors are salary government employees. The British pay much higher taxes than the Americans to cover their healthcare. (Palfreman, Reid, 2008). The U.S. healthcare system is based on a regulated market system as it is regulated by state or federal legislation. The U.S. healthcare is paid for by a combination of public and private sources by third-party private or public insurers and out-of-pocket...
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...How Is Organizational Health Measured? The Organizational Health Instrument is a diagnostic tool for assessing the internal workings of organizations. These ten dimensions were conceptualized by Matthew Miles and operationally defined by Fairman, Holmes, Hardage, and Lucas-Renne during a three-year, three-phase project that culminated in a valid and reliable instrument that was copyrighted in 1979. Educators in 23 states have used the Organizational Health Instrument as a diagnostic tool for improving leadership and organizational effectiveness. The Organizational Health Instruments (OHI) consists of 80 item statements, eight for each of the ten dimensions. All members of a work unit respond to these questions. (To provide confidentiality of responses, data are collected in a group setting using a set of standardized data collection procedures.) Individuals respond to each question based upon their perceptions. Response choices are: Strongly Agree, Agree, Undecided, Disagree, and Strongly Disagree. Based upon these collective responses, raw scores are established for each of these ten dimensions. A line graph is created for each administrative unit, which contrasts the leader's perception with the composite view held by the work unit. The raw scores are converted into percentile scores. All certified staff completes the organizational health instrument, which assesses an organization's internal workings. The ten dimensions used are as shown below: ...
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...effective use of job descriptions. 3. Do you think job description support or hinder the goal of learning organization approach? Group Discussion 1. Contingency theory is a class of behavioral theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. Several contingency approaches were developed concurrently in the late 1960s. They suggested that previous theories such as Weber's bureaucracy and Taylor's scientific management had failed because they neglected that management style and organizational structure were influenced by various aspects of the environment: the contingency . CONTINGENCY THEORY (STRUCTURAL) Contingency theory states that the most effective organizational characteristics are those that fit the contingency variables. For instance, specialization in an organization produces highest performance when it fits the size of the organization, that is, the level of that contingency variable. Hence, highest performance results...
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...contingency theories of organizations? Discuss giving examples from at least one such theory. Evaluate the claims of this theory and assess its relevance for organizations today. Organizations operate in many different environments and it is vital to assess how they influence their structures. Effective and efficient organizing has become increasingly important in the modern world characterized by rapid changes. Contingency approaches emphasize that in order for organizations to succeed they must adopt a structure suitable for the environment in which they operate. There are many forms of contingency theory. In general, contingency theories are a class of behavioral theory that claim that there is no best way to organize a corporation and the organizational structure of the company. An organizational or leadership style that is effective in some situations may not be successful in others. Therefore, the best way of organizing the company, is contingent upon the internal and external situation of the company. External environments influence organizations in a varied number of ways. Critical external factors include, but are not limited to, the size of the organization, labor markets, availability and cost of capital, competitors, governmental laws and policies, managerial assumptions about employees, strategies, technologies used, etc. The main ideas of contingency theory are: * There is no universal or one best way to manage * The design of organizations and its subsystems must...
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...Problem Solution: Gene One Introduction Good Sport is a company that values innovation, quality, relationships, and customer satisfaction. With health conscious initiatives and groundbreaking innovation, the company now realizes a successful business in sports fitness. Founded over fifteen years ago by former athlete, Jason Poole, good sport has established itself in promoting healthy living through uniquely compact and safe exercise equipment that is high in consumer demand. The company has been very successful in developing, marketing, and selling new products over the past few years. This success can be primarily attributed to the strong organizational structure—including its organizational culture and corporate values—that is grounded in the company vision and imbedded in the execution of the company’s mission throughout all levels. While the company has had issues of internal conflicts and ineffective leadership; nevertheless, the organizational structure of good sport has not been a stumbling block impeding upon progress. As a result, Good Sport can be considered a stable and thriving company—even in the midst of leadership and/or organizational change. This paper will further describe the organizational structure of Good Sport and examine its cultural environment—to include a description of the subcultures of two of its department. The analysis will include a look at the departmental leadership—examining the effectiveness and influence over these groups. ...
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...ASSIGNMENT BRIEF- OB (UNIT 3) Course Title | Pearson BTEC Level 5 HND Diploma in Business (QCF) | Student Name: | Unit Title | * 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...
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...Running Head: MANAGEMENT Elements of Organizational Culture Dolores Licerio Webster University Mr. William Sweetnam Executive Summary This report gives a brief overview of the importance of Human Resource Management in an organization and further elaborates on what an organizational culture is, its roles and functions as well as the intensity of impact it has over the working of the organization. It discusses the impact change has over employees in terms of stress and how managers can assist in countering it. It further discusses the leadership skills and styles that managers should possess and adopt in order ensure that the organization moves effectively and efficiently fulfills its organizational benchmarks and achieves its goals. Table of Content Executive Summary i Introduction 1 Organizational Culture & Change 2 Role of Organizational Culture 3 Functions of Organizational Culture 5 Organizational Change & its Characteristics 7 Consequences of stress for the organization 8 Techniques for control of Work Stress 3 Managerial Effectiveness 10 Approach from the standpoint of personal qualities 11 Situational Theory 12 Situational approaches to effective leadership 12 The Situational leadership model of Fiedler 12 Contingency Theory 15 Origins and essence of Contingency Theory 15 Variables and Assumptions of the Contingency Theory 16 The role of Human Resources...
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...Leadership is the driving force that holds these elements together, aligning them, and enabling the agency to function as an integrated system. Up until now, dialogue of leadership in general focuses on a leader’s role in ongoing processes of an agency. An ever more vital role for a leader in an organization is that of a change. We will now confer the particulars of transformation of leadership, with particular importance of organizational change and creating a culture of high-performance managers. Necessities and strains for organizational change are derived from what originates from the agency’s environment, staff, clients, and often from its own leaders, are so widespread as to be considered a constant of human service administration. Influences within the organization such as low morale, fatigue, inadequate management skills, and high turnover can also present change opportunities. Program redesign, agency reorganization, developing program evaluation systems, enhancing diversity, and altering an outdated or dysfunctional organizational ethos can all be done more successfully using planned change processes. Best leadership for Angel Wings of Love Since the field of human services is continuously evolving the worker must be able to adapt to change in the area of human services. The paper will explore the common methods of organizational change that a manager or staff member(s) may utilize to improve daily operations or responsiveness...
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...Organizational Structure and Culture Organizational structure can be defined as the establishment of authority and the arrangement of the work group. Classical theorists developed the concept of departmentalization as a means to maintain command, reinforce authority, and provide a formal system for communication (Sullivan & Decker, 2009). Designs of an organization can either be structured vertically or horizontally; subdividing work, specifying tasks, and fitting people into a plan. St. Luke’s Hospital is one of the 18 facilities within the Iasis Healthcare Organization. Iasis Healthcare is a charitable organization that was founded in 1998 in an effort to provide healthcare services, supplies, and training to disadvantaged communities throughout the United States. St. Luke’s is a community-centered hospital located in Phoenix, Arizona. This paper will address organizational structure, environment of support, use of information systems, communication methods, organizational chart, community integrated care, and generational differences in regards to St. Luke’s Hospital. Organizational Structure The optimal organizational structure integrates organizational goals, size, technology, and environment. When structure is not aligned with organizational needs, the organization’s response to environmental change diminishes; decisions are delayed, overlooked, or poor; conflict results; and performance deteriorates (Porter-O’Grady, 1994). Organizational structure is important to...
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...|15/01/2014 | | | Table of contents Introduction 3 1. Comparison and contrast of three different organizational structures and cultures 4 2. Influence of relationship between organizational structure and culture on Irish Tesco activities 4 3. Factors that affect individual behaviour at a workplace in relation to Irish Tesco 5 4. Strategies to improve individual performance at Tesco 5 5. Evaluating three strategies to reduce negative impacts of four factors 6 2.1. Effectiveness of three leadership styles for three different organizations 6 2.2. How organizational theory underpins the practice of management at Irish Tesco 7 2.3. Four different approaches to management used by three organizations 7 2.4. Presenting and justifying two approaches 8 3.1. Impact of leadership styles on motivation in period of change 8...
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...------------------------------------------------- Edexcel No : Registration No: Batch No: To be filled by the Student Name of the Student : ------------------------------------------------- Edexcel No : Registration No: Batch No: Date Issued : Date Due : Date of Submission: Date Issued : Date Due : Date of Submission: Unit Assessment Information Qualification : Higher National Diploma in Business Management Unit Code & Title : QCF/ H/601/0551 Unit 03/ Organizations and Behaviour Assessment Title & No’s : Learning outcomes and grading opportunities: LO 01: Understand the relationship between organizational structure and culture | Learning Outcomes | LO1.1 | LO1.2 | LO1.3 | | | | | LO 02: Understand different approaches to management and leadership | Learning Outcomes | LO2.1 | LO2.2 | LO2.3 | | | | | LO 03: Understand ways of using motivational theories in organizations | Learning Outcomes | LO3.1 | LO3.2 | LO3.3 | | | | | LO 04: Understand mechanisms for developing effective teamwork in organizations | Learning Outcomes | LO4.1 | LO4.2 | LO4.3 | | | | | Merit and Distinction Descriptor | M1 | M2 | M3 | D1 | D2 | D3 | | | | | Unit Assessment Information Qualification : Higher National Diploma in Business Management Unit Code & Title : QCF/ H/601/0551 Unit 03/ Organizations...
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...OF ORGANIZATIONAL DEVELOPMENT Classical Organizational Theory Four Principles: 1. Organization exists for economic reasons and to achieve productivity goal. 2. Scientific analysis will devise and orchestrate methods for production. 3. Specialization and strategic deployment of labor will maximize production. 4. Both employees and the organization act in accordance with rational economic principles. Bureaucracy Fundamentally the exercise of control on the basis of knowledge Division of Labor - each position has its own set of responsibilities Traditional Organizational Hierarchy - represents a top down organizational structure. Delegation of authority - work is distributed to a defined responsible participant. Span of Control- neutralizes workforce delegation in equal basis. Humanistic Organization Theory The theory of organizational humanism emphasizes the use of intrinsic motivation to grow personnel qualifications, thereby increasing the economic efficiency of an organization. This theory stresses the need to formulate management goals, which incorporate humanistic values. Open System Theory This theory drives a constant feedback cycle of lessons learned to drive continuous improvement efforts. - Open system is also known as constant volume system and flow system - A system which continuously interacts with its environment or surroundings. The interaction can take the form of information, energy, or material transfers into or out of the system boundary...
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...Organizational Behavior and Management Criminal Justice Workplace Observation Organizational behaviors are factors that contribute to the effectiveness of an agency. Individual and group actions allow the agency to take a systematic approach within the agency to be successful, therefore examining the relationships of individuals through interpretation in the agency. The student will examine the organizational concepts of leadership in upper, middle, and lower management. The student will review how cultures, systems, law, and the influential stakeholders’ political bodies, community groups, employees, and agencies are uniform within the agency. Leadership Leadership is a strong but necessary position whereas the responsibilities can be endless. Leadership in organizational factors is an important role that produces good relationships within the organization, from individuals to other organizations. Upper management is vital to the agency as they are the systematic approach to effective objectives and goals. Upper management is the foundation to those that follow the procedures and regulations. In addition, teamwork makes an organization effective by joining forces, including everyone, achieving the same goals, and last productive motivation shows leadership. Middle management foresees the task put forth for the agency to follow to incorporate teamwork. It is important in the development of organizations for managerial involvement with one another to pursue...
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