ORGANIZATION AND BEHAVIOR

Department of HND EDWARDES COLLEGE, PESHAWAR.

ORGANISATION AND BEHAVIOUR

Prepared for, Miss. Sadia Jabeen Department of HND, Edwardes College, Peshawar.

Prepared by, Quaid Iqbal Muhammad Waqas Khan Syeda Mehreen Kazmi Zakkia Uzair

January 12th, 2009

CONTENTS
Synopsis ...1 IINTRODUCTION......2

Page

CHAPTER 1: Organization structure and culture 1.1) Different organization culture and structure..4 1.2) Organization structure and culture in HBL and UBL ...................................6 1.3) Factors influencing in both organizations..7 CHAPTER 2: Motivation theories 2.1) Different leadership style and motivation theories.....................9 2.2) Leadership styles and motivation theories in UBL and HBL........12 2.3) Recommendations...13 CHAPTER 3: Behavior of individuals 3.1) Factors which affect individual behavior at work.16 3.2) Analysis..18 3.3) Recommendation..19 CHAPTER 4: Groups and group dynamics 4.1) Nature of groups and group behavior21 4.2) Teamwork in HBL and UBL.22 4.3) Factors that affect group work in HBL and UBL...23 REFERENCE LIST...25 ANNEXURE Assignment allocation and responsibility: Annexure A....26 Minutes of Meeting: Annexure B........27 Assignment Brief: Annexure C.29

SYNOPSIS
This report is based on organization and behavior. In this report, all the aspects of organization and behavior will revolve around HBL and UBL. This report is divided into four chapters. Each chapter will emphasize on different outcomes. The first chapter is about organization culture and structure, the second chapter is about leadership style and motivation theories, the third chapter is about individual behavior in organization and the fourth chapter is about groups and dynamics. Each of them is discussed in detail respectively.

INTRODUCTION
HBL and UBL is a Banking Company, which is engaged in Commercial & Retail Banking and related services domestically and overseas and these are one of the major commercial banks of Pakistan.

HABIB BANK LIMITED

HBL was formed into a legal corporation on 25th August 1941 and than bank has been operating in private sector until its nationalized in 1974. HBL first established its operations in 1947 in Karachi. In 1951HBL established their first international branch in Colombo and Srilanka and HBL plaza was built in 1972 to make the bank 25th anniversary. HBL has 1705 domestic branches, 55 overseas branches in 26 countries spread over Europe. the Middle East, Far East, Asia, Africa and the united state and 2 representative offices in Iran and Egypt. June 13, 2002 Pakistan privatization commission announced that the government of Pakistan had formally granted and given 51% of the shares of Aga Khan for Economic Development (AKFED) to the HBL, against an investment of PKR 22.409 billion. On February 26, 2004, management control was handed over to AKFED.

UNITED BANK LIMITED

UBL was established in November 7th, 1959 and has assets of over Rs. 550 billion. UBL has 1375 domestic branches, 20 overseas branches spread over in UK, USA, UAE, Yemen, Qatar and Bahrain. Tehran, China and Kazakhstan are its representative offices. UBL associated companies are Oman United Exchange Company, Muscat and UBL Insurers Limited. UBL is making every effort to meet the up-coming challenges through strategic planning and making the best use of the resources at its command. A professional team was appointed in mid 1997 to restructure the bank and to start rightsizing. UBL has planned to

improve customer services and internal systems to improve efficiency. It also intends to launch innovative products.

CHAPTER: 2 ORGANIZATIONAL STRUCTURE AND CULTURE

Behavior in organizations By Robert E. Coffey and Anthony G. Athos and peter A. Reynolds ORGANIZATIONAL CULTURE
Organizational culture is a concept in the field of Organizational studies and management which describes the attitudes, experiences, beliefs and values of an organization. It has been defined as the specific collection of values and goals that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization.

ORGANIZATIONAL STRUCTURE
Organizational structure describes how jobs tasks are divided and it also describes how groups work in coordination. In modern or new organizational structure the owner handover his work to the professional manager to run his organization and the manager is responsible for achieving their objectives and goals. Organization can achieve their goals by thinking in terms of groups or small group of people, either what they do, or where they to do it or both. E.g. in manufacturing organization some people are doing work and some are thinking. Some are making decision and other is acting on those decisions which are taken before.

TYPES OF STRUCTURE
Tall Structure Flat Structure TALL STRUCTURE The organization which works under the tall structures is characterized by more levels of managers and supervisors. In a tall structure the span of control (no superior should have more then 5 or 6 subordinates) is narrow. Tall structure provide more control and direction from the organization point of view and from the point of view of employees they are more restrictive and the taking of decision is also very few. In tall structure it is easy for the manager to keep in touch with employees and their department because of few subordinates and narrow area to supervise. FLAT STRUCTURE The organization which works under the flat structure have few levels of managers and the span of control in flat structure is wide. In this structure organizers are unable to control and direct the organization due to the wide structure the organizers are unable to keep in touch with employees.

BASIC STRUCTURE
few basic structures are discussed below.

1. FUNCTIONAL STRUCTURE: In a function structure employees work on a function of a specific job in an organization. According to the functional areas the organization is structured. In this structure groups are specialized in similar skills in different areas and organization is coordinated with a top management. 2. DIVISIONAL STRUCTURE: This structure is formed when organization is divided into number of units. This structure is applied in large companies.1 3. MATRIX STRUCTURE: Matrix structure is applied in highly complex organization. Two hierarchical structures are connected with one and other. The organizers of this structure are quick responsive to change in market environment through its project structure. Matrix structure is usually used to produce new product or service.

Organization and Behavior Concepts and Application By Gray and Strave ORGANIZATIONAL CULTURE
Organization culture is a pattern of shared basic assumption. It is very important for achieving the goals. Basically culture referred the personality of organization. Organizational change must include not only changing structure but also changing the culture as well. Culture is the set of assumptions, believes, values and ideas that people have about the organization. Organizational structure will deal primarily with the set up of the culture. How management works, which specific responsibilities supervisors have, how a complaints is passed through the ranks. These are all issues within the organizational culture that are directly tied to how organizational structure works. The structure is not limited to those three examples, but it would certainly include all of them. The relationship between organizational culture and structure can be hard to tell apart, but in a fully healthy culture that is exactly what should be expected when all is functioning normally.

ORGANIZATIONAL STRUCTURE
Organization structure normally determines the hierarchy with in the organization. Organization structure works best for them because wrong structure can result in weak communication, weak product development, weak customer service and etc. This structure defines the role and responsibilities of a person in an organization. Companies choose the structure according to the size, location, staff and environment.

TYPES OF STRUCTURES
Tall Structure Flat Structure

TALL STRUCTURE: Organization works in different structure but this decision must be made that in what shape organization will be a tall or a flat. Organization in tall structure has many hierarchical levels and a few employees are responsible in front of each boss. Tall structure have narrow span of control. FLAT STRUCTURE: The organizations which work under a flat structure have few hierarchical levels. Many workers and employees are reporting to one boss. In flat structure the span of control is wide. Employees in flat structure are more satisfied then the tall structure because it is the one of the simplest form of structure.

BASIC STRUCTURE
few basic structures are discussed below. 1. FUNCTIONAL STRUCTURE: Functional structure is one of the most commonly used structures. Under this structure the organization is departmentalized on the basis of the function. By this structure organizations are able to achieve their goals and objectives. 2. DIVISIONAL STRUCTURE: Some organizations work under the divisional structure. In this structure organizations are divided into division. Each division works as its own unit and as a profit center. 3. MATRIX STRUCTURE: In this culture employees are chosen from different department to work on specific project. This structure is not easy to manage. Most of the expert recommended that matrix structure be used only when necessary.

RELATIONSHIP BETWEEN STRUCTURE AND CULTURE

There is a ton of information out there on organization culture and about every detail of it. The relationship between organization culture and organization structure is an important theme that is often overlooked. The two can be difficult to clearly distinguish from one and other and even more so clearly define within an institution. Organizational structure works within an organizational culture, but it is not completely separate. Organizational culture helps to run organization with the efficiency that should be the mark of any healthy organizational structure, weather it is in a corporation, sports team, or any other set up that is large enough to create its own organizational culture.

Organization Structure and Culture in HBL and UBL

CULTURE AND STRUCTURE OF HBL
Organizations have their own structure and culture. If there is any informality in the organization culture and employees believe that they are a part of organization then behavior effect positively. Culture and structure is very important for an organization in a culture there are many people belong to different groups and the structure of organization is made from the people if there is unity of command, Span of control and intrinsic motivation so it effect the motivation level of the employees. In organization if they have

a good culture and they have the good social norms, values and ethical behavior so culture automatically control behavior .Culture is develop by good social norms, good contents, good peer group and culture cannot be reinforced, it is link with the inner behavior and change is also continuous process. In organization good and positive behavior controls the culture aspects. Culture also pushes the member to behave in a way that is counter to the formal mission and goals of organization but it can be changed through inter personal skills and good behavior. In organization good, positive and progressive culture and structure is shared among the people. Organizational structure is the way in which the interrelated groups within and organizations are set up to allow them function smoothly from a large stand point. The two main purpose of successful organizational structure is to ensure effective communication between various parts of the company, as well as to increase coordination between different departments.

CULTURE AND STRUCTURE OF UBL

Culture and structure is important in organization but each organization has their own structure and culture. According to this organization, there is not a specific culture in organization but through employees and their related environment culture is develop. They develop their own culture according to their own requirement. Culture controls the behavior of employees according to their nature which accepts the efforts to that culture. They develop that culture which they need. Culture depends upon the nature of employees it develop the behavior of employees according to that culture. Culture does not remain the same but the unwanted culture will changed according to mew environment. In organization culture is made when employees share their own culture. In this organization the bureaucratic structure is used .Employees r not involved during taking of the decision they are totally depended upon the orders of their boss. Through structure it is easy for the organization for placement of employees, staffing and they also know how many employees are required for the jobs in organization. In the absence of structure some difficulties occurs for the organization that how many employees they need for the job and how they control the organization.

FACTORS INFLUENCING IN BOTH ORGANIZATION

Culture and structure is important in each organization because through good culture there is friendly environment between the manager and employees. And through good structure the organization runs fast towards its objectives and can achieve the goals easily. In both organization culture developed by sharing their own culture which is very effective for both organization because by communication with each other and sharing their views least conflict occurs between the employees and manager. Through this friendly environment occurs which helps organization to run as high as they want. In organization the bureaucratic structure should be avoided and during decision making employees should involved because under this structure employees cannot work by their heart. They take their work as a burden. Under this structure organization cannot run towards there goals as fast as they need for their success because employees are not motivated by this structure they do not share their views, their ideas among them selves. This structure has negative effect on organization. It can be good thing in small doses especially in tackling issues that will become recurring themes in large businesses. Through good culture and structure employees are motivated and they share their new

idea. They help each other and also solve the problems of organization. A fully healthy organizational culture and structure is exactly what should be expected when all is functioning normally.

CHAPTER: 3

Motivation Theories and Management Practices

Leadership Styles and Motivation Theories Management A Global Perspective (11th edition) By Heinz Weihrich and Harold Koontz
Leadership: Leadership is the art or process of influencing people so that they will strive willingly and enthusiastically to words the achievement of group goals" 'Pg 396' An Important feature of leadership is its style which may be defined as the manners of a leader of dealing with the people and the methods of handling various situations and circumstances, problems and crises, changes and upheavals etc that may arise in an organization, systems and processes. There are number of leadership styles which are adopted by the leaders. From this book we conclude that on the bases of authority there r three basic styles used by the leaders

Leadership Styles
Autocratic Style: In this style all the power is in the hand of the leader he has the authority from making decisions and sating ogles to give or with draw punishment and rewards. Where as some autocratic leaders may act as benevolent autocrats. Democratic Style: This style is also called participative style. This style is based on consultation in this style of leadership; leaders make decisions in consultation with sub-ordinates. In this style authority is distributed and decision making is sheared. Free-rein Style: In this style the power or the authority in the hand of the leader is very little wile the subordinates are independent to set their goals and make their decisions. Leader is limited to the meters of the out side and he has to provide information and resources for his workers to increase output.

Leadership styles on the basis of orientation

The leadership styles are given on the bases of orientation by "Fiedler" in this book on Pg 410. Production Oriented Style: This style is also called task oriented style of leadership in this style the leader gets satisfaction when he looks that his task is successfully performed and he does not bother

about his workers. People Oriented Style: In this style of leadership the leader is concurrent more with the problems of workers and tries to keep good relations with them. While he is not interested in out put. In this book this is also said that the use of any style is dependent on the situation Motivation Motivation is a general term applying to the entire class of drives, desires, needs, wishes and similar forces. Motivation Theory: McGregor's Theory X and Theory Y: In theory X and theory Y McGregor has given two sets of assumptions about the nature of people. According to him there are two approaches or infect two management philosophies based on human behavior which he has explained briefly in his theory. Y. Maslow's Hierarchy of Needs Theory: Maslows theory has five categories, Physiological needs, and security needs, affiliation or acceptance needs, esteem needs, and need for self-actualization. This theory holds that human needs form a hierarchy ranging from the lowest order needs to the highest order needs. This theory also says that when one set of needs is satisfied, this kind of need ceases to be a motivator. Alderfer's ERG Theory: This theory has three categories there categories 1) Existence needs 2) relatedness needs 3) growth needs. He suggests that a person may be motivated in more then one category at the same time. Herzberg's two Factors Theory: He says that there are two sets of motivating factors. In one set they are dissatisfies, which are related to the jobs context (circumstances, conditions). The absence of these factors results in dissatisfaction. In other set are the satisfiers, or motivators, which are related to the content of the job. They include achievement, recognition, challenging work, advancement and growth in the job. The Vroom's Expectancy Theory of Motivation: According to him people will be motivated to do things to reach a goal if they believe in the worth of that goal and if they can see that what they do will help them in achieving that goal. Equity Theory: This theory stats that people will be batter motivated if they think they are being treated fairly and feel de motivated if they think they are treated unfairly. Skinner's Reinforcement Theory:

In this theory it is said that individuals can be motivated by proper design of their work and by praise for their performance, wile punishment for power performance produces negative result. McClellands Needs Theory of Motivation: In this theory McClellands has identified three types of basic motivating needs are need for power, need for affiliation and need for achievement.

Managing Organization Behavior By William Fox

Autocratic and Democratic styles of leadership are already discussed in the above book and they are also mentioned in this book. Leadership Styles Leissez-Faire Leadership: A degree of responsibility is accepted but there is virtually no communication between leader and sub-ordinates. Bureaucratic Leadership: The leader is characterized by a high degree of reluctance on rules, regulations and procedures to which both leaders and subordinates subscribe. Team And One To One Leadership: Some forms of democratic leadership tend to involve extensive within interaction. Team leadership involves relatively frequent group meetings of a consultative, problem solving nature. Motivation Theories This book includes the following motivation theories. Maslow's Hierarchy of Needs. McGregor's Theory X and Theory Y. Herzberg's Two Factor Theory. McClellands Needs Theory of Motivation. These theories are all ready discussed in the first mentioned book. Conclusion Over collective conclusion from both the books about motivation is as follow. From all these theories we conclude that people will be better motivated if the environment in which they are working is according to their nature and the reward which they receive against the efforts they have made should full fill their needs and wants. Workers are also motivated for the achievement of goal's if they come to know that their

activities will help them in the achievement of goal and as effort is influenced by the value of reward, there for, people are motivated much to work hard if they are assured they are being treated fairly in terms of cash rewards and the incentives but if they think they are treated unfairly and they are not gating as much rewards as much they are making efforts so they are de-motivated. From these theories we also conclude that workers should be continuously praised for their efforts so that their sprit of work won't get low. Leadership Styles: the use of any style is dependent on the situation.

Leadership Style Used By HBL and UBL

UBL and HBL use different types of leadership styles on different bases which are discussed below. On Motivation Basis they use Positive leadership style. On Power Bases they use Autocratic style. On Orientation Basis they use Production Oriented Leadership. These styles are described below Positive Leadership: This leadership style is used on branch level. It refers to such a leadership or leadership style whereby organizational personnel are motivates to hard work, more work and better work through financial or non-financial in centavos. It is based on the fact that a satisfied worker put in more and better work. Thus the higher is the reward; the higher is the productive efficiency. If some one works hard so at the end of year he is given cash prize. And double recommendation later is given in his favor. so through these kind of motivation the employees tries to work more hard in coming years and work hard to take more prizes and to promote quickly. Autocratic Style: This style is used in main offices. It may be defined as such a leadership style wherein power is concentrated in the leader. It is based on centralized authority. The management is the fountain head of power and authority. The leader makes decisions, policies and procedures to be followed by the workers blindly and without questioning. So that work should be done quickly and in this style leader is responsible for every thing. And in this way all the works obeys the leader. Ant quick decisions are made. This stile is used because they want to produce more and more. If every one got the right to give advice so then they can not work in friendly environment many misunderstandings will created in members. Production Oriented: This style is used in head office. It refers to such leadership style whereby the leader laid entire emphasis on production or work. They believe in getting hard, more and better work from their subordinates. Manly they are concerned with more output. They mostly are maximizing production. To them employees are of less or no importance. Instead they emphasize more work and more output. Their management techniques, ogles and policies all aim at maximizing output, by working round the clock, keeping work force constantly

busy and attaining high standards of quality. If they do not do this then workers are relax and do not complete their work in time. If they do not achieve their tasks in time which they are given so then they also have to be punished. By demoting them or cutting salaries etc. Because they have enough employs to work for them so they dont care about employees they only care about their production

Motivation Theory used by UBL and HBL

They use same kind of theories which I have discussed below. Equity Theory: The equity theory was first reported by Adams (1965). In this theory it is explained that people will be more attracted if they are ashore that they are treated fairly and will not be attracted if they think that they are not treated fairly. If some one works hard so he is reworded with cash price and has promotion chances are more. Every employee of same rank has equal power an authority. And equal facilities are given to all of them. Salaries, home alliances, convince alliances, medical facility etc are same of every manager if he is in Peshawar or Mardan etc. every one gets equal bonus. Every one has to respect his seniors according to roles and regulations. And seniors also respect their joiners and guide them in a right way. Expectancy Theory: They also use expectancy theory. This theory was first given by Vroom's in (1964) this theory can explain why extrinsic financial motivation works only if the link between effort and reward is clear and the value of the reward is worth the effort. If some one works hard so he should be rewarded and should be given cash prize. And double recommendation later is given in his favor. So through this kind of motivation the employee tries to work more hard and to take more prizes and to promote quickly. So this is a kind of force which is applied to the workers to work hard and to give well out put. RECOMMENDATIONS

Recommendations for Leadership Styles

They should use the following leadership styles. Positive Leadership: Because it provide high output. It creates and promotes peace in bank. It increases wages of workers both in monetary and real terms. The employees work hard so that leader should write a positive report in their Favor for bonus etc. It furnishes strong reward, inducement and motivation to the followers. Autocratic Style: It helps in making quick decisions. It attains high productivity and satisfaction. It is task and production oriented. It also appropriate in enterprises where environments call for the use of threats,

fear, penalty and other bullying methods for enhancing work and production .

Recommendations for Motivation Theories

According to me Alderfer's ERG theory is suitable for banks because ERG refers to those three categories of Existence, Relatedness and Growth. Alderfer suggests that one may be motivated by needs on several levels at the same time e.g. one may go to work to make existence, needs, satisfaction and at the same time one may be motivated by good relations with co-workers. When people experience frustration on one level, they may focus on the need at a lover level needs category.

CHAPTER: 3
BEHAVIOR OF INDIVIDUALS

Factors that influence Individual behavior at work Organizational Behavior Concepts and Experiences By Marshall Sash kin and William C. Morris
Personality: Personality is the behaviors and techniques for solving problems that are used by an individual .personality are the individual as culture is to the group personal beliefs, expectations, desires, values and behaviors that drive from the interaction between culture and the individual. Perception: Perception is differs from sensations which is the impact of some stimulus on some receptors. Perception in selection: The main point here is that we pay attention to various inputs which are selected. Some of the inputs are automatically selected while other have impact but may not be perceived. Perception in organization: An organization affects individual in terms of what information is present as potential input. Attitude: Attitudes are tendency to responds in a particular way towards a specified class of object. It is something which cannot be measured directly because it is inside the people. Co-operation and Conflict: The number of people working together and cooperating on a task will produce better results then the same number of people who working alone. Co-operation inspires teamwork. Conflicts plays large role in most peoples live. Conflict occurs due to new ideas, practices and solutions to problems because people differ in the appearances, attitudes, goals. Conflict is necessary for the growth and development of individual, groups and organizations. Communication: Communication requires that all parties understand a common language that is exchanged with each other. The effective use of communication skills such as active listening and helpful feedback depends on a supportive communication climate. Research indicated that structure communication affects both the speed and quality of work and also feeling of people.

Behavior in organizations
Personality: Personality can be defined as those inner psychological characteristics that both determine and reflect how a person responds to his or her environment. Perception: Perception is defined as the process by which an individual selects or organizes, and interprets into meaning full and coherent picture of the world. Perception in selection: Selection is just one part of perception process. One of the reasons in perception is that we select different stimuli on which to focus such as physical character, need, values, knowledge, feelings and past experience. Perception in organization: Another important aspect of perception is that we tend to fill in missing details to organize our perception. We tend to add data which has been gathered and filtered. Co-operation and conflicts: Co-operation occurs when a group of people work together for a common purpose or benefit. Each of them has to contribute and learn. Reflecting on how well the team is functioning and how to function even better. Conflicts are very common at all levels. It occurs within and between individuals, groups and organizations. But here we will discuss individual level. Some of these goals are manifest while others are latent. Manifest goal is openly stated. Latent goal is often unstated. Behavior of each individual is directed towards various goals. Thus, although we usually think of the consequences of conflict is negative from personal to worldwide but the actual outcomes may be positive. Communication: Communication includes both cognitive and affective elements. Cognitive refers intellectual meaning and affective refers to feelings. To observed and diagnosed the individual behavior is to watch both feelings and ideas. It is also important to hear verbal and non-verbal communication, tone of voice, facial expression and various other behavior movements often communication more than words. How to achieve open, clear communication and freedom to express ideas and feelings whether they be negative or positive. The pattern of communication is also important to satisfy the members and their ability to complete the task.

ANALYSIS Analysis for HBL

A manager of HBL is known to represent a democratic style of management based on, a family like environment where every employee is aware of their responsibilities. Every organization has its own rules but every manager has sufficient powers to run the show smoothly. The HBL is essence is a goal oriented organization, where the whole of the organization wok as a single unit. HBL is the solid example of team work. The manager assigns targets to the staff members in January to achieve the goals up to December and follow the rule of pay for performance. The manager instructs staff members to maintain office discipline, be courtliest with customers, be honest and follow the bank procedure otherwise action is taken against the employees. There are no such conflicts that occur between manager and employees. If manager is not authorized by the owner according to his/her assignment and evaluate him below his abilities then conflict may occur between the manager and owner. The management of HBL selects and trains the employees at the training institute of the organization. Over all HBL as an organization, holds the employees satisfaction with the job at high. HBL provide friendly and relax environment to their employees to deliver their better results.

Analysis for UBL

A Manager of UBL is known to represent a classical style of management but they develop bureaucratic style of management with their employees and manager. Development and marketing of the bank are the main responsibilities of the manager. At branch level manager cannot take decisions only high level management can take decisions. Managers only gave order on day to day basis and implement the orders which are given by high level management. Head office of the bank select and train team members. Employees dont behave accordingly with the customers. Goals are mostly related to the development of the organization. As it is a commercial organization so all employees work as a single team. Conflict occurs between managers and employees due to personal and organizational goals. No such conflicts occur between manager and owner because they cannot afford it. If employees perform not well they will be responsible and accountable to the owner. The UBL is essence is a commercial organization where all employees work as a team.

Evaluation of the manager role:

HBL Manager should not give employs that many leniencies because it will affect their work and they will get free. Manager should be little bit strict with the employees so they will be on track. Manager should perform their duties on time and complete their assignment at given period of time. Manager should not assign target to the employees for long term instead of assigning them work on daily basis and tell the employees what they have to achieve for the day. UBL At branch level manager should have some authority to take decisions so it will create differentiation between employees and manager. Manager will get motivated and do their work at time. J.J should provide friendly environment to the employees so they will work better. Employees should give attention to the organization goals instead of personal goals. If employees not perform well manager should also be accountable to the owner. Employees should be courtliest with the customers otherwise it will create a bad image of your organization.

Recommendations:
Being a manager one should have the responsibility to manage the things in a very appropriate way to grow their business to minimize expenditure and to increase profit of the organization, for his purpose manager want to control the work for which they are responsible. However, they may have to delegate work to their employees, trusting them to do the work properly. The greater the trust a manager has in their employees, the less control manager retains for him/her self. Retaining control could mean a lack of trust. If task is given to employ they should complete it in a given period of time without making any excuse where as if there is any personal problem related to employees family the management should look after it because it will affect employees work. Manager should be there for the employees when they need him and manager should give their full attention to employees so they will take interest in their work. If employees do not perform well then manager should be responsible and accountable to owners as well as to auditors and all regulatory authorities but non-cooperate employees should also suffer from the consequences. The most important factor of evaluating a manager is to know how they manage to make their employees think well about themselves. If employees feel the environment is friendly then they become more productive.

CHAPTER: 4
GROUPS AND GROUP DYNAMICS

Organization Behavior (9th edition) By Fred Lothans

Group:
Groups is the smallest unit of organization .It is the close relation on which it depends can not be formed more than dozen of people. Group is widely recognized as an important sociological unit of Analyze in the study of organization behavior. Group studying is valuable when the dynamic is analyzed. Group dynamic are the interaction and forces among groups members in social situation. When the concept is applied to the study of organizational behavior then the focus is the dynamic of both formal and informal work group.

TYPES OF GROUPS
FORMAL GROUP Formal and Informal groups are most directly applicable. There are many formally designated work groups such as, committees in the modern organization .the functional departments committees (finance, marketing, operations and human resource) and now cross functional team is example. IN FORMAL GROUPS These groups are form for political, friendship, or common interest problem, for political purpose. The in formal groups may form to attempt to get its shares of rewards or limited resources .Friendship groups may form on the job and carry on out side the work place. Common interest in sports or ways to get back at management can also bind members into informal groups.

OTHER TYPES OF GROUPS

PRIMARY GROUPS Often the term small groups and primary groups are used interchangeably there is a difference. A small group has to meet only the small size group. Thus all primary groups are small groups, but not all small groups are primary groups. Besides primary groups there are also other classification of groups that important to study organization behavior the important distinction are between membership and reference groups and between in groups and out groups. The membership group are those to which the individually actually belongs. Reference groups are those to which the individual would like to belong (those he or she identifies with). These differences can be summarized by noting that membership groups are those group to which individual actually belong. In groups are those groups who have or shares the dominant values and out groups are those groups on the out side looking in. All these types of groups are important to study organization behavior.

GROUP FORMATION More established social psychology explanation for group formation there are also some generally recognized stages of group formation. FORMING Groups members are not sure about the purpose, structure and task etc. STORMING There may be considerable disagreement among the members about rules and duties. NORMING Finally at this stage the member begin to settle into cooperation. PERFORMING This is the stage where the group is fully functioning and devoted effectively the task agreed on in the normal stage. ADJOURNING This represents the end of group which is on going; permanent group will never be reached. Once the objective is accomplished the group will have a new composition and the stages will start over and again. An alternative model that has most recently been proposed as an explanation for group formation process called punctuated equilibrium model. According to this approach group form in the first phase in a target or mission is set and then or not uttered easily due to process called inertia or systemic resistance to change.

FACTORS AFFECT TEAM WORK

Autocratic type of leadership within organization. Lack of integrity in the organization can affect the team work Selection of right person for right job. Lack of professionalism in any organization can cause a team work in that organization. Lack of Co-ordination Communication gape (city to city or country to country gap among the manager is the bigger cause that affect the team work in an organization. Lack of responsibility (in proper work and late for job can affect the team work in that organization. Job enlargement Supervisor expertise. Organization structure (team work also effect on the organization structure. Skills Target market selection.

UBL
In UBL decision are made from top to bottom Senior manager Operational managerCash supervisor Cashier TEAM WORK Team work in UBL is from top to bottom

Factors that affect the team work in UBL

Following are the factor that effect the team work in UBL Lack of professionalism Lack of co-ordination Lack of responsibility (if the manager will not be responsible so the team work will be affected) Job of enlargement (job enlargement effect the team work in UBL) Organization structure

Factor that affect the group work in UBL

Supervisor expertise Selection of right person for right job Communication gap (City to city gap among manager effect the group work in organization) Lack of integrity Target market selection Democratic type of leadership can affect the group work

HBL
Decision are made from top to the bottom

Factor that affect the team work in HBL

Job enlargement Supervisor expertise Communication gape (city to city or country to country gap among the manager is the bigger cause that affect the team work in an organization. Lack of responsibility (in proper work and late for job can affect the team work in that organization. Selection of right person for right job.

Factor that affect the group work in HBL

Following are the factor that effect the team work in UBL Lack of professionalism. Lack of co-ordination. Lack of responsibility (if the manager will not be responsible so the team work will be affected) Job of enlargement (job enlargement effect the team work in UBL) Organization structure. Relevant suggestion how to improve team work If the managers made themselves aware of all the above factors so the team work will be improved in that organization Managers should be responsible, active and honest and do his work in a proper way so team work will be improved in the organization.

REFERENCE LIST
Gray and Starve, date unknown, Organization and Behavior Concept and Applications Robert E. Coffey, Anthony G. Athus and Peter A. Raynolds, 1968, Behavior in Organization, New Jersey, Englewood Cliff. Heinz Weihrich and Harold Koontz date unknown, Management a Global Perspective (eleventh edition), William Fox, date unknown, Managing Organizational Behavior, Jota and Company Limited Marshall Sashkin and William C. Morris, 1984, Organizational Behavior Concepts and Experiences, USA, Reston Publishing Company Fred Lothans, date unknown, Organization Behavior (ninth edition)

ANNEXURES

ANNEXURE-A Assignment Allocation & Responsibility

Group Members: Quaid Iqbal (leader) Muhammad Waqas Khan Syeda Mehreen Kazmi Zakkia Uzair Outcomes covered by the group members Quaid Iqbal has been assigned the third outcome that is; examine the relationship between motivation theories and management practices. Different leadership styles. Different motivation theories. Relationship between motivation theories and practice of management.

Muhammad Waqas Khan has been assigned the fourth outcome that is; groups and group dynamics. Nature of groups and group behavior. Factors that lead to effective teamwork and the influences that threaten success.

Syeda Mehreen Kazmi has been assigned to the first outcome that is; organization structure and culture. Organizational culture. Different organizational structures. Relationship between an organizational culture and structure.

Zakkia Uzair has been assigned to the second outcome that is; behavior of individual. Factors which influence individual behavior at work. Evaluate own behavior in a given organizational role.

ANNEXURE-B MINUTES OF MEETING

Date: 27th November, 2008 Location: Edwards College Time: 12:00 Meeting attended by: Quaid Iqbal Muhammad Waqas Khan Syeda Mehreen Kazmi Zakkia Uzair Agenda Discussion on the selection of the organization All the group members got together to give in their opinions on the selection of an organization for the assigned report. We had to choose two competitors organizations for this report. We had to make sure we somehow had contacts in the organization that was to be chosens. We choose UBL and HBL where Syeda Mehreen Kazmi had an approach. Date: 29th November, 2008 Location: Edwards College Time: 12:30 Meeting attended by: Quaid Iqbal Muhammad Waqas Khan Syeda Mehreen Kazmi Zakkia Uzair Agenda Distribution of outcomes Every member of the group chooses their outcome. Zakkia came up with a sample of previous assignments so that the group members will get some basic tips from the assignments. Date: 1st December, 2008 Location: Edwards College Time: 11:00 Meeting attended by: Quaid Iqbal Muhammad Waqas Khan Syeda Mehreen Kazmi

Zakkia Uzair Agenda Visit to organizations As decided earlier we were to visit the organization. The questionnaires were ready and we helped each other with important questions that should be asked at the organization.

Date: 15th December, 2008 Location: Edwards College Time: 12:30 Meeting attended by: Quaid Iqbal Muhammad Waqas Khan Syeda Mehreen Kazmi Zakkia Uzair Agenda Gathering the outcomes and final touches needed to the report All group members were asked to email their outcomes on 5th of January to Zakkia Uzair who was asked to format the entire report and hand it over to Quaid Iqbal whose responsibility was to bind it and submit it on the assigned date.

ANNEXURE-C
Please read the document carefully and complete Assignment Brief and Feedback Form Learner Name Course Title: Unit Number and Title: Assessors Name: Internal Verifier Name: Date of Issue: Date of Submission: Assignment Title: given Number of Words: Outcome Numbers: Weight age: Learner Declaration: own. Learner Signature: Outcomes Covered Evaluate how organizational structure and culture contribute to business success HND Business Unit: Organization and Behavior Ms. Sadia Jabeen Ms. Sadaf Ijaz 25th November, 2008 12th January, 2009 Analysis of organizational structure and behavior at a organization. Total 20 Pages Maximum 2,3,4,5 Report 60%, Presentation 15% I confirm that the work submitted for this assignment is

Explain organizational culture Identify and describe different organizational culture Examine the relationship between an organizations structure and culture, and the effects on business performance. discuss different leadership styles and the effectiveness of these leadership approaches explain the different motivation theories and their application within the work. assess the relationship between motivation theory and the practice of management examine the factors which influence individual behavior at work Evaluate own behavior in a given organizational role.

Examine the relationship between motivation theories and management practices

Identify those factors which influence the behavior of individuals in organization

Demonstrate an ability to work with others based upon an understanding of groups and group dynamics

Describe the nature of groups and group behavior Investigate the factors that lead to effective teamwork and the influences that threaten success.

Common Skills Covered Common Skills Communication Criteria Receive and respond to a variety of information Present information in a variety of visual forms Communicate in writing Participate in oral and nonverbal communication Working with and Relating to Others Treat others values, beliefs and opinions with respect Relate to and interact effectively with individuals and groups Work effectively as a team member Team meetings and minutes of meetings, group coherence as a team and solving problems, Respective responsibilities of the group members and meeting the deadlines together through mutual cooperation The report in Microsoft Office(Word, Excel, and PowerPoint) usage will be considered Team work will be observed and how do you handle different kind of information from different Evidence The format of the report, visually aids used, quality of expression and use of technical terms, Presentation of the report to the class.

Applying Technology

Use a range of technological equipment and systems Use information sources Deal with the combination of routine and no routine

Managing tasks and solving problems

tasks Identify and solve routine and non-routine problems

sources. This area will be assessed on your team meeting minutes and discussion with lecture.

Purpose and Aim Purpose of this assignment is to develop a thorough understanding about organization behavior in context of an exiting organization where analysis of different approaches about management is done. The aim of the assignment is to develop the skills in the students about report writing and presentation in the class. Another important aim is to develop the common skills that the student will require in his or her practical life. These skills will be observed closely by the respective lectures Grading Statement (For Report) Outcome Grading 2.1, 2.2, 2.3 Describe organizational culture and structure by consulting two books. Also discuss their relationship. (Pass), describe organization structure and culture into competitor organization (Merit), evaluate how these factors are influencing the business performance in both organizations. (distinction) 3.1, 3.2, 3.3 Describe various leadership styles and motivation theories by consulting two books and discuss their relationship (pass) compare leadership styles and motivation theories and motivational strategies practiced in two competitors organization (merit) give relevant suggestion which leadership style and motivational strategies should be more effective in both organizations (distinction) 4.1, 4.2 Discussing the factors which effect individual behavior at work by consulting two books (pass) compare behavior of manager of two competitor organizations (merit) evaluation of the manager role in both organization, with relevant recommendations I.e. how would you do it (distinction) 5.1, 5.2 Discussing group and group behavior, also describe factors that affect the effective team work generally (pass) describe team work in two competitor organizations (merit), investigate the factor that affect the group work, in both organizations understudy and relevant suggestions about how to improve the teamwork (distinction). % 15%

15%

15%

15%

General Instructions

 The copy of this assignment brief should be attached with the assignment as annexure The team meetings should be held by the group and minutes of meeting must be attached with the assignment as annexure The calls for the meetings should be attached with the assignment stating the agenda of the meeting, time and venue of the meeting. A copy of this letter should be provided to the respective lecturer. The group should identify its leader and responsibilities of each individual in the team. This statement should be attached as the annexure and a copy should be provide after one week to the respective lecturer Books and online resources can be used of the college library and Central Computer Lab Proper referencing should be given in the Harvard Style. Visits need to be made to the organizations, meeting the respective manager, the college will provide you with the reference letter for the project and the manager is welcome to contact the administration at the college. The college has strict penalty for plagiarism and the assignment will be cancelled if the assignment is observed for this.