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Executive summary
A successful organization must have a successful combination of crucial components like
organizational structure and culture, leadership and motivational framework, effective team and
groups to attain set goals. Those indispensible parts of the firm cannot be left out without
intensive care.
Organizational structure and culture are two important aspects upon which the success of the
firm is more or less dependent. Organizational structure tells who is responsible for what and to
whom. Organizational culture is the combination of norms, values, traditions, rules, attitudes
with which employees interact with each other. Cultures define how the people do the task in the
business at what degree of power and flexibility.
Besides those, different leadership styles and their implications on the motivation, groups and
group behavior are described in this report.
Table of Contents
Introduction................................................................................. 4
Task-1.......................................................................................... 4
1.1
1.2
performance.................................................................................................5
1.3
Task-2.......................................................................................... 7
2.1
2.2
2.3
Task-3........................................................................................ 10
3.1
3.2
3.3
Task-4........................................................................................ 14
4.1
4.2
teamwork in organization...........................................................................14
4.3
Conclusion.................................................................................. 15
References.................................................................................16
Introduction
A successful organization must have a successful combination of crucial components like
organizational structure and culture, leadership and motivational framework, effective team and
groups to attain set goals. Those indispensible parts of the firm cannot be left out without
intensive care.
Task-1
1.1 Compare and contrast different organizational structures and cultures
Organizational structure and culture are two important aspects upon which the success of the
firm is more or less dependent (Mullins, 2010). Organizational structure tells who is responsible
for what and to whom. It is basically a hierarchy of the power, control and responsibility that acts
as the pillars of an organization.
Comparing and contrasting organizational structures
Here, four types of organizational structures are discussed critically:
1) Tall structure: This type of structures is also called hierarchy structure. There are many
layers in this structure but narrow in width. It is easy to handle because less employees
are available in each phase of hierarchy. But, it takes too much time to effectively pass
the information and decisions to the subordinates (Brown, 1998).
2) Flat structure: It is the opposite of tall structure as there are less phases but span of
control is very wide. It is not easy to handle this wide span of control and sometimes
creates chaos. But, information flow is smooth, quick and efficient.
3) Matrix structure: It is composed of specialist employees who have special expertise in
specific aspects. It is the most efficient structure for the project based organization.
4) Centralized and decentralized structure: In a centralized structure, decision making
power lies to a central body and subordinates have no role in it and have to perform
according to the decision taken by the central body. Decentralized structure inspires the
employees from every layer to take their decisions (Johnson et al, 2011).
Task-2
2.1 Effectiveness of different leadership styles
There are various leadership styles in a real world out of which some styles and their
effectiveness are discussed below:
1) Democratic leadership: Decisions are made through the employee inclusion in the
decision process. Creativity and high engagement in work are the advantages of this style
(Pettigrew and Fenten, 2012). But when one must take a quick decision this style is not
that effective. Google, Amazon follows that kind of style.
2) Autocratic leadership: Decisions are made solely without consulting employees and
employees normally are bound to conduct the job according to the decisions. It is
effective when quick decision have to be made. But, employee motivation may be low in
this style (Linstead and Fulop, 2009). Martha Stewart Inc. is the example of this
leadership style.
3) Participative leadership style: Leaders are more like facilitators and facilitates the
process of decision making by allowing subordinates in the decision process. Decisions
are taken centrally but the ultimate decision comes from the combined mind of
everybody in the process. Employees are very motivated here but it takes a bit extra time
to take decisions. Walt Disney is the example of this type of leadership (Fritz, 1996).
4) Charismatic leadership: Employees are motivated and inspired by this type of
leadership as the leaders use their charm to lead others. Friendly environment are created
here at which performance of the employees are better but it may lead to the chaos to the
firm when those leadership start to believe in something where it is not (Henry, 2011).
5) Bureaucratic leadership: Employees are managed and lead by the book and strict rules
and procedures are maintained here. This is the most effective when there is safety risks
involved. This style is ineffective for the firms who rely on the flexibility and innovation.
6) Laissez-Faire leadership: Employees are given a large autonomy power to decide what
to do and to set the time table by this type of leaders. It is effective as it leads to the high
levels of job satisfaction and ineffective if the employee cannot manage the time
effectively. Starbucks and Berkshire Hathaway are following this leadership style.
7) Transactional leadership: It believes there is a transaction between the firm and
employees where the firm pays the employees for the efforts and time. Employees may
be punished if they deviates the performance. Employees who are ambitious can be
benefitted by the style but it may lead to the job dissatisfaction and high employee
turnover (Kakabadse et al, 2004). Call centers are the example of this style.
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Task-3
3.1 Different leadership styles and their impact on motivation
Leadership styles have important implications on the motivation of the employees of the
organization. Motivation deviates according to the leadership styles; some styles positively affect
motivation and some affect negatively.
1) Democratic leadership: Employees are highly motivated by the style as they are included
in the process (Brown, 1998).
2) Autocratic leadership: Employees are negatively motivated as they have no say in the
decision process.
3) Participative leadership style: Motivation level is huge as the employees are in the
decision making process and get helps when they need it.
4) Charismatic leadership: Employees are motivated and inspired by this type of leadership
as the leaders use their charm to lead others (Hayes, 2010).
5) Bureaucratic leadership: Employees sometimes get bored and motivation is lower.
6) Laissez-Faire leadership: Employees are motivated highly as high levels of job
satisfaction are associated with this leadership style (Peters and Waterman, 1982).
7) Transactional leadership: Employees feel less motivation to do a job in this type of style.
8) Transformational leadership: Workers are greatly motivated by this leadership style
(Fineman and Gabriel, 2010).
Herzbergs Two-factor theory
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Frederick Herzberg developed two-factor theory where one factor is hygienic factor and another
is motivational factor. It states that certain factors cause job satisfaction and others cause job
dissatisfaction.
McGregors XY theory
Douglas McGregor developed this theory where he showed theory X which assumes the workers
are reluctant to work and Theory Y which assumes people loves to work. He recommended
theory Y to motivate employees.
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13
Mr. X is working in a new operational level employee in a manufacturing company called ABC
Inc.. He is concerned about his salary and job stability. So he is in the physiological stage of the
hierarchy. In order to motivate him his boss may increase his salary or make his job more stable.
On the other hand, Mrs. Y is a mid-level manager of ABC Inc.. She has no concern about her
salary, job stability, work place safety etc. But she wants to make a good professional
relationship with her boss Mrs. Z. So she is in social belongingness stage. To motivate her, her
boss must cooperate with her, support and praise her.
Task-4
4.1 Nature of groups and group behavior within organization
Group can be defined as two or more people working together for the accomplishment of the
goal. To get the expected performances and results, various kinds of groups are formed.
Members of the groups go for a common job, rely on each other. Members interact with other
members to reach the set goal (Linstead and Fulop, 2009). There are formal, informal, command,
task, interest, friendship groups available in the real world.
There are many ways of group behavior from that some are discussed below:
1) Groupthink: It means misleading of the decisions from the desire of conformity between
the members.
2) Groupshift: It means members become more extreme in a group while taking a decision
than in person.
3) Deindividuation: It indicates the loss of individuality where members are absorbed in a
group and act as a group.
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8) Obtains individual commitments: When members are more committed than before, group
effectiveness are enhanced.
9) Establish discipline of personal accountability: Effectiveness is more than before when
the members are accountable.
10) Remove barriers: When the barriers are removed from the path of the group, goal
attainment gets easier and team becomes more effective (Adair, 2002).
Conclusion
An organization is composed of many components like Organizational structure, culture, leaders
and their motivational tools, groups etc. In order to be successful, a firm must carefully handle
each of the aspects and have to set a resourceful connection among them.
References
16
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Hants: Saxon, 1976. Print.
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Stacey, R.D. (2011). Strategic Management and Organisational Dynamics: The challenge of
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