'Organization and Behavior Essay\r'

'1. project the Relationship betwixt organisational gloss and grammatical construction\r\n1.1. Compargon and contrast deuce-ace contrastive cheekal body bodily social body structures and civilisations.\r\nThe long term conquest and failure of perpetuallyy company depends on its structure †no matter how vague it may sound, structure of a company decides where the company will be in the near future. The cardinal types of structures argon:\r\n commit able-bodied structure †at a lower place this kind of structure, the company is divided up into disparate groups, who argon then charge divers(prenominal) tasks †like the accounts, the sales and admin, and the marketing depart homosexualpowerts.\r\nDivisional structure †this kind of structure is make uped by companies with huge geographical argona coverage. Each part of the ara has a sm severally(prenominal)er division inside the same umbrella group.\r\nMatrix structure †this is a combinati on of twain the divisional and functional structures, and operates upon theories imported from these two structures. But, this structure is associated with ego clashes among the top positions, and power clashes.\r\nThe different kinds of organizational horticultures are as follows:\r\nPower culture: organizations pursuit this kind of culture may be able to respond to crisis very quickly, entirely the problem is that the governing body is very centralized. This kind of culture relies heavily upon the great unwashed rather than committees (Harris, 1994).\r\nRole culture †position is master(prenominal) criteria in the map culture. The organization is learnled by aged(a) management at the top of the pyramid, and the system is as well as highly takealized.\r\nTask culture †this type of culture is practiced to a greater extent often by organizations with a matrix structure. Main focus in this structure is given to completion of tasks. It untouchablely believes in t he merge power of a police squad (Harris, 1994).\r\n1.2. The relationship among an organization’s structure and culture\r\n on that point is a very strong relation among organizational structure and its culture, as only the let out match of the two concomitantors will lead to a good dieing environment in onwardice. At TESCOS, as a store manger, it is definitely a priority to look at the kind of berth and expression the employees are having, and how clean and suitable the culture is.\r\nIf the structure of a company id hierarchical, with all(a) the terminations being made at the top, the employees will amaze no or less emancipation, and in that location will wish of autonomy at the lower aim of the pyramid. On the other hand, if the power is divided between all the sections, the company culture will be volume more friendly, with the employees at all levels enjoying equal freedom (Parker, 2000).\r\n1.3. Overview of tetrad actors that stinkerister influen ce individual way at the Irish TESCOS\r\nEnvironment †more emphasis put on building a friendly and mutual environment in the inclinespace will guarantee that team up work and harvest-tideivity of the company amplifys.\r\n technology †the better the prevailing technology at the aggregate of the company, the lesser the employees will have to work, and therefore, better streamlined workflow and productivity can be ensured.\r\nlocus of control †employees who have an external locus of control will constantly criticize spate, find faults, and in like manner depend on others for their success. On the other hand, people with internal locus of control think that their feature destiny is in their own hands.\r\nCustomer involve †though and external factor, but it is to be noted, that the more the demand, the more the sales, and greater the growth of the company (Parker, 2000).\r\nTask-2\r\n2. Understand the Relationship between Organizational Culture and Struct ure\r\n2.1. Compare three different leaders miens for three different business organizations\r\nLeaders are different, and so are their leaders styles. Leaders are meant to impress their team, and thence, leadership styles sculpt the outlook of the staffs. Here are the various leadership styles:\r\nLaissez Faire †in this kid of leadership style, the leaders allow a certain level of freedom is given to the staff, and trained directors are appointed to coordinate efficiently between the high level managers and the working staff (Antonakis et al, 2004).\r\n imperative style †under this style of leadership, the leaders keep an eye on the employees at all time, and face time is increased. thither are a lot of arguments over this style of leadership, as there exists no or scant(p) freedom for the employees, and they sometimes find it extremely uncomfortable to work under these situations. But when practiced in a controlled manner, this style can be potent, curiously under tight deadlines (Antonakis et al, 2004).\r\nParticipative †This is a good match style, and a mix of both the autocratic and Laissez Faire styles. This gives a little bit of freedom to the employees, while the managers are still around supervising at all times.\r\n2.2. How organizational guess underpins the practice of management for the Irish TESCOS\r\nIn the Irish TESCOS scenario, organizational theory has a vital role to play. The authenticity and practicality of organizational theory has been questioned by many modern scholars, but the fact remains that these theories underpin and supports the stability of an organization. These theories, apart from share the managers to find out the prevailing problems in the company, as well foster them to find the right method to conceive with the problem, and ultimately solve it.\r\nThere are a lot of these theories †they have been created in different periods, with different economic and socio economic conditions †and t he real art for managers’ lies in finding the best method out of these, and applying them in the position context. Some of these theories may seem to be obsolete these days in the age of ever changing technology, but it is to be understood that they form the base and foundation of companies across the world.\r\n2.3. Evaluate four different approaches to management used by different organizations.\r\nThe four different managerial approaches are as follows:\r\nParticipative- Under this approach, the managers discusses and collaborates with his team managers about the decision reservation process. [pic]\r\nBureaucratic- Bureaucratic is opposite to participative process, where the manager forces the team members to follow strict rules, and to obey a chain of commands (Tittemore, 2003).\r\nAutocratic †An autocratic manager is al to the highest degree a ‘ potentate’ who supervises his people at all steps and ensures play is done at the right time.\r\nHands off approach- This is the friendliest approach of all, where the manager gives complete freedom to his men in all respects (Sapru, 2008).\r\nTask-3\r\n3. Understand ship canal of using pauperismal theories in organizations\r\n3.1. How different leadership styles impact employee motivation in periods of variety\r\nPeriods of change are often the periods when crisis happens. Hence, good leadership techniques are to be adopted by the leaders to nourish the company from sudden jerks. Here are the most commonly practiced leadership styles:\r\nAutocratic †managers following(a) this style will never allow the team members to contribute towards the decision fashioning process, and will attack to establish huge confidence towards their own decisions.\r\n representative †totally opposite to autocratic style of leadership, when finical attention is paid to what the team members think. The point of views of the employees is hence at least heard before qualification the final decis ion.\r\nQuiet †in this process of decision making highly trained employees are recruited by the manger, and then leaves day to day decision making to them, as he remains ‘quiet’.\r\nTransformational †as the name suggests, the manager practicing this method tries to encourage and go his team about the bright future of the company, and hence tries to extract more productive work from them (Robbins and Judge, 2008).\r\n3.2. disclose the application of three different motivational theories at bottom the workplace.\r\nListed below are three different motivational theories:\r\nMaslow’s Hierarchy of necessitate †Maslow states that humankind take can be graphically represented as a pyramid, and they move from the bottom to the top; as the trains at the bottom are satisfied, man focuses on the next need at the top. These needs range from love needs, social needs, to self actualisation (Maccoby, 1998).\r\nCarrot Stick †this theory was coined by Bentham, and explains that human is motivated by either of the two forces †aid or incentives. Either he will work to fulfill his money, security and other material needs, or he will work due to twinge and fear.\r\nThe motivation †hygiene theory †this theory was introduced by Herzberg in 1959, and stresses on the fact that employee satisfaction and dissatisfaction is caused by some ‘hygiene factors’ (Maccoby, 1998).\r\n3.3. The usefulness of a motivation theory for managers at the TESCOS in Ireland.\r\nCompanies like the TESCOS do rely on their employees for not only production, but also for meet distribution and all the same product quality control. But to get exceptional practiceances from them it is indispensable for the managers to provide proper motivational incentives. Motivational theories can help the TESCOS managers to properly motivate their employees and provide them proper job roles for increased productivity.\r\nOrganizational Management †organizations use motivational theories to promote favorable working conditions at the organizational and departmental levels.\r\nRewards †The reward system takes a lot from the expectancy theory, and helps motivating the employees to work even harder, as they see their work being appreciated.\r\n intelligence of the employees †in the equity theory, it ca be learnt that employees see the rewards given to them in exchange of the work that they need to do. When the perception and actual incentive matches, the employee gets motivated to perform better in the future (Robbins and Judge, 2008).\r\nProductivity †a lot of company incorporate goal climb as a fine tool to increase the productivity level of the employees.\r\nTask-4\r\n4. Understand mechanisms for developing hard-hitting teamwork in organizations\r\n4.1. Explain the nature of groups and group behavior within organizations.\r\nA group may be defined as a collection of individuals who have similar aims an d are set to achieve the same goal. Groups are mainly of two types:\r\nFormal Groups †these groups are designed by companies, and each group is assigned different and specific tasks.\r\nInformal groups †these are groups form by individuals themselves. Hence, they are not properly arranged, and not at all structured ( pantryman 1986).\r\nGroups are organize over a series of steps. They are:\r\nForming †the sign stage of group formation. In this stage, the resources and other inside information required to form the group are procured.\r\nStorming †much like ‘brain storming’, in this stage, the individuals in each group challenge and try to find answers. Conflicts are common in this stage.\r\nNorming †in this stage, all conflicts are resolved, as the answers to the questions asked by the members are found.\r\nPerforming †in this stage, coordination, and team work starts taking place between the different team members, and they start becomin g a single unit.\r\n4.2. Factors that may promote the development of utile teamwork in organizations\r\nThe factors that can improve teamwork are:\r\n well behaved leadership †A good leader ca motivate his men in performing better and reaching greater heights. Hence, leadership is a factor that should never be underestimated. Leaders are secure in different theories and motivational methods, and the best leaders are those who can take spontaneous decisions (Parker, 2000)..\r\n form †good teamwork develops as and when the members embrace diversity in terms of age, sex, religion and culture.\r\nCommunication †if communication is strong among all the team members, eachone will be on the same page, and will also be equally informed. Great communication is the key to effective team building.\r\nTeam Building Exercises †proper training is to provided for effective team building; and the training is to provided with the help of professionals who can indulge the team in proper drills and exercises.\r\n4.3. invasion of technology on team functioning within TESCOS in Ireland.\r\nIn the modern era, no organization can work without upgrading to the a la mode(p) technological trends. engine room not only makes sure that the employees have to work less, but also ensures that the results are always accurate, and there is no repetition of jobs. While emails can help the employees to enunciate with themselves and the third parties, devises like the Blackberry and intellectual phones enable them to properly communicate. Teleconferencing allows the team to communicate over distances effectively without being physically present there. And of course, computers are, the more advanced, the better. Not only TISCOS, but every company these days understand of the important role that technology plays, and hence have started to upgrade to the latest technological updates.\r\nReferences\r\nAntonakis, J., Cianciolo, A. T. and Sternberg, R. J., 2004. The Nature o f Leadership. New York: Sage Publications, Inc. Butler Jr., J.K., 1986. A global view of informal organization. academy of Management Journal, 51, 3, 39-43. Harris, S. G., 1994. Organizational Culture and Individual Sensemaking: A Schema-Based Perspective. Organization Science, Vol. 5,(3): pp. 309â€321. Maccoby, M., 1998. Why Work: Motivating and principal the New Generation. New York: Simon & Schuster. Parker, M., 2000. Organizational Culture and Identity. London: Sage. Robbins, S. and Judge, T., 2008.\r\nEssentials of Organizational Behavior. 9thEd, New Jersey: Pearson/ learner Hall. Sapru, R.K., 2008. Administrative Theories and Management Thought. New Delhi: Prentice-Hall of India Private Limited, p 276 Tittemore, J. A., 2003. Leadership at all Levels. Canada: Boskwa Publishing.\r\n'