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Organisation Behaviour

Contents

Table of figures..................................................................................................................................1

Introduction.......................................................................................................................................3

TASK 1:.............................................................................................................................................4

1.1 Compare and contrast different organizational structures and culture. .........................4

1.2 Explain the impact of the existing organizational structure and the culture towards the

performance of a business of your choice...............................................................................10

1.3 Discuss the factors which influence individual behaviour at wor.................................11

TASK :...........................................................................................................................................13

2.1 Different leadership styles can be seen in practice in varying organizational contexts.

Compare the strength of different leadership styles..............................................................13

2.2 Explain how organisational theory underpins the practice of management.................1!

2.3Evaluate the different approaches to management used by the organizations..............1"

TASK 3:...........................................................................................................................................1

3.1. !rganizations are using different types of leadership styles in order to motivate theemployees...................................................................................................................................1

"otivational theories in organizations........................................................................................1

3.2 Compare the application of different motivational theories which can be applied by the

management# within an organization in different scenarios.................................................#

3.3 $ssume you are a management trainee in one of the organizations that you have

selected. Evaluate the usefulness of explaining motivational theories in %as 3.2 for you as a

future manager...........................................................................................................................!

TASK 4:...........................................................................................................................................$

&.1 Explain the nature of groups which are the existing within the selected organization and

their behaviour in different circumstances.............................................................................$

&.2 %here are many factors affecting people woring as teams within organizations. Discussthe factors that would enhance or hinder the development of effective teams in the selected

organization..............................................................................................................................."

&.3. Evaluate the impact of technology on team functioning within the selected organization.

.....................................................................................................................................................30

%onclusion.......................................................................................................................................31

&antt chart for Assign'ent.............................................................................................................3

(eferences.......................................................................................................................................33

A.I.Balasoori)a

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%able of figures

'igure 1 !rganisation (ehaviour ) http*++www.vgtmanagement.com+org,behaviour.html-. . .3

'igure 2. 'unctional structure overview.......................................................................................

'igure 3. Divisional structure.........................................................................................................

'igure &. "atrix structure............................................................................................................../

'igure leadership styles)https*++culcalias0.files.wordpress.com+21&++leadershipstyles

pcf&4x.png-.....................................................................................................................................13

'igure / 5rocess of

motivation)http*++3.bp.blogspot.com+,i6olt7y87E+9x%$,wh8:;+$$$$$$$$$y$+<59z/

=(D%"+s1/+9lide1.657-.........................................................................................................22

'igure = "aslow>s hierarchy)http*++upload.wiimedia.org+-....................................................2

'igure 4 7antt chart for $ssignment...........................................................................................32

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;ntroduction

'igure 1 !rganisation (ehaviour ) http*++www.vgtmanagement.com+org,behaviour.html-

*Organisation Behaviour is concerned +ith the sub,ect of +hat -eo-le do in an organisation and

ho+ that behaviour affects the o-eration of the organisation.

?hat is !rganizational (ehaviour )!(-@

Organi/ational behaviour is concerned +ith hu'an conduct at the +or. In general OB isconcerned +ith ho+ as-ects of the soul the -resence of others and organi/ational s)ste's i'-act

on behaviour. 2'-lo)ers and e'-lo)ees have 'uch to discover fro' an understanding of OB

since it leads to successes for both -arties

Organi/ational behaviour is not an old to-ic but 'an) theories -rinci-les 'odels fra'e+or is

evolving to address the changing ,ob environ'ent. So'e co''on and e) issues related to

organisational behaviour are leadershi- innovation grou- or tea' +or individual stud)

-erfor'ance evaluation etc.

The 'ain ob,ective of the sub,ect field of organisational behaviour is ensuring the efficienc) and

effectiveness of the e'-lo)ees. On the other hand organi/ational behaviour is also concerned

about the -ro-er role of hu'an resources and also concerned about the best -roduction fro' the

e'-lo)ees. There is a ver) close relationshi- bet+een the behaviour and the carr)ing out of the

e'-lo)ees of an) -articular organi/ation

In this assign'ent -a-er organi/ational behaviour related to-ics +ill be discussed along the base

of t+o assigned organi/ations na'ed Sri 5anan Air+a)s and (aiga' 67vt8 5td.

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%$9A 1*

1.1 Compare and contrast different organizational structures and culture.

Organi/ation can be identified through their res-onsibilities authorities and relationshi-s in the

'aret. There are +a)s to organi/e co'-anies to bring effectiveness to 'aret. 9ost -ro'inentl)

s-eaing is that organisational structure reflects the organisational culture.

According to enison 61""08 generall) there is a close relationshi- bet+een organi/ational

structure and culture. So'eti'es organi/ational structure -rovides the nor's attitudes and

culture of organi/ing.

The structures of an organi/ation -la) an i'-ortant role in the develo-'ent of the co'-an).

These structures are based on cultural identit) of the organi/ation the +a) it structures behaves.

6Botha 00$8 these structures are to 'aintain +orflo+ and tae -rofits and the +a) the) -la)

the) create culture. The level of influence inside the s)ste' and the s)ste'atic a--roach to

coordinate the activities for's cutter.

%ypes of !rganizational 9tructures

Organi/ations can be structured in different +a)s:

; <unction for 'odel o-erations 'erchandising finance fundraising and so on

; (egion

; 7roduct for e=a'-le boos su--ort consultanc) deliver)

; >or tea's for e=a'-le client?custo'er grou-s.

Organi/ations are set u- in s-ecific +a)s to acco'-lish different goals and the structure of an

organi/ation can hel- or hinder its -rogress to+ard acco'-lishing these goals. Organi/ations

large and s'all can achieve higher gross recei-ts and other -rofit b) -ro-erl) 'atching their

needs +ith the social s)ste' the) use to -la).

There are follo+ing t)-es of structures in co'-anies de-ending on their co'-osition.

• Bureaucratic and Ad'inistrative structure

• <unctional Structure

• ivisional structure

• 9atri= Structure

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'unctional structure

<unctional structure is divided the activities of the organi/ation into different functional area. In

this structure have 'an) functions in different level the) can have 'an) 'anagers staff +ith the

sa'e -o+er. This structure is suitable for 'an) co'-anies this structure is suitable for a big

co'-an) and big business. This structure is suitable for the co'-an) has 'an) branches for

e=a'-le 7ublic ban and its..

'igure 2. 'unctional structure overview

Divisional structure

ivisional structure is a conglo'erate co'-an) the) have different industries to carr) out various

-roducts. The) +ill onl) have one %2O for the +hole organi/ation. The) are focused around or a

geogra-hical region. Section 'anager in each nation is res-onsible for ever)da) o-erating

decision 'aing the) de'and to control -roduct and service -roduction. This ind of structure is

suitable for big organi/ations for e=a'-le 9as @e'as @oldings is <9%& @ealthcare

Trans-ortation 5eisure and 7o+er &eneration and etc.

'igure 3. Divisional structure

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"atrix structure

9atri= structure is a co'-le= construction +hich reuires 'ulti-le lines of authorit) different

+ith hierarchal line of control. In one organi/ation +ill acce-t 'an) different function 'anagers.

<or e=a'-le onl) have one -urchasing 'anager and one -roduct 'anager but ,ust have one

bu)er then the -urchaser need to give a--rove fro' t+o -eo-le the) are -urchasing 'anager and

'erchandise 'anager. At least one 'anager needs to control t+o e'-lo)ees. This ind of

structure is for big organi/ations for e=a'-le 9icro %o'-an) 2tc.

'igure &. "atrix structure

2uall) there are 'an) t)-es of business for'ation in the universe so different t)-es of

organi/ational structure and refine'ent can be observed 69int/berg 1"!"8.

!rganizational Culture

Organi/ational culture is the set of values rules beliefs attitudes and regulations these factors

can hel- 'e'bers of the organi/ation to no+ ho+ +e +ill >or.

•

To +ho' +e +ill re-ortC

• >hat +e thisC

• >h) this is i'-ortantC

%ulture is lie a bacbone for the organi/ation because it is the internal environ'ent it -la) a e)

role in the success of the fir'

%ypes of Culture

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5ower Culture

7o+er culture is centrali/ed this culture 'a) find in the s'all inds a business control is the basic

ele'ent the decision 'aer is alone there is no constanc) the organi/ation 'a) react uicl) to

the danger. So'eti'es 'ore consultancies can lead to staff feeling undervalued and deD'otivated

+hich can also lead to high staff turnover.

?elfare+ 5ersonBs culture

2ssentiall) this ind of culture is a +elfare non -rofitable charities and for the social activities.

This ind of acculturation can be in the grou- or individual intent.

%as Culture

It is funda'entall) a tea' +or based a--roach to dis-atch a -articular tas. This culture is 'ore

co''on the business +here the organi/ation +ill establish a -ro,ect tea' to co'-lete the -ro,ect

at the -articular ti'e. 2'-lo)ees feels 'otivated because the) are in -o+er to 'ae decisions

+ithin their tea' the) +ill also feel good and valued because the) 'a) have been selected +ithin

that tea' and given the res-onsibilit) to bring to the tas.

<ole Culture

%o''on in 'ost organi/ations toda) is a role culture. In a role culture organi/ations are s-lit

into various functions and each individual +ithin the function is assigned a -articular role. The

role culture has the benefit of s-eciali/ation. 2'-lo)ees focus on their -articular role as assigned

to the' b) their ,ob descri-tion and this should increase -roductivit) for the co'-an). This

culture is uite logical to organi/e a large organi/ation.

Although there are close to co''on organi/ational culture and social organi/ation but it is

al'ost true that the social organisation and culture varies organi/ation to organi/ation. This is true

for (aiga' 67vt8 5td and Sri 5anan Air+a)s.

<irstl) Sri 5anan Air+a)s is a service organi/ation and (aiga' 67vt8 5td is a 'ulti -roduct

based co'-an).

<aigam "areting 9ervices )5vt- td

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This is the holding co'-an) of the grou- and the oldest 'e'ber. Since 1""E the grou- has been

able to achieve -heno'enal gro+th due to the far sighted fiscal -olicies and unco'-ro'ising

stance on the ualit) of its -roducts. (aiga' 9areting Services 67vt8 5td

Started +ith FS 0000?D and 10 +orers. Toda) (aiga' is a co'-an) +ith 'ore than 1400

actors and an annual turnover of 'ore than FS 1 9illion.

6htt-:??+++.raiga'.l?-rofile?-rofile.ht'l8

(aiga' 67vt8 5td is 'ainl) a diversified co'-an) incor-orated in Sri 5ana engaged in the fast

'oving consu'er goods industr) as a 'anufacturer and sole agent for certain international brands

in baer) -roducts.

9ri anan $irways

Sri5anan Airlines the Gational Airline of Sri 5ana is an a+ard +inning carrier +ith a fir'

re-utation as a global leader in service co'fort safet) reliabilit) and -unctualit).

5aunched in 1"!" Sri5anan is currentl) e=-anding and further diversif)ing its +ide range of

-roducts and services in order to drive the countr)s ongoing boo' in touris' and econo'ic

develo-'ent.

The airlines hubs are located at Bandaranaie International Air-ort in %olo'bo and 9attala

(a,a-asa International Air-ort @a'bantota -rovides convenient connections to its global route

net+or of E# destinations in 3# countries in 2uro-e the 9iddle 2ast South Asia Southeast Asia

the <ar 2ast Gorth A'erica Australia and Africa.

6htt-:??+++.srilanan.co'?cor-orate?enHu?SrilananAirlines?ourDairline8

In ter's of Sri 5anan Air+a)s is considered as the national airline of Sri 5ana +ith a fir'

re-utation as a global leader in service co'fort safet) reliabilit) and -unctualit).

According to these t+o selected co'-anies so'e unifor' structure is seen in ter's of

de-art'entali/ation and so'e distinguishes are -resent in ter's of centrali/ation and

decentrali/ation.

So'e co''on and unco''on structure and culture are seen bet+een Sri 5anan Air+a)s and

(aiga' 67vt8 5td. Both li'ited liabilit) co'-anies. Based on the re-orts -ublished b) those

co'-anies it is seen that there is so'e unifor'it) in hierarch) level ca-ital structure etc.

On the other hand there are so'e differences are e=a'ined in both organi/ations +hen +e

e=a'ine the overall scenario of details res-onsibilit) of each e'-lo)ee.

9ri anan $irways %o'-an) is run b) %2O and %TO +ith the different staff res-onsible for -roduction functions for each division. >hen use this structure the co'-an) also faced +ith the

advantages and disadvantages

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Advantages

• 7arts can be active in -roduction -roduct and the develo-'ent strateg) of the co'-an).

• It is eas) to 'anage and develo- de-art'ental.

isadvantages

• Go e=change +or e=-erience a'ong e'-lo)ees in the co'-an) because the) +or in each

se-arate de-art'ent.

• 9anaging director beco'es blurred because the de-art'ent can decide their o+n activities thereb)

affecting the -erfor'ance of the co'-an).

<aigam )5vt- td uses 'ostl) 'atri= structure. The organi/ational chart of the co'-an) is

divided into sections under the 'anage'ent of a director to +or as director 'areting director

technical director but all de-art'ents are +oring under the 'anage'ent of 'anagers +ho is

'onitoring all the +or of the co'-an). >hen use this structure the co'-an) also faced +ith theadvantages and disadvantages

$dvantage

7ersons can be chosen to suit the reuire'ents of a -ro,ect and the tea' +ill be 'ore d)na'ic and

able to a--roach certain -roble's in different +a)s. There +ill be a na'ed -ro,ect 'anager +ho is

res-onsible for co'-leting tass so +orers +ill no+ +ho' the) are res-onsible to and the

-ro,ect 'anager +ill be a+are of the s-ecific deadlines and budget constraints of the -ro,ect.

Disadvantage

7erha-s have a conflict over the allocation of resources bet+een line 'anagers and -ro,ect

'anagers. If a tea' has too 'uch inde-endence then the -ro,ects 'a) be 'ore difficult to 'anage

than if the) +ere 'ore closel) 'onitored. There 'a) be an increase in cost if 'ore 'anagers are

reuired to 'anage -ro,ect tea's. 7eo-le 'a) also need to learn ne+ sills and uicl) address

certain issues including 'anaging others and the'selves.

Sri 5anan Air+a)s has a strong hierarch). In that co'-an) ,ob and res-onsibilit) of each

e'-lo)ee is ver) s-ecific but in (aiga' 67vt8 5td there is a scenario that so'eti'es one can do

the +or assigned to another. Sri 5anan Air+a)s can be called a %os'o -olice organi/ation as it

has a high structure. On the other hand (aiga' 67vt8 5td can be ter'ed as a %lan organi/ation as it

has lo+ structure and high culture.

1.2 Explain the impact of the existing organizational structure and the culturetowards the performance of a business of your choice.

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The -erfor'ance of business can be affected b) the relationshi- of structure and culture if the

structures are not leading to a health) s)'-athetic culture of +or then the co'-an) cannot 'eet

its targets and cannot survive in the 'aret. %o'-an) structure should be a ne+ good culture and

the cultural outloo should be in +a) to strengthen the structure and su--ort the outco'e of the

activities in -ositive and -rofit oriented +a).

According to 5ouis 61"$#8 it is -roved that organi/es the relationshi- bet+een structure and

culture of an organi/ation deter'ines the -ositive or negative influence on the organi/ations

-erfor'ance. An organi/ational culture it 'eans that ho+ an organi/ation vie+s the internal and

e=ternal affairs and ho+ it o-erates and ho+ it -erfor's its activities.

>hen e'-lo)ees +or in tea's the) +ill have the o--ortunit) to e=change no+ledge create

unit) a'ong the e'-lo)ees of the co'-an) the) +ill feel 'ore enthusias' for their +or the)

+ill co'-lete good +or assigned to hel- increase the -roductivit) of the co'-an).

2'-lo)ees in the co'-an) 'ust have vast no+ledge and solid silled fle=ible 'anufacturing

+hich are essential and also reuires of the co'-an) to recruit staff.

2ver) co'-an) selected structure and culture of their o+n the co'-an) focuses overco'e li'it

and achieve the ob,ectives set out the -ur-ose of cor-orate develo-'ent.

According to the selected co'-anies the relationshi- bet+een the (aiga' 67vt8 5td culture and

structure i'-acts highl) on its -erfor'ances. <or 'a=i'u' ti'e this relationshi- breeds the

efficienc) and effectiveness of the e'-lo)ees of that organi/ation 6>ilins and Ouchi 1"$38.

9erel) a slight idea about (aiga' 67vt8 5td is that according to the structure of this organi/ation

there is a little bit agenc) -roble' raised.

So'e co''on factors influencing the behaviours of e'-lo)ees are salar) ,ob securit) +or

environ'ent co'-ensation recognition -ro'otion -acage organi/ations -olicies -rinci-alD

agent relationshi- etc. 6(oberts and @unt 1""18.

Based on the re-ort +as -ublished b) (aiga' 67vt8 5td fro' the initial stages that has a strong

e'-lo)ee and o+ner relationshi- that is resulting in 'ore efficienc) and effectiveness a'ong the

e'-lo)ees and ensuring the bright -erfor'ances b) )ears. A'ong the culture of ASA 75% one

of the notable cultures is referring the e'-lo)ees as colleagues.

On the other hand Sri 5anan Airlines vision 'ission goal ob,ectives are aligned +ith the

benefits of e'-lo)ees. And it is result the huge gro+th and o--ortunit) in the 'arets. The salar)

-acage ,ob securit) strong leadershi- ualit) bonus and incentives are so'e are +oring as

e) factors influencing the behaviour of the e'-lo)ees +oring in this co'-an).

1.3 Discuss the factors which influence individual behaviour at wor.

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;ndividual behaviour

• Individual behaviour 'eans so'e concrete action b) a -erson.

• The behaviour of an individual is influenced b) various factors so'e of the factors

lie +ithin hi'self lie his instincts -ersonalit) traits internal feelings etc.. >hile

so'e lie outside hi' co'-rising the e=ternal environ'ent of +hich he is a -art.<actors Influencing Individual Behaviour

• 7ersonalit)

• Abilit)

• 7erce-tion

• 9otivation

• SocioDcultural factors

• Organi/ational factors

<oundation of Individual Behaviour

• 7ersonal factors

• 7s)chological factors

• Organi/ational s)ste's and resources

•

2nviron'ental factorsAccording to ohn Ivancevich and 9ichael 9attson the 'a,or constituents that deter'ine

individual differences in behavioural -atterns are de'ogra-hic factors abilities and sills

-erce-tion attitudes and -ersonalit). 5et us tal over the' and the) are as follo+s

1. Demographic

e'ogra-hic factors include socioecono'ic bacground education nationalit) race age and

se= etc. Organisations generall) -refer e'-lo)ees that belong to the good socioecono'ic

bacground and are +ell educated as the) believe such e'-lo)ees -erfor' better.

2. $bilities and 9ills

The -h)sical ca-abilit) of an individual to do so'ething can be ter'ed as abilit). Sill can be

defined as the abilit) to act in a +a) that allo+s a -erson to -erfor' +ell.

3. 5erception

The cognitive -rocess 'eant for inter-reting the environ'ental sti'uli in a 'eaningful +a) is

referred to as -erce-tual. 2ver) individual on the basis of his or her -reference can organise and

inter-ret environ'ental sti'uli.

&. $ttitude

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According to -s)chologists attitude can be delineated as a dis-osition to res-ond favourabl) or

unfavourabl) to certain ob,ects -ersons or situations. <actors such as fa'il) societ) culture

-eers and organisational factors influence the for'ation of attitude.

. 5ersonality

7ersonalit) can be defined as the stud) of the characteristics and distinctive traits of an individual

the interDrelations bet+een the' and the +a) in +hich a -erson res-onds and ad,usts to other

-eo-le and situations. The various factors that influence the -ersonalit) of an individual are

heredit) fa'il) societ) culture and situation. It i'-lies to the fact that -eo-le differ in their

'anner +hile res-onding to the organisational environ'ent.

As an e'-lo)ee in the co'-an) 'an) factors +ill +or +hile the) are at +or. These ele'ents

are included co'-an) structures -o+er structure culture values -ur-oses ob,ectives benefits

and -unish'ent s)ste'.

The e'-lo)ees tr) to find funding fro' e=isting co'-an) s)ste'. If there is not +ell established

structure e'-lo)ees can not feel good and su--ortive attitude fro' to- 'anage'ent to+ards

their +or so the) loos the +or interest over ti'e.

Si'ilarl) if there is not +ell defined and develo-'ental culture in co'-an) e'-lo)ees tr) to

esca-e the +or and la/) attitude is develo-ed over ti'e.

According to %ard) 60038 if there is no +ell defined hierarch) in the co'-an) there can be ti'e

and resource loss due to dela)s confusions and overla--ing of +or. If a co'-an) holds good

cor-orate values e'-lo)ees also feel secure and -roud about the co'-an) and the) tr) to fulfil

co'-an) goals and ai's.

The benefit is e) to individual e'-lo)ees lie ')self at +or as ever) hu'an has basic life

necessities and 'a,or 'otive behind an) ,ob or +or is to fulfil those needs if the co'-an) is not

-roviding enough financial and other su--ort benefits to e'-lo)ees the) +ill tr) to sli- fro' the

co'-an) as soon as the) +ill find better o--ortunities so it is necessar) to ee- e'-lo)ees lo)alto a co'-an) through -roviding the' better financial and other benefits lie health benefits and

-ensions.

According to <orster 600#8 5ast but not least thing is -unish'ent and re+ard s)ste' in the

absence of such -unish'ent and re+ard s)ste' co'-an) 'anage'ent cannot get 'a=i'u'

effort fro' staff.

%$9A 2*

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2.1 Different leadership styles can be seen in practice in varying organizational

contexts. Compare the strength of different leadership styles.

"ost common eadership %ypes are*

• Autocratic leadershi-.• Bureaucratic leadershi-.

• %haris'atic leadershi-.

• e'ocratic leadershi- or -artici-ative leadershi-.

• 5aisse/Dfaire leadershi-.

'igure . leadership

styles)https*++culcalias0.files.wordpress.com+21&++leadershipstylespcf&4x.png-

There are 'an) leadershi- theories +hich define different leadershi- st)les in co''ercial

enter-rise. 9ostl) the leadershi- st)le in co'-anies is established along the glide -ath of to-

'anage'ent or o+ners of the co'-an). @ere is anal)sis about so'e of leadershi- courses and

strategies along +ith their effectiveness for organi/ations.

1. $utocratic leadership

This for' of leadershi- is an e=a'-le of e=tre'e transactional leadershi- in +hich leader of a

co'-an) or to- 'anagers use a -o+erful tool to deal the +or and +orers. Staff 'e'bers have

s'all o--ortunit) to 'ae suggestions and deter'ine according to their According to <orster

600#8 this t)-e of leadershi- cannot +or +ith large s)ste's but it is ,ust for s'all organi/ation

es-eciall) +here there is untrained labour or staff and unsilled occu-ations. But in a large

organi/ation it can lead to la/) attitudes higher level of absenteeis' and turnover.

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2. (ureaucratic leadership

Bureaucratic leadershi- is the fashion in +hich -atterns are stuc to strictl) and +or is ans+ered

along the funda'ents of the volu'e. It is a ver) -o-ular leadershi- st)le even +ith 'odification

and 'odern a--roach in all co'-anies this t)-e of leadershi- is found at an) tier. This is good for

+or +here there is serious +or involving hu'an life ris and handling of 'achiner) but in the

service sector it can lead to disaster +here staff +ill tr) to i'-le'ent and follo+ boo and

situation +ill reuired the diversit) of action and res-onse.

3. Charismatic leadership

It is a -attern of leadershi- +hich e'erges +ith strength of -ersonalit) and it creates a higher

degree of acce-tance a'ong staff. It carries enthusias' char' and ualit) and creates an

energetic aura. The dra+bac of this leadershi- st)le is leader can turn authoritative and can

'ae blenders for business +ithout an)one there to challenge hi' or her. Si'ilarl) thede-endence on the leader can crate colla-se after the) -ass on.

&. Democratic leadership

It is also called -artici-ative leadershi- in +hich there is roo' for ever) +orer and 'anager to

give their feedbac and 'ae a contribution in the +or develo-'ent. It bears out +ith decisions

+hich have full financial su--ort and involve'ent fro' staff. According to 5aven 60048

so'eti'es it can lead to lac of res-onsibilit) and a co'-etition based on contribution instead of

ualit).

. <elationsoriented leadership

This is also called as -eo-le oriented leadershi- in business +hich tries to acco''odate the

vision of other -eo-le rather than to- 'anage'ent. This t)-e of leadershi- is ai'ing at the results

for the general +elfare and benefits for the 'a=i'u' -eo-le. It tries to acco''odate the interests

of as 'an) as it can. But it has dra+bacs of e=-ansion of +or to unnecessar) boundaries and

unnecessar) -artici-ation and involve'ent level.

(ellows are three types of organization.

9amsung# <aigam "areting 9ervices )5vt- td and 9ri anan $irways

9amsung Company.

Sa'sung is a leader in digital se'iconductors 'e'or) s)ste' integration solutions and it is a

versatile grou-. Sa'sung 2lectronics established in 1"E" is the largest electronics co'-anies in

the +orld. Sa'sung 2lectronics %o. has develo-ing to a ne+ era in -roduct evolution cor-orate

culture and contributions to societ) on a global scale.

6htt-:??+++.sa'sung.co'?in?aboutsa'sung?8.

Sa'sung has a--lied 'ostl) lie Bureaucratic 5eadershi- St)le. In this st)le the 'anager confers

+ith subordinates and taes their vie+s and feelings into account but retains the right to 'ae the

final decision. In fact Sa'sung +ants to share no+ledge and e=-erience to subordinates. The

http://www.samsung.com/in/aboutsamsung/

http://www.samsung.com/in/aboutsamsung/

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co'-an) +ants to create o--ortunities for staff decision 'aing. <ro' that the co'-an) +ill

collect infor'ation to 'ae the final decision. This st)le brings a -ositive factor to 'ae

e'-lo)ees 'ore 'otivate.

Bureaucratic leadershi- isnJt ideal in all berths and there can be so'e disadvantages to this

organi/ation.

• (esent'ent fro' the +orforce under the 'anager over their 'anage'ent st)le

-articularl) if it is seen to be 'ore autocratic than de'ocratic.

• If +or habits have for'ed that are un-roductive the) can be difficult to sto- and

substitute +ith ne+ -rocedures and this can alienate and de 'otivate a +or force.

• If 'orale in a +or-lace is lo+ and +orers onl) do the 'ini'u' of +hat is reuired of

the' but no 'ore.

• If the +orforce is not allo+ed to feel -art of the decision 'aing -rocess and their

feedbac is not considered b) u--er 'anage'ent this can cause resent'ent and

under'ine -roductivit).

<aigam "areting 9ervices )5vt- td

(aiga' 9areting Services 67vt8 5td 'ostl) lie an autocratic leadershi- st)le the 'anager is

lie a dictator and his chief characteristic is to give orders and -etitions. (e+ards are often

financial and the -enalties are often +arnings reduction or firing +ithout strong verbal

co''unication. In this 'anner +e see in industrial establish'ents +here the safet) of the entire

facilit) is at ris fro' unnecessar) 'isunderstandings.

@as brought certain advantages for the 'anage'ent of -ersonnel 'anage'ent has all -o+er and

can easil) set u- a decision +ithout attention to the o-inions of e'-lo)ees

9anage'ent 'ae decisions uicl) and easil) controlled e'-lo)ees receive their tass uicl)

and focus on his +or should achieve high efficienc) increase -roductivit) of the co'-an).

An autocratic leadershi- also brings disadvantages for the co'-an) it created a large ga- bet+een

e'-lo)ees and 'anage'ent staff onl) does their dut) +ithout an) co''ent on the'. 2'-lo)ees

do not have the o--ortunit) to +or grou-s and e=change of e=-erience so get -eo-le to beco'e -assive and lac of innovation influence the develo-'ent of the co'-an).

9ri anan $irways

Sri 5anan Air+a)s leadershi- 'ostl) St)le lie a e'ocratic 5eadershi- St)le.

In this st)le 2ncourages staff to be 'ore selfD'otivating selfDde-endent and to be able to 'ae

their o+n decisions so that the) could -artici-ate b) building strong decisions for their tea'. The

de'ocratic leadershi- st)le is 'ore educational than controlling and in this +a) the leader allo+s

e'-lo)ees to create and acco'-lish their o+n designs based on the infor'ation in their hand.

%onclusion

A.I.Balasoori)a

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In this Tas I have anal)sed three co'-anies. And then I can see the differences in organi/ational

structure their culture. 2ach co'-an) has its o+n direction ho+ever e=ercises are -lanned to

boost benefits for the organi/ation +ith the direction of co'-anies also has 'an) advantages

besides that the) also face difficulties affect certain business activities so ever) co'-an) should

have a--ro-riate 'easures to li'it the difficulties and 'ae the co'-an) gro+ increasingl).

2.2 Explain how organisational theory underpins the practice of management.

Organisational theor) and 'anage'ent theor) are used in several as-ects of a +oring business.

ifferent organi/ational theories are given belo+. 5ots of -eo-le tr) hard to stic to the theor)

because it hel-s the' to beco'e successful and better at their ,obs.

9anage'ent is a ver) i'-ortant role in all organisations. It is attaining things co'-lete through and

+ith other -eo-le attains needed goals b) efficientl) utili/ing available resources.

There are five 'a,or strands of 'anage'ent theor).

• Scientific 'anage'ent

• %lassical ad'inistration 6Bureaucrac)8

• @u'an relations a--roach

• S)ste's a--roach

• %ontingenc) a--roach

According to the 2ffects of %lassical 9anage'ent Theories on the %urrent 9anage'ent 7ractice

in Gigeria 2uro-ean ournal of Business and 9anage'ent #.1" 60138

9cientific management

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This 'anage'ent theor) +as given b) <rederic +. Ta)lor the scientific 'ethod +ors as an

ob,ective and focuses on fresh +a)s of -erfor'ing ,obs. 9anage'ent science atte'-ts to a--l) this

sa'e a--roach in dealing +ith -roble's that arise +ithin business o-erations. Its use as a -roble'

solving a--roach finds a--lications in areas such as decisionD'aing design -rocesses and strategic

-lanning and -roble' could get rid of b) develo-ing a science of 'anage'ent.

Classical administration )(ureaucracy-

%lassical 'anage'ent theor) +as introduced b) 9a= >eber. The ter' is used to e=-lain the

scientific 'anage'ent and general ad'inistrative theorists. Associations utili/e this ad'inistration

to cover events in govern'ent including ,ars to- ualit) charges di'inish and to oversee

re-resentative connections. This 'ethodolog) utili/ed b) nu'erous little business holders to

-re-are and enhance their association and to achieve so'ething.

One of the benefits of this overture is an understandable organisational hierarch) +ith divide

'anage'ent stages +here each 'anage'ent grou- taes in its individual -ur-ose and

res-onsibilities.

The to- 'anage'ent is generall) the directors or the chief ad'inistrators. The 9iddle 'anage'ent

direct is the su-ervisors. At the botto' stage are the su-ervisors +ho handle each da)Js

-erfor'ance. The other half of classical theor) is bureaucrac) and is generall) found in big

organisations. The i'-ortance of bureaucrac) 'eans that it is often seen se-aratel) fro' classical

'anage'ent +hich the infor'ation is taen fro' -ractical e=-erience.

uman relations approach

The hu'an relation a--roach +as introduced b) 2lton 9a)o This a--roach taes nearl) the

contradictor) turn on 'anage'ent. The) 'ae sure that the location the) +or in is full)

de-endable and safe and to 'ae certain that the e'-lo)ees are did not have their -h)sical or

'ental +ellness su--ort as a result of their o-erating surroundings. Organisations are using this

access to 'ae better the selfDconfidence of their e'-lo)ees and this +ould let in a vast -oint of

funding and recognition for the +or that the) are -erfor'ing.

%he systems approach

In 1"E0 is an a--roach to 'anage'ent a--eared +hich tried to unif) the -rior schools of o-inion.

This a--roach is co''onl) recognised as S)ste's A--roach. It is a set of lined -arts -erfor'ing

together to achieve so'e ai' and goal +hich are in the environ'ent. The s)ste's a--roach is an

idea +hich -roves a societ) as a unified useful s)ste' that ad'its of so'e business seg'ents. It is

an a--roach +hich lets the 'anage'ent to see the co'-an) as a ,oint -art. Such a s)ste' 'a)allo+ the 'anage'ent to successfull) resolve the longDter' ob,ectives of the organi/ation.

A.I.Balasoori)a

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Contingency approach

The contingenc) theor) a--roach +as introduced b) @and) 61"$!8 The contingenc) a--roach

distinguish that organisational s)ste's are referred to their surroundings and that different

environ'ents reuire different organisational relationshi-s for effective o-eration of the s)ste'.

These above theories 'ae the 'anager silful +hile 'aing decisions. ifferent organi/ational

theories suggest the +a) to interact to 'ae success. It hel-s to understand the +a) the business

should structure to 'ae a -rofit. 2ven though in the ti'e of recession organi/ational theories hel-

to 'aster the state of affairs.

In the sa'e 'ode 'anage'ent theor) 'a) also under-in the -ersonal values of so'e -eo-le. <or

e=a'-le the) 'a) disagree +ith a -articular regulation or regulation that has been brought out b)

the trou-e ho+ever in order to -ac out their ,ob as a 'anager effectivel) and -rofessionall) the)

need to run a+a) fro' their -rinci-les and do the tas.

It is hard to tr) to e=ecute both 'anage'ent and organi/ational theories as a -s)chological contract

bet+een the e'-lo)er and e'-lo)ee still needs to be e-t u-. This +ill need to consider ho+ fairl)

the co'-an) is treating the e'-lo)ee and ho+ fairl) the e'-lo)ee is treating the co'-an)

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2.3Evaluate the different approaches to management used by the

organizations.

As 'entioned in the earlier sections 'anage'ent +as influenced b) various 9anage'ent theories.

9anage'ent theories are reall) essential because it is contributing to cause all e'-lo)ees 'ore

creative in the organi/ations.

The -oints are to e=-and -roficienc) and to getting a gathering of -ersons to acco'-lish a

-articular ai's. Thither are 'an) benefits of 'anage'ent theories and one of the benefits is that it

hel-s directors and e'-lo)ees to identif) ho+ to handle and deal +ith things that 'a) subsist in the

s)ste'. >ith 'anage'ent theories organisations can balance ever) da)Js tas. On the other hand

'anage'ent theor) is not ,ust about to train 'anagers ho+ to 'otivate e'-lo)ees to be 'ore

creative it also sho+s 'anagers ho+ to be a good leader. <or e=a'-le Sa'sung (aiga'

9areting Services 67vt8 5td and Sri 5anan Air+a)s used 'anage'ent theories to +or their

e'-lo)ees 'ore creative

Sa'sung %o'-an) and (aiga' 9areting Services 67vt8 5td used scientific 'anage'ent and in

each +or the) assu'e its o+n de'and and na'e each -art on the basis of +or e=-lanation.

Sa'sung selected the greatest -ath to achieve the tas and the) s-lit +or euall) a'ong the

'anage'ent and the to- 'anage'ent give confidence their e'-lo)ees and facilitate the' to

i'-rove the governance.

In other hand Sri 5anan Air+a)s use scientific 'anage'ent to bring u- to date their e'-lo)eeJs

no+ledge to 'aintain the -rofitable abilit) and 'ae the' revolve in +oring areas.

Sa'sung %o'-an) offer training to e'-lo)ees that +ill afford the' the chance to hold on another

-oint besides it gives 'anagers and e'-lo)ees the e=-erience to their +or and the o--ortunit) to

develo- their life histories.

Sri 5anan Air+a)s use classical a--roach to tell their e'-lo)ees ho+ to -erfor' their business in

a +a) that gets the ,ob -erfor'ed. The) use this a--roach to deal +ith the -roble's that arise in

their co'-an) and to find a good +a) for their organisation i'-le'enting and 'anage'ent. Also it

reco''ends the gro+th of 'easured 'ethods for -erfor'ing the ,obs and the individuals are

trained to +or faster and better.

Sa'sung %o'-an) also used classical 'anage'ent because this theor) sees Sa'sung %o'-an)

structure and -laces i'-ortance on the develo-'ent of their +or and the -rinci-als of their

'anage'ent and e'-lo)ee behaviour. Besides the) use to infer ho+ the 'ethods of 'aing the

organisation use and therefore ho+ to a'end the'.

A.I.Balasoori)a

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The hu'an relation a--roach taes al'ost the o--osite role on Sa'sung %o'-an) 'anage'ent

because this 'ethod considers 'ore on the e'-lo)ees the'selves and their needs and +ants. It is

theori/ed that if the Sa'sung %o'-an) 'anage'ent is to find the 'ost e=cellent and 'ost

co'fortable +a) for the e'-lo)ees to +or this +ill hel- the' +ith a great level of +oring

behaviour ethic and efficienc).

Sri 5anan Air+a)s used s)ste' a--roach and the s)ste's create the s)ste' to be identified b) the

e'-lo)ees in order for the' to carr) their +ors and i'-roved. Bello+s are the ai's of s)ste'atic

a--roach.

@el- fro' inside the organisation

Increase e'-lo)eeJs attitude for the future

9ae 'anagers accountable for gro+th atte'-t

9ae e'-lo)ees eventuall) in charge for their i'-rove'ent.

%ontingenc) theor) is ver) i'-ortant in the Sa'sung %o'-an) because it contributes the' to the

achieve'ent of organisational ob,ective in different t)-e of circu'stances. It can also hel- close

relationshi-s bet+een their e'-lo)ees and leaders gro+ 'ore si'-l). The theor) lets their leaders

to identif) the -articular +ors the) are res-onsible.

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%$9A 3*

3.1. !rganizations are using different types of leadership styles in order to

motivate the employees.

"otivational theories in organizations

Al'ost ever) conscious hu'an behaviour is 'otivated. The 'ove'ents and de'ands +hich are

internal leads to tensions +hich in turn leads to action.

?hat was the motivation@

There is a general tendenc) to believe that 'otivation is a -ersonal attribute. So'e -eo-le have it

and others do not. In fact and de-icts so'e of the la/) because the) sho+ no signs of outside

sti'uli. Let unlie -eo-le in basic 'otivational drives. It also de-ends on areas of interest. The

conce-t of 'otive is circu'stantial and ho+ differences bet+een individuals at different ti'es. If

)ou understand +hat 'otivates -eo-le )ou have to control the 'ost -otent +a) to deal +ith it.

Definitions of motivation

(esearch enc)clo-edia suggests that the 'otivation is e=-ressed in the 5atin +ord 9otivus

'eaning to travel. 2ngaged in research on the 'otivation &eneral uestion >hat 'aes

hu'an action +rites <ranen 61""48. >hen looing 'ore acade'ic settings are correct

ho+ever offers a broad s-ectru'.

So'e traces are -ro-osed here So'e transactions lead to action b) the interaction of biological

learned cognitive -rocesses 6<ranen 1""4:1"8

5rocess of motivation

9otivational -rocess ste-s are ste-s taen to be -ro'-ted. A routine +hich then later -roduces

a'a/ing effects. ItJs a+eso'e +hen )ou +ere -ro-erl) 'otivated +hat can invigorate and

encourage and sho+ )ou the right of direction at a later sto-. Alie an) other -rocess and little

effort on )our -art it reuires foresight and -re-aration. @o+ever over ti'e )our return on

invest'ent is i'-ortant and itJs i'-ortant +hen )ou need an e=tra incentive to encourage the

a--lication.

A.I.Balasoori)a

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'igure / 5rocess of

motivation)http*++3.bp.blogspot.com+,i6olt7y87E+9x%$,wh8:;+$$$$$$$$$y$+<59z/=(D%"+s1/+

9lide1.657-

%he steps include

1. To find out +hat 'otivates )ou +ant or reuire. This is a ver) s-ecific area of )our life is a

s-ecific -re). 9otivational -rocess is not the best 'otivation in general but +onders +hen to get

'otivated for a -eculiar business or gain a s-ecific goal +ill be.

. Taing ste-s to achieve )our defined goals little b) little. These s'all things )ou should

record ever) 'orning as )our destinations. This is an i'-ortant -art of 'otivation is -art of the

-rocess for conducting a ,u'-Dsi/e -ieces because it is chea- and convenient. The usage of the

hands face in s'all 'anageable sections does not a--ear so over+hel'ing and hence easier to

beco'e 'otivated and sta) 'otivated.

3. &et rid of )our distraction so that )ou are 'otivated. This is the e) to 'otivating -rocess.

@o+ 'otivation does a lot better If )ou cannot sta) 'otivated hence this is the -iece of the

-rocess +here )ou bu'- off )our -o+er to destro) things to sta) focused and re'ain 'otivated.

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%ypes of "otivation*

There are diverse t)-es of 'otivation that hu'an influence. These different t)-es of 'otivation

different shortDand longDter' effects in hu'ans.

Besides +e all react differentl) to different t)-es of 'otivation.

That is +h) it is reall) useful to recognise about the different varieties of 'otivation and learning

to full) utili/e the'. This allo+s us the best for' of 'otivation to use a s-ecific situation to

change or a -erson that is treated.

a8 Intrinsic 'otivation

It is the 'otivation that co'es fro' +ithin. It originates fro' the educational level and the

-ersonal feelings +hich is achieved b) doing this -articular thing. <or ob,ect lesson for 'usic

lovers their 'otivation to hold out an official docu'ent and go to classes and so forth is the

intrinsic 'otivation.

b8 2=trinsic 'otivation

It is the 'otivation that co'es fro' doing things or ele'ents outside the -erson. An e=a'-le

+ould be 'otivated to +or in an office because )ou are looing for a -ro'otion is one of the

t)-es of e=ternal 'otivation. 7ublic recognition 'one) fa'e co'-etition or 'aterial

achieve'ents are e=a'-les of e=trinsic 'otivation.

"otivation can be divided further into seven categories

18 Achieve'ent 'otivation

This crusade to follo+ and achieve goals. The hu'an +ith the 'otivation to e=ecute goals and to

-ro'ote learning success. @ere -erfor'ance is i'-ortant for its o+n sae si'-l) not for re+ards

associated +ith it. This is standardi/ed to the a--roach Kaidan a-anese govern'ent.

8 Affiliation 9otivation

This dish goes to the 'asses on a social basis. 7ersons +ith being 'otivated to 'anage the +or

better if the) are -raised for their confident attitude and coo-eration.

38 %o'-etence 9otivation

A.I.Balasoori)a

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This seuence to do so'ething so that the individual is high ualit). 7o+er 'otivated -eo-le to

see e'-lo)'ent sills the) are -roud in using their -roble' solving sills and strive to be

creative +hen faced +ith obstacles. The) learn fro' their e=-eriences and e=-lorations.

48 7o+er 'otivations

It taes -eo-le and alter the -osition of victi's. 7o+er 'otivated -eo-le to -roduce an i'-act on

their governing bodies to create and is +illing to consider riss to serve it.

#8 Attitude 9otivation

The ratio of 'otivation ho+ -eo-le thin and e=-erience. It is their confidence and religious

belief in hi'self his attitude to life. @ereJs ho+ the) thin about the future and ho+ the) react to

the -ast.

E8 Incentive 'otivation

>hen a -erson or grou- of broadcasting a+ard activities. It is )ou do it and )ou get that

relations. This variet) of honours and -ri/es +hat 'aes -eo-le -la) a little harder.

!8 <ear &rounds

<ear of forced hu'an 'otivation to e=ercise discretion. @e +as i''ediatel) and acuire the tas

done uicl). The) are real useful in the short ter'.

In light of ') -erce-tion it can be said that (aiga' 67vt8 could be taen u- +ith a fe+

-rogressions lie order organi/ational structure novel technologies e'-lo)ee selection

Or enlist'ent criteria for ada-ting to the ne+ business +orld o-erations 'ode for a fe+ fonts and

so along. <or those inds of changes (aiga' 67vt8 'a) confront the co''on sense effect on

ad'inistration st)le on the inhalation of its staff in the ti'es of changes. As changes reuire ne+

authorit) st)le so there can have 'ore or less force over its staff.

T)-icall) there can have a -lausibilit) lie confor'it) issue for actors +ith ne+ -ioneer and

initiative st)le. <or the -rogressions and distinctive initiative st)le re-resentativesJ general

e=ecution 'a) succu'b to 'is,udge and ad,ust'ent issue. <urther'ore this can co'e about the

slo+ develo-'ent of an association.

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3.2 Compare the application of different motivational theories which can be

applied by the management# within an organization in different scenarios.

2ver) 9anager in an) organi/ation needs to as to 'otivate their e'-lo)ees to sta) co'-etitive.

Since e'-lo)ees 'a) find different ingredients to be 'otivating it is essential that 'anagers

reuire the ti'e to learn +hat drives each individual. In the bul of cases -ositive factors that

a--eal to an individualJs internal need tend to be 'ore efficient than using negative reinforce'ent

criticis' and feedbac onl) +hen -erfor'ance falls short of -ros-ects.

"aslowBs hierarchy of needs

'igure = "aslow>s hierarchy)http*++upload.wiimedia.org+-

According to Klein 61"$"8 'otivation is ver) essential for guaranteeing the e=-ected

-erfor'ances fro' the e'-lo)ees of an) organi/ation. 9otivation hel-s e'-lo)ees -erfor' their

assigned tass -ro-erl). ifferent theories of the 'otivations +ere develo-ed for organi/ations till

1st centur). So'e of the' are given as belo+.

1. Incentive Theor) of 9otivation

This theor) states that staff and e'-lo)ee can be 'otivated to -erfor' +ell through e=ternal

re+ards. <or e=a'-le if there are so'e financial gains for staff for doing a certain level of +or

or ee-ing ti'e 'anage'ent effectivel) the) +ill tr) their best to achieve the land'ar to gain

that financial benefit.

A.I.Balasoori)a

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. rive Theor) of 9otivation

This theor) sa)s that -eo-le are finding 'otivation fro' certain natural -rocesses that are selected

b) 'anage'ent to 'ae the 'a=i'u' effect in -ublic -resentation. <or e=a'-le so'eone can

be 'otivated for drining +ater to reduce internal thirst. This theor) atte'-ts to base -erfor'ance

control on biological and -h)sical de'ands of hu'an.

3. Arousal Theor) of 9otivation

This theor) states that hu'an are 'otivated to act to satisf) or decrease their sti'ulation or

arousal level. <or e=a'-le one -erson can lie to go to 'ovie +hile others can lie to read boos

to satisf) certain arousal level.

4. @u'anistic Theor) of 9otivation

@u'anistic theor) of 'otivation is a set of 'otivational theories +hich are based on the fact that

hu'an have i''ense cognitive reason to act in a certain +a) and do certain things. Abraha'

9aslo+Js -ut this in his hierarch) of needs that is based on different 'otivations behind hu'an

actions and those 'otivations are biological social and s-iritual. 5ie hunger and self

actuali/ation.

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3.3 $ssume you are a management trainee in one of the organizations that you

have selected. Evaluate the usefulness of explaining motivational theories in

%as 3.2 for you as a future manager.

9otivation 'aes hu'an resources available for action as ever) action reuired -h)sical

financial and -rivate -artici-ation. Through the use of 'otivation 'anagers can turn resources

into action thus the) can utili/e those resources for develo-'ent and gro+th.

9otivation i'-roves the level of efficienc) in the co'-an) as staffJs -uts full efforts neglecting

their ualifications and learning the) are involved to gain the benefits of 'otivational factors.

Thus the 'otivation in organi/ation i'-roves -erfor'ance levels for 'anagers. It hel-s in

increase in -roductivit) i'-roves the efficienc) of staff and reduces the cost of o-erations.

It leads organi/ations and 'anagers to achieve the set organi/ational goals b) the utili/ation of

available resources effectivel) and in a better +a). Increases coo-eration at +or creates a better

+or environ'ent and +ors as sti'ulate for higher -erfor'ance level.

9otivation builds ver) friendl) relationshi- a'ong 'anagers and staff as staff 'eets so'e

benefits for their -erfor'ance. It increases the staff satisfaction level at +or and develo-s trust

and confidence in the +or-lace due to 'onetar) and nonD'onetar) incentives.

Si'ilarl) 'otivation beco'es ver) i'-ortant for business because it 'otivated staff e'-o+ers

'anager and tea's creates a tea' +or environ'ent creates a sense of belonging and

res-onsibilit) a'ong staff finall) it hel-s to decrease o-erational cost.

According to eci 61"!#8 no+ 'otivation theories are being u-dated according to the de'and of

ti'e and ne+ challenges for business environ'ent and it is being undeniable factor that 'anagers

should follo+ the theories of 'otivation for 'anaging the fir' -ro-erl).

A.I.Balasoori)a

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%$9A &*

&.1 Explain the nature of groups which are the existing within the selected

organization and their behaviour in different circumstances.

&rou-s are i'-ortant and 'a,or feature of a business establish'ent. Organi/ations are divided

into subDunits that are consisted of de-art'ents of grou-s. These grou-s sha-e the behaviour of

organi/ations and are res-onsible for activities at the organi/ation.

According to <orster 600#8 it is reall) i'-ortant for handlers to acuire understanding around

the nature of grou-s inside organi/ations. The co'-osition of grou-s -ro'otes tea'+or

coordination coo-eration e=-erience sharing guidance available for ne+ staff and collective

outco'e of business activit).

ifferent t)-es of grou- are seen in different organi/ations. And there e=ist different features in

different grou- in a different organi/ation. (aiga' 67vt8 5td is not different fro' the'. Several

features +ere considered in that establish'ent. <our t)-es of tea's are seen in that. Those are

'anufacturing tea' -arallel tea' -ro,ect tea' and 'anage'ent tea'.

Toda) +e +ill e=a'ine the features of these suads. The features or characteristics of +or tea's

are large si/e in nu'ber. 2ach tea' is guided b) a tea' leader collective effort sharing

o--ortunities for each tea' 'e'ber etc.

The features or characteristics of 'anage'ent tea's are s-ecific hierarch) accountabilit)

innovation based 'anage'ent s)ste' sufficient authorit) to the 'anage'ent tea' res-onsible

confor'ation etc.

And finall) the -ro,ect tea' ee-s so'e characteristics or features are division of +or ,ob

s-eciali/ation target based tea' +or having sufficient nu'ber of tea' leaders in -ro,ect tea's

infor'ation access right is given to -ro,ect leader etc. <or an overall discussion regarding the

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features of tea' +or in (aiga' 67vt8 5td +e can sa) that there are so'e co''on features of

each t)-e of tea' in that organi/ation.

&.2 %here are many factors affecting people woring as teams within

organizations. Discuss the factors that would enhance or hinder thedevelopment of effective teams in the selected organization.

There are 'an) factors +hich affect the develo-'ent of tea's in business organi/ations. These

factors are internal and e=ternal it nature. These factors include high standard of -erfor'ance

creating ualit) +or e=-erience sharing collective efforts 'ini'i/ing cost 'ini'i/ing +or

effort and to -ro'ote collective benefits as a tea'

According to Kinla+ 61""18 for each and ever) organi/ation there have so'e co'-onents that

either encourage or inhibit the evolution of effective tea'+or. In (aiga' 67vt8 5td I have

observed that attitude to to- level 'anage'ent to+ard tea' 'e'ber collaboration to tea' and

tea' 'e'ber coo-eration +ith tea' -roble' solving -olic) for tea' +or free and fair

controlling s)ste' incentive or -unish'ent -olic) for success or failure of tea' 'e'bers

-ur-oses of tea' building.

It has been seen that the collaboration and coo-eration +ith tea' 'e'bers causes the longer

lasting and effective tea' +or of this organi/ation. On the other hand strong and tight

controlling attitude to+ard tea' 'e'bers results less effective tea' +or for that s)ste'. It +as

ver) sur-rising 'atter that a--reciation s)ste' is ver) 'uch essential 'atter for a better tea'

-erfor'ance and tight -unish'ent can cause distaste for tea' +or for this organisation.

A.I.Balasoori)a

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&.3. Evaluate the impact of technology on team functioning within the selected

organization.

In the -resent co'-etitive business +orld technolog) and technological no+ledge are t+o 'a,or

concerns for -roduction and service based organi/ations in this co'-etitive +orld. Thither is a

substantial i'-act of technolog) on tea' functioning in -roduction or service based organisation.

The level of technolog) deter'ines the ulti'ate success or failure b) a certain level of efficienc)

of effectiveness and viceDversa.

In 1st centur) 'edia and co''unication are ver) significant instru'ents for business

-erfor'ance and co''ercial enter-rise gro+th. There is a continuous increase in technological

advance'ent in creating and +oring of tea's +ithin the business.

@ere are so'e technological tools and their i'-acts on -erfor'ance of the tea' in a business

environ'ent.

<ro' ') no+ledge about the technological i'-act on tea' functioning it can be said that tea'

functioning is heavil) influenced b) technolog) lie infor'ation technolog) and others t)-e of

technolog). >hen a tea' is develo-ed it is ensured that each suad 'e'ber has not sufficient

technological no+ledge and this 'a) -roduce so'e te'-orar) -roble' for the tea' and other

tea' 'e'bers of that organisation.Thus lie other organi/ation Sri 5anan Airlines are ver) 'uch concern about the i'-act of

technolog) on tea' functioning in that arrange'ent is a bigger to-ic. Thither are 'an) tea's

based activities in that organisation and technological no+ledge of e'-lo)ees are ver) 'uch

indis-ensable for sustainable gro+th of this s)ste'.

<or e=a'-le there is a -ortion of e'-lo)ee +ho has not the -ro-er no+ledge of o-erating 'an)

u-date versions of ne+ technological devices. 9an) e'-lo)ees do not able to -ro-erl) -ass on

+ith the aid of internet fa= -ostal service S)-e and so along. There 'a) be another co'-onent

of e'-lo)ees +ho have not enough taste and -reference in infor'ation technolog) and technical

gi''ics. These cases al+a)s create so'e e=tra -roble' for the organi/ation. This 'a) reuire

so'e e=tra ti'e to co'e u- +ith or resolving this t)-e of challenges. But the -ositive i'-act of

technolog) on tea' -erfor'ance is be)ond descri-tion. The tea' is being highl) benefited b)

using technolog) and technological devices in that organi/ation.

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Conclusion

In this Assign'ent I can resolve in such +a) that Organi/ational Behaviour is the underl)ing

-osition of an) organi/ation about ho+ an organi/ation act bear and -erfor' for its staeholders

and co'-an).

It is be)ond descri-tion that Organi/ational behaviour is the -redeter'ining issue of success or

failure of an) business s)ste'. So'eti'es organi/ational structure -rovides the nor's attitudes

and culture of organi/ing. And it is lie+ise true that organi/ational structure 'an) ti'es is

highl) regarded b) the organi/ational structure.

>hen I co'-arison of the effectiveness bet+een Sri 5anan Air+a)s and (aiga' 67vt8 5td I can

recogni/e that the effectiveness of leadershi- is 'uch 'ore i'-ortant for (aiga' 67vt8 5td

co'-ared to that of Sri 5anan Air+a)s. >hen I co'-are the a--lications of different

'otivational theories I can sa) that if this business organi/ation follo+s 9aslo+s hierarch) of

needs theor) it +ill be better to get the best out-ut fro' its e'-lo)ees because this theor) +ors

ver) +ell for the large and gigantic organi/ation as there have the sco-e to fulfil the needs of

e'-lo)ees. On the other hand if the e=-ectanc) theor) of 'otivation is follo+ed b) this

organi/ation it +ill be so tough to get the e=-ected out-ut fro' e'-lo)ees individuall).

Based on ') observation it can be said that (aiga' 67vt8 5td could be engaged in so'e changes

lie organi/ational structure ne+ technologies e'-lo)ee selection and recruit'ent criteria for

ada-ting +ith the ne+ business +orld. Thither is a substantial i'-act of technolog) on tea'

functioning in -roduction or service based organisation.

A.I.Balasoori)a

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A.I.Balasoori)a

'igure 4 7antt chart for $ssignment

7/23/2019 Aruna_OB



A.I.Balasoori)a

7antt chart for $ssignment

7/23/2019 Aruna_OB



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