Organization and Behaviour

Organization and Behaviour

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
Task 1...............................................................................................................................................3
1.1 organisation cultures and structures 3
1.2 Effects of cultures and structures on organisation performance 4
1.3 factors affects individuals behaviour 5
TASK 2............................................................................................................................................7
2.1 Different leaderships style.....................................................................................................7
2.2 Organization Theory 7
2.3 Evaluation of Theory 8
Task 3...............................................................................................................................................9
3.1 Impact of leadership styles.....................................................................................................9
3.2 Motivational theory: ..............................................................................................................9
3.3 Usefulness of motivation theory..........................................................................................10
TASK 4..........................................................................................................................................10
4.2 factors that affects teamwork...............................................................................................11
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................14
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INTRODUCTION
Organization behaviour defines firm internal management towards external environment. It is
the mixture of knowledge and skills that define how company's employees interact with each
other. GSK organisation behaviour is an example of good management strategy and motivation
approaches (Nguyen, 2014). It is one of leading healthcare company in Britain. This report
presents GSK Company's cultures environment and their working conditions. This reports also
focus on different types of motivation theory used by the company such as equity theory with
their usefulness and limitations. It also analyses different organisation cultures and their impact.
Company core values are integrity and respect for their patients.
TASK 1
1.1 organisation cultures and structures
Organisation cultures can be defined as values and behaviours that express how company's
management and employees interact and handle business issues. It involved values, beliefs,
management style, visions, norms, and systems of a company.
According to Charles Handy, there are four types of cultures in the business environment.
Power culture: In this type of culture organisation follow few rules and regulations. In these
systems decisions are taken by few people and employees are judged by their performance rather
than how they did things.
Role cultures: In this culture environment of the organization are highly controlled, and
employees know their roles and responsibility.
Task cultures: When in an organisation teams are formed to perform specific tasks or projects
and address specific problems or progress in projects that is called task cultures (Katan, 2014.)
Its mainly influenced by organisation's teams.
Person cultures: In person cultures organisation are fully depended on individuals. People
belongs with similar training and backgrounds. The power lies in individuals, not with the
organization. GSK is followed by similar cultures in the company. The company is very much
affected by individual's characteristics and behaviour.
Compare and contrast
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Structures: GSK followed hierarchical structures in which company powers flows from top to
bottom. GSK organisation structures in focus team work across functions whereas workers
within functional division tend to perform on the specific project. GSK projects are often taken
by teams from different disciples (Eriksson, and Hansson, 2013.). Cross-functional teams are
often working on projects. Company's research teams are fully empowered and focused on their
works. The company uses both theory X and Y in managing people. In Pfizer, company
structures are also similar to GSK. All decisions are taken senior management. In GSK Company
focused on teamwork but in Pfizer they focused more individuals' performance (Products, 2015).
The company uses centralised structures for the firm, but subsidiaries decentralised operational
structures.
Cultures: Cultures of GSK workplaces has the open environment. People working in a company
have common understandings and relationships with each other (GSK employees, 2015). The
company has very welcoming and make good communication with their workers. It offers
flexible working hours for their workers. GSK cultures are highly effected by individuals'
behaviour. Company's cultures focus on integrity, operating with transparency and respected for
employees and their working principles. Cultures of company build mutual respect for each other
and focus on continuous improvement. In Pfizer culture focuses on investment in people
(Coghlan and Brannick, 2014). The company focus on build environment so makes strong
relationships with their employees. In GSK company focus they focus on innovation but in
Pfizer focus on more development of individuals.
1.2 Effects of cultures and structures on organisation performance
Cultures and structures are two different concepts for a company but purposes are similar is
increasing the productivity of the company. In GSK has the flat hierarchical structure in the
company. These structures have numbers of layers that mean command flow from top to
bottom. The company uses this structures for completing their task with specialist skills.
GSK culture supports innovation (Zipf, 2016). It cultures represent integrity and openness in an
environment. Employees have freedom to work in their own way. Its culture promotes flexibility.
Creativity and they work with long term vision. Effects of cultures and structures on company's
performance are as follows.
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