Management Style and Organizational Behavior

This assignment delves into the crucial relationship between management styles and various facets of organizational behavior. It examines how different management approaches influence factors like knowledge sharing, work-life balance, and employee engagement. Students are expected to analyze research studies and theoretical frameworks to understand the complexities of this relationship and its implications for effective organizational functioning.

ORGANIZATION
BEHAVIOUR

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Compare and contrast the two different organisational structures and cultures....................1
1.2 Impact of relationship among organisation’s structure and culture on business performance
.....................................................................................................................................................3
1.3 Factors which influence individual behaviour at work..........................................................3
TASK 2............................................................................................................................................4
2.1 Comparison of the effectiveness of different leadership styles in these two organisations. .4
2.2 How organisational theory underpins the practice of management.......................................4
2.3 Different approaches to management used by each organisation..........................................5
TASK 3............................................................................................................................................5
3.1 Impact that different leadership styles may have on motivation in these organisations
during periods of change..............................................................................................................5
3.2 Applications of different motivational theories within these workplaces.............................5
3.3 Usefulness of a motivation theory for managers within these organisations........................6
TASK 4............................................................................................................................................7
4.1 Nature of groups and group behaviour within these organisations.......................................7
4.2 Factors that may promote or inhibit the development of effective teamwork in these
organisations................................................................................................................................7
4.3 The impact of technology on team functioning within one of these organisation.................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9
references.......................................................................................................................................11

LIST OF FIGURES
Figure 1Types of organization culture.............................................................................................2
Figure 2McGregor Theory X and Y................................................................................................6

INTRODUCTION
In order to motivate all the workers within and organization and keep them satisfied, it is
highly essential to maintain the appropriate organization behaviour. It can also be explained by
the methodological study of human behaviour which encompasses of different groups, teams,
management and leaders (Weisband, 2013). This is the most effective process which highly
affects the overall business activities of any organization. In this regard, the present study takes
place on the various concepts of organization behaviour. The Co-operative Group and John
Lewis Partnership companies have been selected for this research. Here, human resource
consultancy team is going to present relationship between the organisation’s structure and culture
as well as its impact on business performance of both the cited firms. In addition to this, factors
that may promote the development of effective teamwork in organisations are also going to
explain (Yang, Huang and Wu, 2011).
TASK 1
1.1 Compare and contrast the two different organisational structures and cultures
In order to accomplish different goals within an organization it is highly essential to set
specific structure and culture within the firm (Teh and Sun, 2011). It is the most effective way
through which employee performance can be enhanced. Different types of organization structure
followed various organizations are follows:
Functional structure: This is one of the most common structures under which company
divide itself in the form of different departments such as HR, sales, production, operation
department etc. (Shadare, 2011). Under this type of structure each departments depends on the
help of other department’s staff members.
Divisional organizational structure: This is another type of organizational structure in
which manager directly report to the head of the department about their product type. This type
of structure mainly follows by the retail firms due to having their various stores across the globe.
It is typically used in large companies operates their business operations in large geographic
areas (Mendes and Stander, 2011). Under this type of structure, needs can be meet out more
specifically however, communication may affects due to different geographic locations. For
example: The Co-operative Group is a British consumer cooperative firm which serves different
1 | P a g e

retail operations such as food, insurance, legal services etc. They follow divisional structure in
order to manage all their business functions more effectively.
Matrix organization structure: It can also be defined as hybrid of divisional and
functional structure and used mostly by the multinational corporations. An organization using
this structure follows decentralized decision making and rapidly responding towards the change
as well (Goetsch and Davis, 2014).
After identifying difference between two organizational structures here, different cultures
incorporated by various firms are as follows:
Clan culture: This culture can be defined as a family type which highly focuses on
mentoring, nurturing and completing several things together. On the same, The Co-operative
Group follows this structure in order to complete all its retail operations together with more
effectiveness.
Figure 1Types of organization culture
(Source: Nafz and et.al. 2011)
Adhocracy: This type of culture is highly focused with the risk taking and innovation.
Market oriented culture: It is totally result oriented and focus on the competition and
achievement as well. John Lewis Partnership Company follows this structure in maintain their
competitive advantage in today’s highly volatile competition in fashion industry (Nafz and et.al.,
2011). With the help of following this structure they can achieve their target easily.
2 | P a g e

Hierarchy oriented culture: Here, all the business operations are totally structured and
controlled. They highly focused with efficiency and stability.
Considering this, it can state that John Lewis partnership must follow functional structure
in order to manage its operation in desired manner. Additionally, it emphasizes on market
oriented culture. With this, company is able to offer quality working environment along with
appropriate services to customers. It aids the company in sustaining in the market. On the other
hand, Co-operative group follows divisional structure that aids in managing whole operation in
effectual manner. Moreover, it should follow hierarchy culture in order to ensure proper
management of work.
1.2 Impact of relationship among organisation’s structure and culture on business performance
It is being clearly stated that there is a positive relationship between the structure as well
as culture of company. Both The Co-operative Group and John Lewis Partnership Company
follow specific organization structure within their organizations. It helps them in running their
business operations more smoothly (Connelly and Ruark, 2010). For the same, they require to
maintain friendly work culture so that they can maintain their competitive position around the
globe. Both the companies serve as a top position firms. By maintaining effective and friendly
culture they all their employees feel satisfied and perform their tasks effectively. It boosts up the
quality performance of firm and helps in attracting more number of customers as well. Through
this, workers can easily communicate with each other as well as their customers. However, at the
time of following organization structure over the command of chain from the top of the
organization it is difficult to satisfied the workers.
From the above discussion, it can be determined that with the help of having supportive
culture organization can easily improve their structure (Randeree, 2012). With the help of this,
they are able to provide quality services to all the customers and easily maintain and obtaining
success as well.
1.3 Factors which influence individual behaviour at work
Human resource consultancy team clearly elaborated that, at the time of working within
any organization total behaviour of individual directly get influenced. There are several reasons
associated behind it such as: work culture, environment, job responsibilities, leadership,
communication etc. These are some of the most common factors which lead to affect the
behaviour of individual in both the positive as well as negative way (French, 2011). By having
3 | P a g e

friendly culture within the organizations, workers feels satisfied and easily communicate with
each other. Through this, they also carry out the helping as well as friendly behaviour with each
other. It leads to improve their performance. Further, it is essential for organizations to make
their employee’s feel comfortable so that their stress levels can be reduced.
On the other hand, leadership is another major factor due to which employee motivation
level can be enhanced (Pettigrew, 2014). Involving them in different decision making process of
company they feel to be a part of company and try to give their best. In case of not involving
them in any such type of activities they might leads to demotivated and not able to perform
effectively. Total behaviour as well as work quality of a person depends on this situation.
Moreover, after assigning all the job responsibilities, individual usually behave according to
them. They require behaving in a professional manner as per their assigned job responsibilities
for higher authority (Belbin, 2011). On the other hand, by having a part of any team individual
need to carry out the sharing attitude so that best quality can be produced.
TASK 2
2.1 Comparison of the effectiveness of different leadership styles in these two organisations
In order to effectively lead all the workers within an organization, different types of
leadership styles are followed by them (Koslowsky and Schwarzwald, 2011). Here, both the
cited firms using different leadership styles which are as follows:
The Co-operative Group: As the name suggests the company always cooperate all their
workers and highly believes in empowering them. For the same, they usually follow democratic
leadership style which is so effective for them (Lam and Lambermont-Ford, 2010.). It helps them
in enhancing motivation level of all their staff members and they are able to achieve their
common goals as well.
John Lewis Partnership Company: This Company is a chain of upmarket departmental
stores operating in different countries. The company highly believes in taking several decisions
after consulting with all their partners and committee members. They do not involve their
employees in decision making process. In this regards, it can be determines that they follows
transactional leadership style where management takes all the decisions (Connelly and Ruar,
2010). This is not so effective type of leadership as most of the time it motivates workers and
decreases their productivity level. Workers do not feel valued by the company.
4 | P a g e

2.2 How organisational theory underpins the practice of management
Organizational theory basically applied for the response of external environment that
affects the company. It is considered as a major factor which brings several changes among
company. For the same, it is highly essential for both the cited firm to applied several theories
that help them in managing several challenges. With the help of this, they can strengthen their
practice of management and maintain their business operations effectively. For the same, Fayol
classic administration theory can be used by firms in which they can divide the work on the basis
of success (Robbins and et.al, 2013). On the other hand, Mayo’s human relation theory allows all
the workers in participate in decision making process. With the help of their, all workers feels
satisfied and serves better management practices for the company. In this regards, they becomes
innovative and creative so that they can use their talent and skills in the company.
2.3 Different approaches to management used by each organisation
Both The Co-operative Group and John Lewis Partnership Company adopt different
approaches to management which are as follows: Contingency approach: This management approach is used by both the cited firms for
motivating their workers to work hard (Connelly and Ruark, 2010). However, there are
various ways to manage employees but they adopt the best possible way as per the
situation and any other circumstances arise.
 Decision theory approach: This approach is used by The Co-operative Group where they
usually given the chance to all their workers to participate in decision making process.
With the help of this, friendly work culture can be maintained and workers also feel
satisfied and give their suggestions (Fukuda, 2010).
TASK 3
3.1 Impact that different leadership styles may have on motivation in these organisations during
periods of change
Both the cited firms’ follows different leadership styles such as: The Co-operative group
cope up with all their workers and follows democratic leadership style. In this regard, they
usually have to go through the proper interaction with their co-workers and involve them in
decision making process. It helps in boosting their confidence level and enhances the level of
productivity of company. With this context, it can be stated that thus leadership style highly
helps in motivating the workers to cope up with the several as they already took several decisions
5 | P a g e

regarding change. On the other hand, during the period of change autocratic leadership styles has
proven to be most effective (Connelly and Ruark, 2010). Under this approach, management team
is looking for some necessary step to do work. Staff members may feel under pressure and
stressed but they usually complete their tasks on given deadline.
3.2 Applications of different motivational theories within these workplaces
There are different motivational theories used within these organizations in order to
motivate their workers such as:
McGregor Theory X and Y: This is another most effective motivation theory under
which lower hierarchy needs are categorized as X and the higher hierarchies are categorized as
Y. Manager can use any of these X and Y in order to motivate their workers.
Figure 2McGregor Theory X and Y
(Source: Douglas mcgregor - theory x y, 2016)
Maslow’s Need Theory: As per Maslow there are five basic needs which should be
fulfilled by company for all their workers such as psychological need, safety need, and sense of
belongingness, Esteem need and self-actualization (Douglas mcgregor - theory x y, 2016). By
fulfilling these needs employees can easily become loyal towards company and serve their best
for that.
Here, the Co-operative group managers follow theory Y as they believe their workers and
effectively cope up with them. On the other hand, John Lewis partnership Maslow’s theory will
be most applicable. With the help of thus, they are able to understand the needs of employees as
well as their different partners and try to motivate them on those criteria’s.
6 | P a g e

3.3 Usefulness of a motivation theory for managers within these organisations
Within both the cited firms it is highly essential to motivate all the workers so that they
can effectively perform their tasks. By adopting appropriate motivation theories organizations
can easily understand the needs of their workers and provide them satisfactory factors. By
applying Maslow’s Need theory management team can effectively fills the requirements of their
workers and provides them equal opportunities as well. This is very effective and useful as it
helps in developing better employee relations (Kossek and Lautsch, 2012). With the same,
employee productivity as well as customer loyalty can be enhanced. Further, it can be determine
that motivation theories are highly useful just to provide better quality services to customers and
get best response from them.
TASK 4
4.1 Nature of groups and group behaviour within these organisations
Under both the cited firms, employees work as a group as well as team in order to
achieve common goal and objective. There are mainly two types of group i.e.:
Formal group: In this type of group roles and responsibilities can be transferred so that
ultimate objectives can be attained. Interactions in such groups are done in systematic manner by
using different techniques such as telephone, e-mails etc.
Informal group: Employees itself can develop these groups and makes friendly
interaction with each other.
The above given are the type of group which ultimately forms to achieve common goal
and objective (Weisband, 2013). On the other hand, Group behaviour can also described as a
collection or group of people in organization. All the group members work individually to
achieve their set targets through which company can enhance its level of productivity.
4.2 Factors that may promote or inhibit the development of effective teamwork in these
organisations
There are several factors such as diversity, communication, leadership etc. which
promotes the effective teamwork. By having diverse workforce and team members several new
ideas and innovation can takes place. By this, workers can know more about each other and
brings breakthrough in company (Lam and Lambermont-Ford, 2010). It is the main factor which
helps in developing effective teamwork in both the cited. However, clear communication leads to
provide better team results and each team member can understand each other in a better way.
7 | P a g e

They can discuss with each other in a more effective way. Moreover, leadership is also a factor
which plays a most important role in providing correct direction to all team members and also
allocates them the work effectively.
4.3 The impact of technology on team functioning within one of these organisation
A John Lewis Partnership company is an employee owned UK Company which mainly
serves its business operations in different departmental stores. In order to provide high quality
service to all their customers they are highly focused with the adoption of the latest technologies
(Benfari, 2013). Clothing or a retailing is a sector where developing quality product is highly
associated with the team work. At the time of working as a team, technology plays a major role.
Here, within this regards better communication can take place with the help of e-mails. Further,
it can be stated that there is a positive impact of using technology on team functioning. It
provides effective communication as well as better decisions can take place. Here, workers can
also communicate with each other in case of serving its business operations from different places
as well (Connelly and Ruark, 2010). Moreover, technology has changed the way of working of
people and provide them smooth running of all their business functioning.
CONCLUSION
From the above study it has been articulated that The Co-operative Group and John
Lewis Partnership follow different leadership and management style in order to keep their
employees satisfied. By this, they can provide them better responsibilities and enhance their level
of productivity. Further, it is highly essential to have proper motivation and effective teamwork
so that performance of the firm can be increased.
8 | P a g e

REFERENCES
Books and Journals
Belbin, R. M., 2012. Management teams. Routledge.
Benfari, R. C., 2013. Understanding and changing your management style: Assessments and
tools for self-development (Vol. 176). John Wiley & Sons.
Connelly, S. and Ruark, G., 2010. Leadership style and activating potential moderators of the
relationships among leader emotional displays and outcomes. The Leadership Quarterly.
21(5). pp.745-764.
French, R., 2011. Organizational behaviour. John Wiley & Sons.
Fukuda, K. J., 2010. Japanese-style management transferred: the experience of East Asia.
Routledge.
Goetsch, D. L. and Davis, S. B., 2014. Quality management for organizational excellence.
pearson.
Koslowsky, M., Baharav, H. and Schwarzwald, J., 2011. Management style as a mediator of the
power distance-influence tactics relationship. International Journal of Conflict
Management. 22(3). pp.264-277.
Kossek, E. E. and Lautsch, B. A., 2012. Work–family boundary management styles in
organizations A cross-level model. Organizational Psychology Review. 2(2). pp.152-171.
Lam, A. and Lambermont-Ford, J. P., 2010. Knowledge sharing in organisational contexts: a
motivation-based perspective. Journal of Knowledge Management. 14(1). pp.51-66.
Mendes, F. and Stander, M. W., 2011. Positive organisation: The role of leader behaviour in
work engagement and retention. SA Journal of Industrial Psychology. 37(1). pp.1-13.
Nafz, F. and et.al.,2011. Constraining self-organisation through corridors of correct behaviour:
The restore invariant approach. In Organic Computing—A Paradigm Shift for Complex
Systems (pp. 79-93). Springer Basel.
Pettigrew, A. M., 2014. The politics of organizational decision-making. Routledge.
Randeree, K. and Ghaffar Chaudhry, A., 2012. Leadership-style, satisfaction and commitment:
An exploration in the United Arab Emirates' construction sector. Engineering,
Construction and Architectural Management. 19(1). pp.61-85.
Robbins, S. and et.al., 2013. Organisational behaviour. Pearson Higher Education AU.
9 | P a g e

Shadare, O. A., 2011. Management style and demographic factors as predictors of managerial
efficiency in work organizations in Nigeria. The International Business & Economics
Research Journal. 10(7). p.85.
Teh, P. L. and Sun, H., 2012. Knowledge sharing, job attitudes and organisational citizenship
behaviour. Industrial Management & Data Systems. 112(1). pp.64-82.
Weisband, S. P. ed., 2013. Leadership at a distance: research in technologically-supported
work. Psychology Press.
Yang, L. R., Huang, C .F. and Wu, K. S., 2011. The association among project manager's
leadership style, teamwork and project success. International journal of project
management. 29(3. pp.258-267.
Youssef, M., 2013. The leadership style of Jesus. Harvest House Publishers.
Online
Douglas mcgregor - theory x y. 2016. [Online]. Available through
<http://www.businessballs.com/mcgregor.htm>. [Accessed on 9th March 2016].
10 | P a g e