Organisation behaviour Assignment :CAPCO and Argo SE
Added on 2019-12-04
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ORGANISATION AND BEHAVIOR
Table of ContentsINTRODUCTION......................................................................................................................1TASK 1......................................................................................................................................11.1 Compare and contrast different organisational structure and culture of CAPCO andArgo SE..................................................................................................................................11.2 How the relationship between CAPCO’s structure and culture can impact on theperformance of the business...................................................................................................31.3 The factors which influence individual behaviour at work..............................................4TASK 2......................................................................................................................................52.1 Compare the effectiveness of different leadership styles in different organisations.......52.2 Explain how organisational theory underpins the practice of management....................72.3 Evaluate the different approaches to management used by different organisations........7TASK 3......................................................................................................................................83.1 The impact that different leadership styles may have on motivation in organisations inperiods of change...................................................................................................................83.2 Compare the application of different motivational theories within the work place.........93.3 Usefulness of a motivation theory for managers............................................................10TASK 4....................................................................................................................................114.1 Nature of groups and group behaviour within organisations.........................................114.2 Factors that may promote or inhibit the development of effective teamwork inorganisations........................................................................................................................124.3 The impact of technology on team functioning within a given organisation.................13CONCLUSION........................................................................................................................14REFERENCES.........................................................................................................................15
INTRODUCTIONThe organisation behaviour is defined as the manner and way how people interact withone another at the workplace. The study of organisation behaviour refers to the analysis ofknowledge and attitude of individual who work together in an organisation. It also determinebelief and value of different people on the culture of company. There are different structuresfollowed in different company on the basis of which a particular culture is set by thecompany which is to be adopted by the employees working in the company. In this reportdifferent structure and culture which influences and affect the performance of CAPCO andArgo SE is explained. Further, various elements are analysed which have effects on thebehaviour and nature of individual working in a group followed by effectiveness of differentleadership style followed in both the companies. Besides this, the report shows that how theorganisational theories have impact on the performance of management. TASK 11.1 Compare and contrast different organisational structure and culture of CAPCO and ArgoSEOrganisational structure refers to how different activities are directed in order to achieveorganisational goals such as job allocation, coordination, administration etc. It aims atrecruiting the right person and type of structure to be followed depends upon the objectives ofbusiness. The critical types of structure in business are:Hierarchical structure in an organisation- The power of authority lies at the top levelof management and the operations are organised in line vertically. In the same mannerthe power is delegated from high to low downwards. The communication process inthe company becomes slower as it passes through different layers (Akers, 2016).Horizontal organisation structure – In this structure layers are less but the people aremore in each layer. Communication process is easy among different groups of peopleat same layer. Such structure in a company is beneficial with motivated and skilledemployees. There are several departments horizontally which operates at individuallevel (Schein, 2010). Divisional structure - This structure is present in the company that operates differentlyon functional basis. Different divisions are formed by the company on the basis of1
function, operation and geographical location etc. No any division interfere with eachother. Matrix structure – This type of structure is followed in a company which operates onprojects and assignments basis. In this company forms a team of employees withdifferent profession such as HR, marketing, production etc. These employees alltogether work for accomplishment of organisational goals (Zheng, Yang, andMcLean, 2010). A rigid big hierarchical structure will not be suitable for a company like CAPCObecause it is team driven with a highly motivated and enthusiastic workforce. These highlyskilled employees are eligible to take their own decision at the workplace. They are notrequired to follow strict instructions from their supervisors instead they have a right to put upquestions, give feedback, and suggest solutions (Arveson, 2014).High flexibility, creativity, and risk taking element is raised by structure and culture ofCAPCO. Their employees have long term vision and objectives. Employees of CAPCO areable to adopt changing environment while accepting challenges of financial service industry.Moreover, Organisational culture is a shared value, beliefs, and principles of anycompany. The culture of an organisation chooses the manner in which all the personnelpresent in the company interact with each other and with the outsiders (Alvesson, 2012).There are four types of culture as stated by Charles Handy. These are:-Power – If a company follows this culture, only a particular person takes all the decision andthat person have the authority to direct their subordinates and takes the accountability in hishands. Role – In this form of culture, particular job or role is assigned to every single person in theentire workforce for which he is answerable to their managers. Everybody in the organisationwith role culture have some delegated power and responsibility (Cherry, 2015). Task – In an organisation with task culture different teams and groups are formed forparticular project or assignment. The group so formed performs their job as a company inindividual. Person – In this type of culture, employees are allowed to take part in decision making andtheir suggestions are welcomed. They are not isolated and take active part in the activities ofcompany to obtain organisational goals (Lok, and Crawford, 2004).2
Comparison between the structure and culture of CAPCO and Agro SE CAPCO StructureA simple non-hierarchicalstructure is followed in thiscompany and skilled as wellas enthusiastic workers areemployed that can accept thechallenges and risk taking toserve their customersCultureIn CAPCO, person culture isfollowed where all entireworkforce enjoy opennessand individuality as therights and responsibility lieswith everybody. ARGO SEIn Argo SE a matrixstructure is followed withsome presence of bothdivisional as well asfunctional structure. For aninstance, a team manager isauthorised to take requireddecision for the effectiveoperations of a team butmeanwhile they are alsorequired to report to generalmanagers. Role culture is followed inthis company as differenttask is assigned to everydistinct person working inthe company to complete thegiven project on time. 1.2 How the relationship between CAPCO’s structure and culture can impact on theperformance of the businessStructure and culture of an organisation derives their value from each other and as aresult they are highly dependent on each other. In order to form behavioural pattern foremployees to follow like belief, attitude, trust, etc. organisational structure is an importantlink which shows the organisational culture to insiders and outsiders. The corporate culturedepicts the structure of an organisation. For instance, if a company is following verticalstructure it will be most likely to have hierarchical model with role culture in an organisation(Davoren, 2016). The structure and culture of an organisation is set simultaneously whichhelps in increasing the productivity and company as a whole grows speedily. It isrecommended that company should have wide structure because in that company employees3
will apply for job more. This is because in company with such structure, employees are moreallowed to work freely and grow their personality personally as well as professionally. As aresult, the productivity of both the company as well as individual grows tremendously. Also,the ability to take decision increases of an individual by working in such company (Henri,2006).CAPCO follows flat and non-hierarchical structure where employees put forward theirviewpoints and suggestions to the superiors. The suggestions received by the management isprocessed and then they are taken under operations. Such adoption of employee’s suggestionsmotivates them to more involve themselves in the activities of the company. Flat structuresgives employees rights as well as responsibility to take the accountability. This also allowsthem the power of coaching (Robbins, 2001).On the contrary, Argo Se follows matrix structure, where leaders change theirleadership style according to the change in situation. This means sometimes they adoptdemocratic style of leadership while sometimes autocratic. So it completely depends upon thesituation to situation. Workers are free to work as per their skills and ability under democraticstyle of leadership. Whereas, if company follows autocratic leadership style then in such acase managers assign a fixed schedule and format of work which employees have to follow atthe workplace (Ostroff, Kinicki and Tamkins, 2003). 1.3 The factors which influence individual behaviour at work. The behaviour of an individual is affected by the various following factors at the workplace:Leadership – There are two forms of leadership styles one is democratic and the other isautocratic. In democratic style of leadership employees are allowed to give their opinionsand get involved in the decision making. While under autocratic style of leadershipemployees have to follow rigid format of work assigned from their managers. Also, theyare not allowed to take part in the decision making process. They just have to follow thedecisions taken by their supervisors. The result is that the employees feel morecomfortable and enthusiastic under the democratic leadership because of the freedom andmotivation provided under that leadership (Ismail Al-Alawi, Yousif Al-Marzooqi andFraidoon Mohammed, 2007). Job satisfaction level – When the employees are satisfied they are more connected andloyal towards the company’s operation. They work with their full efforts to obtainorganisational goals and objectives. When the company fulfil their needs and demands in4
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