Factors Affecting Successful Organizational Existence: Ethics, Virtual Teams, Gender Diversity, CSR, Leadership, Motivation, and Culture

This content discusses various factors affecting the successful existence of an organization, such as ethics, virtual teams, gender diversity, CSR activities, leadership styles, motivation theories, and organizational culture. The content includes case studies and research on these topics and their impact on employee performance and productivity.

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Executive summary
From the provided 12 articles, nine articles related to factors affecting the successful
existence of an organisation are taken into consideration. After reading all, the nine topics
and their case studies such as ethics related to existence of organisation, effect of virtual
teams on linguistics, gender diversity, CSR activities related to changes in employee
working, impact of transformational and transactional leadership on banking employees,
various theories related to motivation to enhance job performance of employees.

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Contents
Executive summary...............................................................................................................................1
Introduction...........................................................................................................................................3
Discussion.............................................................................................................................................3
Women matters..................................................................................................................................3
Organisation behaviour......................................................................................................................4
Management before and after............................................................................................................5
Employee motivation and performance.............................................................................................5
CSR activities....................................................................................................................................6
Organisation culture..........................................................................................................................7
Transformational and transactional leadership style..........................................................................8
Ethics.................................................................................................................................................9
Virtual teams.....................................................................................................................................9
Conclusion...........................................................................................................................................10
Reference.............................................................................................................................................11

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Introduction
Introduction of effect of organisational behaviour, organisational culture, virtual teams,
transformational and transactional leadership, ethics, CSR activities, management now and
before, Women matters. The research report evaluates the impact of transformational
leadership and transactional leadership on the employee motivation and performance in
Pakistan banking. The cross-sectional survey related to virtual teams of MNCs such as
Australian financial institution “Moneylink” is discussed.
Discussion
Women matters
Women have complex nature. They see things from many different angles and do not follow
straight-line route. In order to personalise the profession, women try to make connections.
Business can be successful if it has good connectivity with the customers. A woman helps to
create connectivity through maintaining long-lasting relationships. Women are good listeners.
Four practices to achieve gender diversity-
Creating transparency by diversifying key performance indicators- Checking gender diversity
is the initial step to achieve changes. The indicators are-
 The female proportion in the company`s business at each management level, among
new recruiters, pay levels monitor how organisation prioritise gender diversity.
 Implementing measures to balance work-life
 Flexible working hours- remote working, part-time work, or work from home is not
only women policy. Gender diversity is general development part of company`s
business model. It helps to acquire ability to adapt cultural changes.
 Career flexibility- proper breaks such as maternity leave. Women need to take career
breaks. To retain work integration, company manage to properly revise and
reintegrate work into women`s life suffering due to maternity leave.

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Pricewatercoopers notices that gender equality and diversity make crucial progress in those
departments where the directors get involved in enhancing and understanding gender
diversity.
Organisation behaviour
The primary influences on organisation and management have been derived from the recent
events. One way of defining organisational behaviour is to focus on behaviour. OB is the
union of people, group, and organisational studies flow from industrial to organisational
sociology and psychology (Nica, Elvira, and Potcovaru, 2014).
Big-B emphases on behaviour related to organisation, it can not satisfy core competence test.
The competencies can be satisfied only by identifying whether the researchers have exclusive
insights in behaviour related topics such as psychology, political science, psychology, and
economics (Uhrig, and Noah, 2015). Contextualised-B emphasises on behaviour that happens
in organisational context. Emphasise of Big-O is to organise the central task. This is
advantageous to eliminate unnecessary behaviour and focus on consequence of organising.
Another definition of organisational behaviour is in the context of organisation rather than
behaviour.
OB is an area and field of study, which relates to anthropology, psychology, political science,
and sociology. Organisational behaviour tries to understand, predict, explain, and change
individual`s behaviour as it occur in the context of organisation. For example- simple
laboratory studies strain, self-efficacy, escalations which are not the central OB topics.

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Management before and after
There are various examples from the past that demonstrate the use of scientific principles of
management. First, Adam smith argued that organisation would always get advantage by
following division of labour in which the jobs are broken into small and repetitive job. Adam
smith said that division of labour increases the productivity by focusing on worker skills. Job
specialisation is attained and became popular when in a hospital surgery team; restaurant
workers prepare meals for the patients.
The industrial Revolution had major influence on management. During the revolution
majority of labour was replaced by the machine power. Due to the revolution, levels of
management came into existence. Skilled manager or supervisors were needed to operate new
technical machines, forecast the demand, and ensure the machines are operated safely.
Planning, organising, staffing, coordinating, and controlling give the theory to develop goals
and procedure to achieve them.
Various approaches to management such as classical approach, quantitative approach,
organisational behaviour approach, and contemporary approaches. Current concepts of
management and practises shape several issues and trends related to dramatic changes that
influences the way organisations are managed. By the time, management influences
globalisation issues and introduce new trends such as customer service management,
sustainability, and innovation.
Employee motivation and performance
The trending business strategy necessitates a pace of change and continuous innovation on
the part of all the level of managers. Manager should bring a strong impetus by convincing
workers to innovate and change. The manager should update changes on the workplace,
introducing new-technologies, new products and services. Various theories such as Maslow`s
hierarchy of needs, Adam`s equity theory, Alderfer`s ERG theory. According to Maslow`s

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hierarchy of needs, employees are interested in fulfilling external and internal necessities.
Internal necessities involve physiological needs, safety & security needs, a sense of
satisfaction and acceptance at the workplace. External necessities are fulfilled by attaining
recognition among others such as social and proficient standing, appreciation. Comparative
satisfaction of a particular need overwhelms and achieves subsequent growth in which
influences growth motivation, satisfaction of self-actualisation generates a sense of growth
within the self (Tudor and Thomas, 2011).
Adam`s equity theory states that Adam holds the equity of a person to be honest and neutral
while dealing with another person (Schniederjans, Dara, Schniederjans, and Levy, 2012).
Inequity among employees can help them to diminish the work by stressing a person
regarding clearing up the inequity. Mainly there are four types of inequity-
 The situation occurs when inequity pressurises a person to cause stress.
 When the tension resembles to dimension of inequity.
 Inequity forces an employee to diminish and develop honest traits.
 When the intensity of inspiration and motivation create adequate equity practises
corresponding to perceived inequity (Hofmans, and Joeri 2012).
CSR activities
Many MNCs such as Body shop, Microsoft, and Starbucks establishes a well-planned code of
conduct. MNCs strive to achieve social missions so that business can perform business
ethically, raising funds, and donations, enhance public attention on specific issues, and also
increase employee`s job satisfaction. CSR assists to boost company`s reputation and enhance
brand awareness (Sharma, & Mehta, 2012). Some MNCs are good corporation citizens,
which focuses on reducing operating costs. MNCs become more recognisable in performing
CSR activities. This helps to reduce advertisement cost. The CSR activities of the company

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are measured by triple bottom line that consists of three areas such as social, financial and
environmental (Quak, Heilbron, and van, 2012).
ASC (Aspen skiing company) is a good example that proves that the company is
demonstrating ethical behaviour to the people around. ASC kept participating to reduce
Greenpeace and Natural resources defense council against Kimberly Clark tissue products.
This institution was a supplier to ASC. The case studies conduct corporate responsibility
regarding Microsoft and Apple. These organisations are one of the America`s top three
important corporate ranking based on publicly available information. They rank companies
according to reputation institute`s CSR, since 2012 Microsoft was appreciated in marketing
week. Microsoft contributed $900 million in cash and various softwares to non-profit
organisations. It also tried to reduce carbon emissions by nearly 30% and made biggest
investment for overall employee compensation.
Organisation culture
Every organisation works in an open system, which are influenced by external environment.
The socialisation process varies from organisation to organisation such as group v/s
individual, formal v/s informal, serial v/s random, fixed v/s variable and tournament v/s
contest. The two case examples can provide cultural description. The “action company” who
is operating in high-technology concerns managed by founder but the operations are not very
well managed. Low turnover and intense history would expect that improving organisational
culture and functional subculture would improve the implementation and validity of idea (Tu,
2014). Analysing the culture will permit to focus on stress and strain that grow due to change
and culture evolution.
Another case study of Multi Company, a century old multinational chemical company finds a
level of formality in terms of privacy, a proliferation of status symbols by punctuality, formal
code of conduct, addressing people by talking to them very politely.

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The action company is based on science and attained its success through research and
development activities. The commitment of any decision comes from debate, conflict.
Employees at the floor level suffer from overload working. Whereas, the multi company
works as a family where safety and assurance of membership are given importance. Both
organisations reflect large cultures within the environment where they exist in Europe and
America.
Transformational and transactional leadership style
The effective leadership styles improves organisation`s productivity. Different leaders have
different approaches that closely affect organisational performance. Transformational
leadership is a way through which subordinates appreciate their leaders. This style boosts
employee`s motivational level that results to organisational productivity. A transformational
leader provides vision, mission, and awareness of competition in the industry or any other
organisation that creates high level of ability and knowledge. Without following a proper
style of leadership, it is not possible to improve productivity (Reputation Institute, 2013).
The given articles analyse the relationship between transformational and the transactional
leadership for motivating the bank employees in Pakistan. By analysing the study,
transactional leadership had a major effect on motivating the banking employees in Pakistan
than transformational leadership. It can concluded that there is a noteworthy relationship
amongst motivation and transformational leadership. The given article reveals that
transactional leadership has better impact on employees of the banking sector as compared to
transformational leadership. Transactional leadership style motivates to enhance the
organisational productivity.
Servant leadership is an old concept. As the name itself suggests that servant leadership is the
concept where a person meets the needs of the other by sacrificing themselves for other`s
ideas. The term was introduced to clarify that leader`s prime role is to serve people,

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especially employees. The highest sort of ruler is the one who influence the people and barely
aware them of his presence and existence. It is relevant to relate servant leadership to the
definition of inverted pyramid organisation where the top management reports to the floor
level. Although, the modern definition of servant leadership defines that a servant leader is
servant first, it comes with the liability to serve the employees. Then after a conscious choice
conveys to aspire and inspire the leader to lead (Dierendonck et al., 2014).
Ethics
Organisations look to lower the cost by producing competitive quantity of goods and
services. Business faces from dynamic economic environment that might offer reduced
employee working hours, redundancy packages. For example- car manufacturers manufacture
large petrol consuming cars as per the wants of the customers and they are ready to pay high.
Managerial decisions are affected by the various social obligations and responsibility to be
attained during consideration of manufacturing (Trevino and Nelson, 2016).
There are two different views that dominate thinking. One is purely economic- classical view
and other is a socioeconomic view. Classical view focuses only on social obligation where
the management responsibility is related to maximisation of profits. This view argued that
main responsibility of managers is to focus on maximising the shareholder`s interest. The
another socioeconomic view is the management`s social obligation to move and look beyond
making profits and contribute larger part profit for society`s welfare.
Virtual teams
Organisations (MNCs) which suffer from communication challenges conduct virtual team
meetings. Sometimes, businesses regret using virtual teamwork because they reduce
efficiency as compared to co-located teams. For the background study of case study, the
study continues on Moneylink (a financial institution in Australia) (Charlier, Stewart, Greco,
and Reeves, 2016).

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Factors such as technology, communication, management skills, leadership, trust, project
complexity, cultural factors, and correlation between co-located work teams and the virtual
team determine the nature of problem. Linguistic resources help to work effectively and
transfer knowledge (Hoch, and Kozlowski, 2014).
The term ‘boundary span’ is used as language. This ‘boundary span’ is used mainly for four
functions such as exchanging, facilitating, linking, and intervening. Virtual world connects
one site to another site in a virtual and global work. The study on virtual team attempts to
focus on current gap by checking the relationship between social activities from VTMs data
collected from Australian MNC with the collaboration Asia. By going through the articles, it
has been noticed that virtual teams communication is dominated by minority speakers and
lack collaboration (Wadsworth, and Blanchard, 2015).
Conclusion
From the above report, it can be seen that the successful existence of corporation depends on
its organisational culture, organisational behaviour, the case study of Action Company and
Multi Company reveals that how organisational culture can either spoil or uplift the
company`s image and profit. Gender diversity has become important part of top-level
managers’ discussion. Organisational behaviour can be defined through different approaches
one can be only interesting behaviour and another can be relating to organisation.

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