Organizational Theory and Practice

Organizational
Theory and Practice

Table of Contents
INTRODUCTION...........................................................................................................................3
Task A : Henry Mintzberg’s managerial roles.......................................................................3
Task B : Steps taken by CEO for a change............................................................................4
Task C : Leadership style.......................................................................................................5
Task D : Effects of power, influence and conflicts................................................................6
Task E : Motivation strategies................................................................................................7
Task F : Example and literature..............................................................................................8
Task G : Recommendations....................................................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................11

INTRODUCTION
Organisational theory is defined as the collection of interconnected principles and meanings
that describe the action of person organisation or subgroups which are collaborate with each
other for achieving a goals and objectives. Organisational practises are considered as the
behaviour and action of the employees in the organisation and these practices are of two types
such as internal practices and external practices. In internal practices it includes the
organisational structure, work culture, recruitment and selection of the employees and many
more whereas external practices are those practices in which the organisation is interacting with
the outsiders and it includes customers, product and services offered suppliers and so on. Boohoo
is taken as the base company. Boohoo is a online fashion retailer which was established by
Mahmud Kamani and Caraol Kane in 2006 in UK.. In this report, it covers the Henry Mintzberg
managerial roles, steps taken to bring a change in organisation structure in the organisation. It
also includes the different leadership styles to enhance the organisational effectiveness as well as
the effects of power, influence and conflicts.
Task A : Henry Mintzberg’s managerial roles
Henry Mintzberg’s managerial roles was developed by Dr. Henry Mintzberg in which he
define the roles and responsibilities of a manager in an organisation (Anderson-Gough, 2018).In
this, he identifies ten roles of a manager in which these are categorized into three criteria such
as interpersonal roles, in formational roles and decisional roles. In context to the selected
organisation, the different managerial role that is played by CEO is mentioned below:
Interpersonal roles: In context to Boohoo, interpersonal roles include figurehead role,
leader role and liaison role. These roles are related to the behaviour of manager that focuses on
the interpersonal contact and it involves people such as subordinates and persons that are outside
the organisation. The figurehead has the role of performing legal and social duties where the
manager can be seen as a symbol of status and authority whereas leader is a person who is
responsible for building a relationship with the employees and helps them in encouraging and
motivating them and liaison has the responsibility of maintaining all the networks outside the
organization for gathering information (Antonsen, 2017).
Informational roles: In context to Boohoo, it includes three types of roles such as
monitor, disseminator and spokesperson. The informational roles are revolves around processing

and distributing information so that manager can function as the control centre of the
organisation. The monitoring in informational roles help the organisation in finding out the
internal and external information about the issues and situation that can affect the organisation
and it also includes accessing the operations inside the organisation, problems and opportunities
that may arise in the future. While disseminator provides information internally this is gathered
from internal and external sources (Armstrong, 2018). It helps in presenting the factual and value
based perspectives to all the employees and the organisation and the person who provide the
information about the firm to the outsider is known as spokesperson where it operates in PR and
update stakeholders about the function and activities of the firm.
Decisional roles: Decisional roles include entrepreneur, disturbance handler, resource
allocator and negotiator. The interpersonal role of the CEO of the selected organisation leads the
decisional roles in which he makes different decision and choices for the organisation. The
entrepreneur encourages CEO to motivate and supervise the team where is disturbance handler
taking certain actions when the organisation faces some difficulties. The resource allocator has a
role of allocating all the resources suggest funds human resource and many more and the
negotiator has the responsibility of specific task in which includes spokesman, figurehead and
resource allocator roles.
Task B : Steps taken by CEO for a change
Organisation structure is defined as how position, control, authority and duties are
delegated and regulated in an organisation as well as the knowledge spread through various
layers of hierarchy. There are various types of organisation structures that a company can use
such as functional organisation structure, hierarchical organisation structure, divisional
organisation structure and many more. In context to Boohoo, the CEO is recently changes their
structure to improve the efficiency. Boohoo was following hierarchal organisation structure in
which the position and responsibilities are divided into many parts that make sure that every
function and operation of the organisation can be executed effectively and efficiently (Hosking
and Anderson, 2018). Boohoo was facing problem with the poor working conditions and low pay
of the suppliers. And as per the changes, they are encouraging new layers of internal compliance
for the suppliers and removed its 64 sub-par suppliers. The organisation has utilised its fast
fashion supply network which leads in keeping the prices low of the products that assists in
increased sales and margins. It also provide group firework to acquisition to propel the growth.