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Report Of Charted Management Institute - Organizational Behavior

   

Added on  2020-02-05

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OrganizationBehavior
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TABLE OF CONTENTSIntroduction......................................................................................................................................3TASK 1............................................................................................................................................31.1 & 1.2 Relationship between organization structure and culture............................................31.3 Leadership styles and their impact on employee behavior....................................................41.3 Impact of other factors on individual behavior......................................................................52.2 Impact of organizational theory on working practices..........................................................5TASK 2 ...........................................................................................................................................6TASK 3............................................................................................................................................64.1 Mechanism for developing team work..................................................................................6CONCLUSION ...............................................................................................................................8References........................................................................................................................................92
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INTRODUCTIONOrganization behavior is a process of studying the effect of teams, individuals andstructures on the behavior of employees within organization. Further, it helps in studying theperformance of group and individuals within a business enterprise. In the present report, variousaspects of organizational behavior have been studied. To facilitate the study, chartedmanagement institute has been selected (Glanz, Rimer and Viswanath, 2008). It is ConsultancyCompany of UK that is providing services to 90000 individuals and 450 business members. Themain objective of CMI is to promote leadership and management excellence. The reporthighlights different approaches of management and leadership. Thereafter, implications ofmotivational theories and relationship between organization structure and culture have beenexplained. TASK 11.1 & 1.2 Relationship between organization structure and cultureOrganization structure defines the hierarchy within organization which further helps indefining distribution of work, coordination and management of work that help in attaining theorganizational goals. Thereafter, organization culture refers to shared values, beliefs andperception which regulate the behavior of people within firm. Therefore, organization structureand culture are interdependent on each other. For instance, if an organization structure ofcompany is purely hierarchical and decision taking power is concentrated at the top level thanculture of company will show lack of freedom at lower levels. Likewise, if organization structureis decentralized and if decision making power is shared at all levels then culture will reflect thefreedom and independence at all levels (Jianhua, Yue and Xianwen, 2009). Further, in CMI, the organization structure is decentralized. However, the major strategicdecisions are taken by the top level executives only. By adopting the divisional structure, entirework is assigned to employees as well as freedom is provided to them so that work andorganizational structure will be closely related to each other. Further, there are differentdepartments that are working in CMI such as, recruitment, marketing department, finance etc.Thereafter, strong culture prevails in company and employees are allowed to share their ideas,experiences and opinions. Therefore, role culture prevails within CMI which means that the3
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entire organization is divided into various functions and each individual within a function isassigned with a specific role. Relatively, there is another organization, Boston Consulting groupof UK that provides consulting services. The organization structure of BCG is autocraticstructure where decision making power is centralized. Thereafter, BCG is working under thepower culture which states the dominance of top level executives and centralization of decisionmaking power. Further, the structure and culture have strong influence on the performance of bothorganizations. In CMI, there is divisional organizational structure therefore, the employees arewell aware of their roles and responsibilities. Further, departments are interlinked with eachother. Thereafter, it also leads to proper coordination and cooperation among differentdepartments. In addition to this aspect, the divisional structure results into proper communicationamong various employees at different levels. This facilitates a strong interpersonal relationshipand healthy work environment (Organization structure and culture, 2015). Thereafter, the roleculture provides benefit in specialization as individual performs specific function and assists inincreasing the productivity of CMI. Hence, the combination of structure and culture oforganization help in motivating the employees of CMI to achieve business goals. On thecontrary, in BCG, there is line organization structure and decision making power is centralized.Therefore, there is lack of motivation among employees as they play no role in decision makingprocess of company. However, it enables the fast decision making but overloads the mainperson. Further, the power culture within BCG results in lack of confusion and conflicts amongmembers during emergency. 1.3 Leadership styles and their impact on employee behaviorThe leadership style plays an important role in guiding the behavior of individuals withinorganization and in getting work done from them. In CMI, there is participative leadership stylewhich means that organizational members participate in decision making process oforganization. This also enhances the creative thinking ability of employees. Further, it facilitateschanges within organization as members in participative leadership style easily accept thechanges (Leadership theories and style, 2009). Further, in BCG, there is autocratic leadershipstyle where all the major decisions are taken by the manager solely without taking input of other4
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