Leadership, Motivation, Teamwork: An Organisational Analysis Report

This report delves into the impact of various leadership styles, including democratic, autocratic, laissez-faire, and paternalistic, on employee motivation, especially during periods of organizational change. It compares the application of different motivational theories such as Maslow's hierarchy of needs, Herzberg's two-factor theory, McGregor's Theory X and Y, and Vroom's expectancy theory within the workplace, evaluating their usefulness for managers. The report further explores the nature of groups and group behavior in organizations, discussing factors that promote or hinder effective teamwork and assessing the impact of technology on team functioning. It emphasizes the importance of understanding individual needs, creating a supportive work environment, and aligning leadership approaches with organizational goals to enhance employee performance and achieve desired outcomes.

Introduction...........................................................................................................................................2
3.1 Discuss the impact that different leadership styles may have on motivation in organisations in
periods of change..................................................................................................................................2
3.2 Compare the application of different motivational theories within the workplace.........................2
3.3 Evaluate the usefulness of a motivation theory for managers........................................................2
4.1 Explain the nature of groups and group Behaviour within organizations........................................2
4.2 Discuss factors that may promote or inhibit the development of effective teamwork in...............2
organisations.........................................................................................................................................2
4.3 Evaluate the impact of technology on team functioning within a given organisation.....................2
Reference list.........................................................................................................................................2

3.1 Discuss the impact that different leadership styles may have on
motivation in organisations in periods of change
The leadership is the ability to influence a group toward the achievement
of a vison or a set of goals.
The different leadership styles are democratic, laissez faire,
paternalistic and authoritarian (autocratic).
Democratic leadership: Leaders make final decision but they consult
the team members in the decision- making process. Thus making the
team feel valued and highly motivated as they work towards a common
goal.
Autocratic leadership: Leaders make decisions without consulting their
team members, even if their input would be useful, This can leave people
either feeling undervalued and de motivated in situations where they are
already not in control IE periods of change in structure of the company or
that re assured someone has made an informed choice for their best
interests, you would need to have built a strong trusting bond to use a
complete persuasive style of management successfully and will need to

have proven yourself to your team as this style can lead to high levels of
absenteeism and staff turnover.
Laissez-faire leadership, otherwise called delegative administration, is
a sort of authority style in which pioneers are hands-off and permit bunch
individuals to settle on the choices. Analysts have found this is for the
most part the administration style that prompts the least efficiency among
gathering individuals.
Paternalistic leadership is an administrative methodology that includes
an overwhelming power figure who goes about as a patriarch or matron
and regards representatives and accomplices just as they are individuals
from a vast, more distant family. In return, the pioneer expects reliability
and trust from representatives, and additionally dutifulness.
3.2 Compare the application of different motivational
theories within the workplace
Motivation could be explained as a drive to satisfy needs, wants, demands and similar other forces
which tends to drive individuals to perform and achieve an organisation’s goal or a desired outcome.
Motivational theories are as below:
1. Abraham Maslow’s Theory
Using’s Maslow’s theory in the workplace, the manager must be aware of the stages and needs of
all of their team, fairly recent members will be the lower stages, where the main concerns will be
wages and stability IE: the risk of failing probation being passed. Using this theory the main concern
in where you work is being able the remuneration to provide for their needs and a stable job. If the
needs are not meet they will make choices based on fulfilling the needs, i.e. searching for higher
paid job, all employees within this theory will revert back to this basic need when there is a
perceived threat, for example a high percent of a group of employees placed under threat of
redundancy will generally immediately start looking for jobs even if the threat to themselves is small,
this is where the manager needs to understand individual requirements of staff to make them feel
secure and motivated within the transitional period.
All employees’ whether extrovert or introvert has the basic need to feel as they belong at the
organization, the employee will be more motivated to work at their peak if they feel they gain
socially and financially from the company. The manager should create a workplace where company
interaction is encouraged but not to the detriment of the productiveness of his team. He should also
make the team feel they are kept up to date with changes within the organization, this is particularly
important during periods of business unrest and re organization. An employee with the above basic
needs met will progress on the Maslow chart.

The Maslow chart style manager is about making the employee feel financially valued at work to
allow the progress to the top of the chart.
2. Fredick Herzberg Theory
The Fredick Herzberg theory is based on the financial rewards of work not being the sole and main
purpose.
A manager using this theory will usually work in a medium sized company where the higher financial
gains cannot be matched of the large international company’s and so will rely on the employees
feeling content at work, socially and within their role, they can use the theory in practice by making
sure training or advancement at work is an option, even employees who do not wish to progress up
the career ladder will need stimulation of the role and this may be by changes or new implications
and having a say in the role they do, feeling valued at work does not mean you have to be paid a
large salary but are listened too and challenged.
3. Douglas McGregor’s Theory
Using theory X in a workplace as a manager would result in high staff turnover and high absences,
the manager would place large amount of stress on employees and would fully focused on results
only. Unable to take responsibility for any failure that happens under his leadership he would place
the blame on staff. The team would either also need to be financially dependent on the job or strong
willed career goaled individuals to allow the manager to continue with his x theory behaviour
without leaving .There would be very little or no social interaction between the manager and team,

this may create a bond between the team as they focus negative team feeling against the manager
and club together in a one vs All mind-set.
A manager using McGregor’s Y theory in the workplace is more trusting of the staff, believing they
can self-discipline and have self-control and that they posse the actual desire to work, they would be
social and create a feeling of friendship between himself and the team and thus making the
employee motivated at work and likely to be working at the peak of their performance as they
would feel loyalty to an Y style manager far more than the aggressive X manager.
.
4. Victor Vroom’s Theory
Vroom suggests that an employee's beliefs about Expectancy, Instrumentality, and Valence interact
psychologically to create a motivational force such that the employee acts in ways that bring
pleasure and avoid pain
Victor Vroom’s Theory
Expect that conduct results from cognizant decisions among options whose reason it is to expand joy
and minimize torment. Together with Edward Lawler and Lyman Porter, Victor Vroom proposed that
the relationship between individuals' conduct at work and their objectives was not as basic as was
initially envisioned by different researchers. Vroom understood that a representative's execution
depends on people variables, for example, identity, aptitudes, learning, background and capacities.
The hypothesis recommends that despite the fact that people may have distinctive arrangements of
objectives, they can be roused in the event that they trust that:
There is a positive connection amongst endeavours and execution,
Ideal execution will bring about an alluring prize,
The reward will fulfil an essential need,
The longing to fulfil the need is sufficiently solid to endeavour beneficial.
The hypothesis is based upon the accompanying convictions:
Valence
Valence alludes to the passionate introductions individuals hold as for results [rewards]. The
profundity of the need of a representative for outward [money, advancement, time-off, benefits] or
inborn [satisfaction] rewards). Administration must find what representatives esteem.
Anticipation

Representatives have diverse desires and levels of certainty about what they are fit for doing.
Administration must find what assets, preparing, or supervision representatives need.
Instrumentality
The view of workers in the matter of whether they will really get what they want regardless of the
fact that it has been guaranteed by a director. Administration must guarantee that guarantees of
prizes are satisfied and that representatives know about that.
Vroom proposes that a worker's convictions about Expectancy, Instrumentality, and Valence connect
mentally to make a motivational compel such that the representative demonstrations in ways that
bring joy and maintain a strategic distance from torment.
3.3 Evaluate the usefulness of a motivation theory for
managers
A motivational theory is a very useful management tool, all theories allow the manager to drive the
team towards the common goal and accomplish the objectives and targets set out.
This allows the manager to set working guidelines and rules that and unchanging management style
will produce the feeling within the team of consistency which itself produces the feeling of stability
which is one of the key basic needs employees require.
Within each of the motivation theory’s there is guidance for managers on how to motivate the team
they manage. This allows mangers to look beyond the one size fits all management style and
individually process the needs of their team.
The whole idea behind a Motivation theory is to encourage the desire in people to work, whether
solely in teams to create the desired results for the organization, the ability to motivate the team to
perform tasks in the desired levels is the most important skill of management. The management
need to set examples, encourage and reward either financially or with contentment at work IE
positive feedback and acknowledgement, challenging the team and training when required are all
motivational and will give the desire of the team to produce the desired finished product.
4.1 Explain the nature of groups and group Behavior within
organizations
In simpler terms groups can be defined as the process in which two or more person integrates with
other in order to attain some common goals and objectives. However, the dynamics within groups
are complex and is determined on the interactions between members of the groups, the dynamics of
the group has numerous factors that based- influenced by the social interaction between members
both in and out the work place, personality’s and the ability of the group members to self-manage.

For certain tasks you would be required to create groups containing certain dynamic’s within. The
group members will immediately become dependent on each other as their performance is not
individually assessed, there is a great need to interact with each other to achieve the common goal.
There are three stages of interaction between members. The first lays emphasis on how smooth flow
of activities can be carried out within a group. However second one is in regards to group dynamics
including team building, managing the group from within and role play. The third is the structure of
groups internally and the overall performance along with the effect of groups on individuals within
and the organization. Are organization made, which each member given tasks to complete an
organizational goal, Departments within organization’s can be looked upon as a formal group.
Informal groups are more naturally forming groups coming from the staff, this are usually formed by
friendships, interests or the need for support, these types of groups are friendly and flexible, they
would be natural trust within these types of groups and they all would be aiming for the same goal,
reward or achievement. Formal groups are developed by management of a business enterprise with
an objective to attain specific goals. It can be stated that in groups which are formal in nature people
are required to follow proper chain of command and each of them are well clear with their job roles
and responsibilities. Charge and task can be termed as example of formal groups. Groups all go
through stages in devolvement and behavior The very first and critical is forming the group, this is
where the behavior of the group is decided and all members adjust their behavior to fit into to the
group. Storming, this where the structure of the group is formed and the leader for the group will
emerge Norming: This is where bonds within the group are made and the aim of the common goal is
clearer. Performing: here, members of the group perform to achieve the goals set aboutn stage of
norming. Adjourning: it can be defined as the final stage where the objective has been achieved, this
can lead to mixed feeling when a temporary group ends, and there will be members who are
unhappy the group has ended feeling as a friendship has ended and others who will enjoy the
moment when the goal has been achieved. The further the group go through the stages the better
the bond and effectiveness of the group become. It can be expressed that there are several kinds of
internal and external factors which affect the entire performance of a team. However, it can be
argued that the effective coordination, communication and dedication are the key factors which
directly results in making a team successful and accomplish its aim. Such kind of characteristics
among people in the group also helps in getting advantage over other market players.
There are various internal and external variables on the basis of which groups can be differentiated
into successful and unsuccessful. The factors such as strength, high levels of vitality and intensity are
the factors that can make a group strong. However, these factors can also play a major role in
making a group weaker. This is because these are the features that are required to be present in a
deals group and advantage games but not in a medical care taker or a specialist. But there are also
certain components which are common to all the types of groups.
Different people together form a group. Therefore, the conduct of a group is determined by the
conduct of individuals within it. The behaviour of an individual in a group is influenced by the
behaviour of other individuals. Moreover, the group itself controls the nature of support that is
obtained by group members from their connection with each other. This is because the way in which
individuals in a gathering behave is not similar to their behaviour outside the group.

4.2 Discussion of factors responsible for promoting or
inhibiting teamwork
High performance level and satisfaction of members are achieved by a team when it has the factors
that lead to development of effective teamwork. These are conflict resolution, efficient leadership,
effective communication and diversity. Leadership is an important part of teamwork. The leader will
need to motivate and focus on the aim of the team and share the focus and not solely on their own
personal aims. They must support all members and communicate effectively making all members
feel valued
Communication is therefore an important value within a team, it allows members the expression of
plans, share idea and see others point of view.
In the situation when there is disagreement between the parties, it is responsibility of the leader to
communicate and discuss with them. He should work to remove issues between the members.
Factors that promote teamwork
 Leadership- effective leadership promotes team work. When the motivational aspects are
taken care of, it provides benefits to all the groups. Joint efforts can be fostered by
encouraging the team members to communicate with each other and by organizing their
work.
 Group norms- Group norms Implicit and regularly unwritten arrangement of casual
standards that represent singular practices in a gathering. Bunch standards shift taking into
account the gathering and issues vital to the gathering. Without gathering standards, people
would have no comprehension of the proper behaviour in social circumstances.
 Conformity and deviance- Conformity and deviance are two reactions to genuine or
envisioned weights from others. Congruity implies coming one's associates—people of a
man's own status. An enlisted person entering military administration will regularly comply
with the propensities and dialect of different volunteers.
 Communication mechanism- clear and open communication makes the team work powerful.
There should be agreement between the team members on various courses of events,
targets and obligations. Successful correspondence is a factor that encourages this
attachment.
 Role identity- Role identity is characterized as the part (or character) individuals play when
holding particular social positions in gatherings. It is social, since individuals interface with
each other by means of their own part characters.
The factors that inhibit the development is
 Lack of trust- this is basically what goes ahead in the work environment consistently. In the
event that trust-building is not managed, you can't boost the execution of your association.
"Trust" begins with the reason that one's associates' aims are great, and that there is no
motivation to be watchful around gathering individuals. When trust has been broken, its
nonappearance is difficult to overcome.
 Fear of conflict- It has been said that every extraordinary relationship that last after some
time, require productive clash keeping in mind the end goal to develop. Ideological clash is
restricted to concepts and thoughts and maintains a strategic distance from actually
engaged and mean-spirited attacks. Groups that participate in profitable clash realize that
the purpose is to create the best results in the briefest timeframe. Sound conflicts really a

period saver. On the off chance that contention is maintained a strategic distance from, the
same issues need to be addressed over and over.
 Lack of commitment- when there is unfiltered struggle in a group, they are able to
accomplish their targets effectively. This is not the situation when a p[articular idea is
opposed by the individuals in a group.; this is because it is guaranteed that all assessments
and thoughts are put on the table and considered, offering certainty to colleagues that no
stone has been left unturned.
 Avoidance- Without duty and clarity, it's incomprehensible for colleagues to consider each
other actually responsible for their conduct, as per Gibson. This is the place peer weight
becomes an integral factor. On the off chance that a colleague neglects to take part in the
process - maintains a strategic distance from strife and feigns exacerbation rather -
colleagues need to feel good to get down on the individual about his conduct.
 In attention to results- In attention to results is a definitive brokenness of a group and
alludes to the propensity of colleagues to think about an option that is other than the
aggregate objective/mission of the gathering. An unwavering spotlight on particular
destinations and unmistakably characterized results is a prerequisite for any group that
judges itself on execution.
4.3 Evaluate the impact of technology on team functioning
within a given organisation
The working of a group can be enhanced as well as disturbed due to utilization of new advances.
With the innovations, it necessary for a group to keep up their pace and be knowledgeable about the
end goal that they have to achieve successfully. There are various technological innovations that
have led to enhancement of capacities of teams:
E-mail- This helps in carrying out unconventional correspondence and does not require the
colleagues to be present at the same place for communicating with each other. This does not impact
the achievement of the objectives of a team. However, there are disadvantages associated with e-
mails. These are related to managing emails and abuse associated with it.
Significant progress has been made by the mobile phones since 1980. Today, the number of mobile
phones in UK is more than the number of individuals living there. With the help of cellular phones,
colleagues are enabled to communicate and inform other team members at even those places which
are inaccessible by them at that point of time. However, it leads to dependable access of some
colleagues over the other ones, it often leads to frustration thus hampering teamwork. For example,
the advancements in BlackBerry telephones and 3G data cards enables the team members to carry
out their work and communicate even when they are at remote places. It also helps them to
communicate with customers. With the help of groupware, the members are able to work together
by organizing gatherings. Moreover, there are computers with the help of which the colleagues are
able to carry out their work and communicate with each other more efficiently. Presently, PCs are
lighter, more effective and have greater battery life. Another technological innovation is Individual
Digital Assistants (PDA). These also have the same usefulness for team members as computers have.
These also provide the advantages of extended battery life, light weight and are more convenient.
The PDA are provided with the facility of Wi-Fi and some are like telephones. There are various
aspects that portrayed the associations that are needed for managing dynamic markets. These are
outsourcing firms, specialization of work, circulated creations etc. Even though social and helpful
firms are carrying out their operations in a steadier environment, they are impacted by the models
of suppliers. In this situation, it is not an exception that open or private homes are built for elderly.
These represent modern areas and knowledge systems. They also open their virtual quality chain for
other organizations. Moreover, their non-centre administrations are outsourced by them.
Furthermore, they practice exercises which are at centre of their work such as eatery

administrations, nursing, physiotherapeutic, medicinal etc. With the help of these services, good
quality administration is offered by the habitations to the elderly people thus enhancing their
welfare.
For the achievement of the above mentioned goal, it is necessary for them to arrange a group of
units. Some of these units are considered to be a part of association such as Research and
Development, organization and so on. Execution of arrangement of creative Information and
Communication Technology is carried out so that coordination can be animated in an active
environment. In the following passages, hierarchical coordination and communication has been
explained. These also explain the ways in which communication processes are supported by ICT and
Information systems (IS). ICT and IS possess strict relationships with types of generations and
coordination procedures that were adopted previously.
Technology is seen as a way to stay competitive in many markets and may increase profits, it can
free up team members time to allow for further tasks to be taken up, given the opportunity for
training which could increase job satisfaction as members are given the opportunity to try new tasks,
which means the team stay together longer building stronger ties and bonds.
Technology can hinder or improve team functioning, the team must be kept up to date with
knowledge of the updated technology and maintain this new knowledge. E-mail has improved team
functions within an organization. Email allows the communication within the team at any given place
or time allowing the free flow of communication and information.

Reference list
http://www.businessballs.com/maslow.htm
http://www.trainanddevelop.co.uk/article/frederick-herzberg-theory-of-motivation-a78
http://businesscasestudies.co.uk/cmi/the-importance-of-effective-management/people-focused-
management.html#axzz4ED5wrigO
http://keydifferences.com/difference-between-formal-and-informal-groups.html#ixzz4ED9O29n4
http://www.hnc-business.co.uk/