Organisation Design & Management Assignment HR5053QA Summer 2021-22

This assignment comprehensively addresses key concepts in organisation design and management, covering multiple modules. It begins by defining and contrasting transformational and transactional leadership styles, providing real-world examples to illustrate their application. The assignment then delves into motivation, differentiating between intrinsic and extrinsic types, and offering workplace examples to highlight their impact. Further sections define Sustainable Development Goals (SDGs), analyzing the performance of companies in relation to these goals. The concept of outsourcing is also examined, outlining its advantages and disadvantages supported by empirical evidence. The assignment then explores Schein's model, explaining espoused values and basic underlying assumptions within an organizational culture. Finally, it evaluates the advantages and disadvantages of Kotter's 8-stage change model. The assignment is well-structured, providing clear definitions, examples, and evidence to support its arguments, demonstrating a strong understanding of organizational theory and practice.

Organisation Design
and Management

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
Workbook Section A.......................................................................................................................4
1. Transformational and transactional leadership-.......................................................................4
Workbook Section B........................................................................................................................4
Intrinsic and extrinsic motivation with real life examples-.........................................................4
Workbook Section C........................................................................................................................5
Definition of Sustainable development goals-.............................................................................5
Workbook Section D.......................................................................................................................6
Definiton of outsourcing-............................................................................................................6
Workbook Section E........................................................................................................................7
Explanation of Schein (2004) meant by ‘espoused values’ and ‘basic underlying assumptions’-
.....................................................................................................................................................7
Workbook Section F........................................................................................................................8
The advantages and disadvantages of Kotter’s (1995) 8 stage change model-...........................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Organisation design can be explained as the process of aligning the structure of the business with
its objectives which has the main aim of improving the organisations efficiency as well as
effectiveness. The design of organisation includes creating the roles, processes as well as the
structure which ensures that the goals of the organisation can be achieved. This paper will cover
the several sections discussing different topics and terms.

Workbook Section A
1. Transformational and transactional leadership-
Transformational leadership can be defined as the leadership style which is all about
bringing the new changes within the team, project as well as the overall organisation. Such type
of leader closely collaborates with the employees for identification of areas in which the
improvements are required and supports the employees to make such changes for betterment.
This type of leaders are much important for growth of organisation as this helps in encouraging,
inspiring as well as motivating the employees for performing in the ways which helps in creating
the relevant and meaningful changes. Jeff Bezos uses the transformational leadership style and
this helps him to grow the company effectively.
Transactional Leadership style is also known as the managerial leadership and this
leadership style, the execution is totally relied on the rewards as well as the punishments to
employees for achieving the effective performance of their job role. This leadership style is
highly based on the exchange and transaction which means the leaders recognised and gives
rewards to those employees who performs their job role effectively as well as give punishments
to those who do not perform according to the standards which has been set by leaders (Gemeda
and Lee, 2020). This type of the leadership style mainly focuses on the supervision, organisation
as well as the performance. This leadership style helps in promoting the compliance of the
followers by rewarding and giving them punishments when does not work according to the
standards. The transactional leaders are enable to keep the employees motivated and inspired as
this ultimately contributes to the organisational performance. For example, Bill Gates folows the
transactional leadership styles as this enables him to ahcive the goals of the organisation
effectively.
Workbook Section B
Intrinsic and extrinsic motivation with real life examples-
Intrinsic motivation can be defined as performing the activities for the satisfaction of the
employees instead if the some other consequences. When the employees are intrinsically
motivated within the organisation, this enables the individual to face the challenegs effectively.
This is considered as the internal driving factior which enables the individual or the employees to
pursue the activity not for the perosnal rewards but for the activity is highly enjoyable for them.

For example, participation in the sport as it provides the enjoyment to the individual and the
activitiy which will be poerformed by them will be for fun rather than this is done to win the
award.
Extrinsic motivation can be reffered to as the behaviour of the individusal which
influences by the external awards. These rewards can be in th form of tangible a swell as
intangibel such as money or gardes, praise, recognition and fame. This type of the motivation
mainly focuses on the outsie or the external rewards. The individual who are extrinsically
motivated will alwsysd be ready to perform the task even if its giving them any reward or not.
The extrinsic motivation is engaged in operant conditioning for example competing for the
trophy among many nymber of the competitiors, doing schoolwotk for acheivng good grades
(Ommering and et.al., 2018).
The most effective and best type of the mostivation is the extrinsic motivation as this enables the
individual to grow and be prepare for any of the task to be performed by them whether its is
providing reward or not. The extrisnic motivation when used in the organisation helps the
employees to stay motivated as well as inspired by the leaders and perform effectively to achieve
the organisational goals.
Workbook Section C
Definition of Sustainable development goals-
Sustainable development goals can be explained as the ouytline which providesx the
direction to the employees for achieving the better as well as more sustainable future for overall
organisation. This helps the company to address the global challenges which involves poverty,
inequality, climate changes as well as the environmental degradation. These goals are also
known as the Global goals as these were adopted by the United Nations in year 2015. This was
done mainly to focus on protectibg the planet from the increasing climate changes and other
global challenges.
There are 17 sustainable development goals which were integrated the major SDG’s are such as-
 No poverty
 Zero hunger
 Good heatlh and well being
 Quality education
 Gender Equality

 Clean water and sanitation
 Affordable as well as clean energy
 Decent wortk and ecnomic growth
 Reduced inequalities
 Responsible consumption and production (Moyer and Hedden, 2020)
These were basically set by the United Nations for fair and healthy living environment at
every level considering from the planetary to the local community across the world. These goals
are very important as this will provide the guidance to the overall world for effectively
addressing the global challenges faced by them. Though these goals are very broad as well as
interdependent but it was found that two years later these goals were masde very strict and came
into the actions.
The Huawei is the chinese company as this organisation is highly focuysing on the acheving the
sustainable development and they are particulalry aligned with the Sustainable Development
goals. However, it has been found by the research that many of the companies are not focusing
on the SDG’s goals.
Workbook Section D
Definiton of outsourcing-
Outsourcing can be described as the business practice which involves hiring the external
party of the company for performing the services as well as for the creation of the goods which
were previosuly performed in house by the companies. This is basically the practice which is
usually undertaken by the companies for reducing the cost but due to this, it highly affects the
large rabge of the jobs, customer support to the manufacturing and the back office of the
company. Outsourcing was previously rec ognised as the business strategy in the year 1989 as
well as was considered as the integral part of the ecnomy of the business. The main purpose of
adopting outsourcing by the companies is to reduce the labourt costs which involves salaries,
overhead, technology and equipment (Di Baldassarre and et.al., 2019). Along with this, the
outsourcing is also used by the businesses for focusing more on core elements of business.
Adopting the outsorucing practice by the companies provides them many number of the benefits
such as-

Cost benefits: The main benefit which is provided by the outsourcing is the reduction in the costs
relating to the salaries, for hiring the new candifates in the organisation and many more. As the
company can then perform the job at very low cost.
Increases efficiency: When the company outsources its business, it enables to hire the
outdsourcing partner which has the adequate experience in the business field as well as are much
expert in delivering the outsourcing projects. This helps in performing the jobs in better quality
and this leads to increase in effeciency (Khurshid, Park and Chan, 2019).
Disadvantages of outsourcing-
 The delivery of the services may fall behind the expected time.
 The confidentiality and security is at very high risk.
 Lack of the flexibility
 There is difficulty in the management of the outsourcving activities.
Workbook Section E
Explanation of Schein (2004) meant by ‘espoused values’ and ‘basic underlying assumptions’-
The Esposed values of Schein explained as the things which the organisation states about
the culture as well as the ways through which they works. These are very less visible as
compared to the behaviour and artefacts. These are considered as the stated values as well as the
rules of behaviour of the organisation. This shows how the memebers of the organisation
represents its company in the terms of the behaviour and in the terms of the shared values. The
inter personal behaviour of the employees represents the overall compoany as how they behave
outside the organisation. The espoused values are basically expressed in the terms of mission,
vision, phiosohies as well as the values of the company. The mission statement of the company is
considered its statement of the purpose.
The underlying assumptions are considered as the source of the values in the culture as well
as what the things causes the actions in the organisation (Sandhu, Shamsuzzoha and Helo, 2018).
According to Schein, basic underlying asumptions are the belief which is taken for the granted as
the fact and so this cannot be challenged. The pattern of the basic assumptions evolves around
the memebers of the social group as werll as it makes the effective culture of each and every
organisation. It introduced six types of the basic assumptions for any organisation such as-
 Assumptions related to the truth in physical and social context
 Related to importance of time in the group

 Assumptions related to the space is owned as well as allocated
 Assumptions about intrinsic aspects of nature of humans
 Assumptions related to relationship of organisation
 Assumptions abiout the effective way for relating the individuals (Bendak, Shikhli and
Abdel-Razek, 2020).
Each dimension of this culture are such as-
Artifacts: These are the main aspect of building the surface of the culture within the organisation.
The physical artifacts can be found through the architecture as well as interior arrangements,
lanaguage porovides knowledge of culture by speaking style, stories and myths among the
employees helps in idnicating the types of the persons and acts.
Workbook Section F
The advantages and disadvantages of Kotter’s (1995) 8 stage change model-
Advantages:
 This model is much easy model of change in organisation as it is step by step process.
 More focus in this model is given to the involvement as well as acceptability of the
employees in organisation for the success.
 This model mainly focuses on preparation for building acceptability of the chnages
within the organisation.
Disadvantages:
 As it is the step by step model, if any of the step is missed or skipped may lead to serious
results within the organisation.
 This model is muich time consuming for the chnaging process.
 This model is top-down and so discourages any scope for the participation.
 It increases the frustration as well as dissatisfaction among the employees of the
organisation (Tan, 2019).
The organisational Change programme can be made by using the Kotter’s 8 Step change model
as-
Step1 : Creating Urgency
Firstly, it is very important to develop the sense os urgency to ake change within the
organisation. This wuill help the company to change their views and undertsand the need of
making the organisational structure change.

Step 2: Formation of strong Coalition
Convincing the employees of the organisation that change is very necessary by practicing the
strong leadership and providing the support to the employees for effective organisation structure
change.
Step 3: Creation of vision
Setting the clear vision will help every individula of the organisation to understand for making
the chnages in the organisation.
Step 4: Communicating the vision
After setting the vision, it is very important to communicate it with the employees as these are
the main aspects which helps the companyt to achieve success.
Step 5: Removing challenges
The obstacles must be removed as this will encourage the employees to execute the vision and
move forward.
Step 6: Creation of short term wins
Creating the small objectives will moativate the employees and this will increase there efficiency
of work.
Step 7: Building on change
After acheivibng the small objectives the things can be evaluated what done right and what done
wrong as this will help in improving the overall project.
Step 8: Making the chnages in corporate culture
Making the continous efforts for seeing the changes will help the company to achieve successful
change programme (Winter, 2022).
CONCLUSION
The above report has discussed the various workook sections which has different questions
scuh as definiton of outsourcing as well as explanation of transactional and transformational
leadership style and many more.

REFERENCES
Books and journals
Bendak, S., Shikhli, A.M. and Abdel-Razek, R.H., 2020. How changing organizational culture
can enhance innovation: Development of the innovative culture enhancement
framework. Cogent Business & Management, 7(1), p.1712125.
Di Baldassarre, G., and et.al., 2019. Sociohydrology: scientific challenges in addressing the
sustainable development goals. Water Resources Research, 55(8), pp.6327-6355.
Gemeda, H.K. and Lee, J., 2020. Leadership styles, work engagement and outcomes among
information and communications technology professionals: A cross-national
study. Heliyon, 6(4), p.e03699.
Khurshid, F., Park, W.Y. and Chan, F.T., 2019. Innovation shock, outsourcing strategy, and
environmental performance: The roles of prior green innovation experience and
knowledge inheritance. Business Strategy and the Environment, 28(8), pp.1572-1582.
Moyer, J.D. and Hedden, S., 2020. Are we on the right path to achieve the sustainable
development goals?. World Development, 127, p.104749.
Ommering, B.W., and et.al., 2018. Future physician-scientists: could we catch them young?
Factors influencing intrinsic and extrinsic motivation for research among first-year
medical students. Perspectives on medical education, 7(4), pp.248-255.
Sandhu, M.A., Shamsuzzoha, A. and Helo, P., 2018. Does outsourcing always work? A critical
evaluation for project business success. Benchmarking: An International Journal.
Tan, B.S., 2019. In search of the link between organizational culture and performance: A review
from the conclusion validity perspective. Leadership & Organization Development
Journal.
Winter, J., 2022. The Duty of Societal Responsibility and Learning Anxiety. In The Palgrave
Handbook of ESG and Corporate Governance (pp. 115-130). Palgrave Macmillan,
Cham.
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