Organisational Structure, Culture and Leadership at City College

This report provides a comprehensive analysis of organisational behaviour, comparing and contrasting the structures, cultures, and leadership styles of City College and Enterprise Rent-a-Car. The report begins by examining the organisational structures of both entities, highlighting the differences between City College's tall structure and Enterprise's flat structure. It then delves into the relationship between organisational structure, culture, and their impact on performance, discussing factors influencing individual behaviour at work, such as leadership style, job satisfaction, and personality characteristics. The report further explores the effectiveness of different leadership styles, linking organisational theory to management styles and evaluating the management approaches employed by both organisations, including bureaucratic and modern approaches. Additionally, the report discusses the impact of leadership styles on motivation during periods of change, applying various motivational theories such as McClelland's theory to both City College and Enterprise. The report also examines group behaviour, team effectiveness, and the role of technology in business success. The report concludes by synthesizing the key findings and offering insights into the effective management of organisational behaviour within the context of the two organizations.

ORGANISATIONS AND BEHAVIOUR

Table of Contents
INTRODUCTION......................................................................................................................1
TASK 1......................................................................................................................................1
1.1 Comparison of different organisational structures and culture for City College and
Enterprise Car Rental.............................................................................................................1
1.2 The relationship between organisational structure and culture and their effects on the
performance of City College and Enterprise..........................................................................3
1.3 Discussion of the factors which influence individual behaviour at work........................4
TASK 2......................................................................................................................................4
2.1 Comparisons of the effectiveness of different leadership styles in different
organisations..........................................................................................................................4
2.2 Explanation of how organisational theory is linked to the style of management............5
2.3 Evaluation of the different approaches to management used by City College and
Enterprise Car Rental.............................................................................................................6
TASK 3......................................................................................................................................6
3.1 Discussion of different leadership styles’ impact on motivation in organisations in
periods of change...................................................................................................................6
3.2 Application of different motivational theories on Enterprise and City College..............7
3.3 How the management of the companies apply the motivational theories........................8
TASK 4......................................................................................................................................8
4.1 Nature of groups and group behaviour within the workforces of City College and
Enterprise...............................................................................................................................8
4.2 Various factors that could make and threaten the team effectiveness.............................9
4.3 Role of technology in the success of a business..............................................................9
CONCLUSION........................................................................................................................10
REFERENCES.........................................................................................................................11

Table of Figures
Figure 1: City College organisational structure (tall structure).................................................2
Figure 2: Enterprise Rent-A-Car organisational structure (Flat structure)................................3

INTRODUCTION
Organizations accomplish its objectives by establishing structures and forming cultures
so that human resources are optimally utilised. Different organisations have different values
and objectives that derive its structure, culture and leadership style which has been illustrated
in this assignment by taking examples of City College and Enterprise Rent-a-Car. This
assignment report aims to recognise the relationship between organisational structure and
culture by analysing different theories of management and leadership styles. This report also
discusses efficacy of several motivational theories according to the leadership styles. Finally
different mechanism such as group behaviour and technological impact have been discussed
to develop effective teamwork.
TASK 1
1.1 Comparison of different organisational structures and culture for City College and
Enterprise Car Rental
City College has a hierarchical chain of command and it resembles with tall
organisational structure which is typically used in military or educational institutes. City
College has three separate departments – Teaching, Human Resource and Administration.
Each of these departments has its own sets of well-defined objectives and procedures
(Plowman, 2015). The roles of managers and employees in each of these departments are
required that they are sufficiently qualified and skilled in those field to carry out specific
responsibilities. For instance employees of teaching department have to be qualified to
deliver high level of educational services to students. Role and task culture is best suited to
describe the organisation, where it has been divided into several teams which have to work
together to achieve organisational goals of efficiently running the college (Is There a
Relationship Between Organizational Structure and Culture, 2016).
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Figure 1: City College organisational structure (tall structure)
On the other hand Enterprise Rent-A-Car adopts flat organisational structure as it
provides the company with greater scope of specialisation at the branch level and
decentralised power. This structure is cost efficient for the organisation as rapid decisions can
be taken with clear understanding and flexible changes in the process. The chain of command
is short in case of Enterprise as compared to longer chain of command in the City College
(Gupta, 2010). As depicted in the diagrams of both organisations’ structures, the breadths of
control is broader in case of Enterprise Rent-a-Car and it is narrow for the City College.
2
Owner
Director
Principal
Teaching
Department
Manager
HOD
Team
Leader
Staff
Staff
Team
Leader
Staff
Staff
Human
Resource
Manager
Assistant
Manager
Team
Leader
Staff
Staff
Team
Leader
Staff
Staff
Administratio
n Department
Manager
Deputy
Manager
Team
Leader
Staff
Staff
Team
Leader
Staff
Staff

Figure 2: Enterprise Rent-A-Car organisational structure (Flat structure)
1.2 The relationship between organisational structure and culture and their effects on the
performance of City College and Enterprise
An organisation’s operations are dependent upon its structure and culture which forms
the basis for organisational performance and efficiency in achieving objectives. The culture is
derived from the organisation’s structure, as it influences the individual’s behaviour,
assumption and attitudes. However, culture can also influence the type of organisation’s
structure and changes according to the needs of the firm. The City College has functional
structure where each of their department socializes in a particular function. Bureaucratic
leadership is more suited to the organisation because of the highly formal and defined culture
of the college. On the other hand Enterprise has matrix structure, a combination of functional
and divisional structures. Democratic or autocratic leadership styles are more relevant
according to the situation (Sprouse, 2013).
It has been observed that employees are given more freedom in organisations that have
wider structure and as a result they feel valuable and motivated which in turn increase the
overall productivity of the organisation. On the other hand, organisations that have tall or
vertical structure are more hierarchical in culture and lower level staff lacks freedom which
affect the motivation of employees. Hence, organizational structure of these firms define the
overall culture and it becomes important for the organizations to match the organizational
culture and structure so as to attain success in the performance goals (Maurer, 2013).
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Chief Executive
Officer
City Manager
Sales people Office Staff Service Staff
City Manager
Sales people Office Staff Service Staff
Generel
Maanger

1.3 Discussion of the factors which influence individual behaviour at work
Behaviour refers to the individual’s expression and actions displayed in a particular
environment. Work behaviour for individuals would be affected by several factors at
workplace. There are following four types of influencing factors that affect the behaviour of
employees in an organisation: Leadership style: Democratic leader hip style is participative in nature which allows
employees to take part in the decision making process whereas autocratic leaders take
decision on their own. Employees feel more connected with the organisation with
democratic leaders which positively affect their behaviour at the workplace (Factors
Influencing Human Behaviour, 2017). Employee job satisfaction: Management efforts to keep the employees satisfied
positively affect their motivation to work more sincerely and with more dedication which
delivers better performance. Therefore, training and development opportunities are
provided to employees to keep them satisfied. Personality characteristics: The physical environment in which individuals had been
brought up determines the types of personality which also affect their behaviour at
workplace (Akers, 2016).
 Perception of organisational justice: Each employee of the organisation should be
treated equally and justifiably otherwise employee biasness increases the frustration and
depression which negatively affect their morale and performance.
TASK 2
2.1 Comparisons of the effectiveness of different leadership styles in different organisations
Different organisations use different leadership styles which depends on the
organisation’s missions, objectives as well as their structure and culture. There are several
types of leadership theories which hold its significance in determining which leadership style
the organisation should choose from. Situational theory states that managers should adopt
different leadership styles in different circumstances also there is contingency theory which
also affirms that leaders should take up different leadership styles according to the changing
environmental conditions (Arveson, 2014).
The leadership style of the City College is more of autocratic as the structure of the
organisation is hierarchical and roles of different departments are more defined. All the
departments work under the principal who holds the highest authority in the institute. Though
the departments have their own power to carry out different tasks, they seek final approval
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from the principal. Top level managers define visions and establish milestones so that
employees are supervised and directed towards accomplishing those goals. Employees have
limited or no opportunity to take part in decision making process in the organization (Golson,
2016).
On the other hand, the leadership style at Enterprise Car Rental is democratic which is
more open. Decision making and power distribution is decentralised among different levels
of managers in such type of leadership. Participative leadership style empowers lower level
managers at the workplace which motivates them to think different and come up with new
ideas (John, 2016).
2.2 Explanation of how organisational theory is linked to the style of management
Management theories are the basic building blocks for any organization. Organisational
theories determine the process of establishing organizational goals, employee management,
and implementation of the strategy.
 Scientific management theory: Fredrick Winslow Taylor proposed scientific management
theory which focuses on encouraging specialization for tasks completion. According to
this theory, logical illustrations are essential for good supervision and employees get to
know definite critical paths which maximizes the employee satisfaction and reduces the
labour turnover (Cole, 2004).
 Human relations theory: This theory have been evolved from neo classical management
beliefs. It states that employees who feel themselves as more useful, associated and
important for companies, their productivity increases. Therefore, organisations should
monitor and promote matters related to satisfying employees such as informal factors
that may motivate them, better payment conditions, open communication, friendly
working atmosphere. These factors help to boost their morale and employees work with
more commitment which increase their productivity (Mullins, 2007).
 Systems approach: This theory views the organisation as a whole and focuses on the
relationships between technical and social variables within the system, and interaction
with the external environment (Freeman and McVea, 2001).
 Contingency approach: This theory implies that there is no single way to manage
organisations and there are many situational and contextual factors that influence
management decisions.
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2.3 Evaluation of the different approaches to management used by City College and
Enterprise Car Rental
Management approaches refers to adequate strategy for planning, recruiting, executing,
monitoring, and controlling. There are different management approaches depending on the
organisational objectives, missions and organisation types. City College & Enterprise Car
Rental follows the below mentioned managerial approaches:
 Bureaucratic approach: Bureaucratic approach has vertical level structured and
hierarchical approach of management where chain of command stretches from top to
bottom. City College uses the bureaucratic approach through allocating tasks among
various departments which implies clear division of labour and high level of
specialisation. Hierarchy of authority makes clear distinction between managers and staff
members (Allio, 2013). Also, within the management at City College there are clearly
defined authority ranks. Moreover, City College provides employment to their staff on
pure basis of technical qualifications and sets up a lifelong career for them (Jackson,
2007). Modern approach: The modern approach focuses on highly flexible and free-flowing
organisational structures which have the ability to respond quickly to changing
circumstances according to current requirements. These organisations also have social
obligations and are expected to perform various social duties which comes under the
purview of CSR (Corporate Social Responsibilities). Enterprise Car Rental utilises the
same in order to build good customer engagement (Kincheloe, 2002).
TASK 3
3.1 Discussion of different leadership styles’ impact on motivation in organisations in periods
of change
Leaders put their best efforts to nurture values and inspire workers to bring change.
Leadership styles have significant impacts on the motivation of workers. The discussions of
two motivational leadership styles are discussed as following:
 Democratic leadership style: In democratic leadership, the decision making power is
centralised, therefore it also known as participative leadership. This is the most modern
and effective approach to leadership where the process is two directional, i.e. both the
management and employees take part in decision making process. Employees feel
honoured as their ideas are valued and considered for making decisions. Hence, it boost
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up the mental morale of employees (Chenhall, 2003). This leadership style would
develop sense of responsibility and higher loyalty among the employees of the
organization. Democratic decisions are more effective due to allowing more
participations in decision making.
 Autocratic leadership style: In autocratic leadership, the leader holds the absolute
authority to make decision by exercising his or her own power. Changes can be brought
at more rapid pace however, lack of participation from workers result in non-cooperative
environment for change. Employees feel low morale and lacks the motivation to put
efforts for bringing the change. Moreover, employees would not be loyal to the
organization as they are just following the rules and regulations depicted by higher
management team (Einarsen, Aasland and Skogstad, 2007).
3.2 Application of different motivational theories on Enterprise and City College
Both City College and Enterprise adopt distinct theories of motivation and such
theories may have varying level of influence on their staff members. The McClelland theory
of motivation is employed by Enterprise, where three social motives of the employees are
fulfilled by the organisation. These motives can be power, achievement and affiliation. The
need for achievement for the Enterprise employees can be further divided into three sections
that are drive to transcend and drive to succeed in relation to specific benchmark (Gold and
Arvind Malhotra, 2001). In Enterprise, the employees need for achievement is set by putting
standards high that are likely to be achieved by the employees. The affiliation need is given
by allowing staffs to build effective relations through informal teams by combining all staff
members of the company. Also, the employees need for power is satisfied by empowering
them for making appropriate decision in the context of organisation. Thus, the motivational
theory employed by the organisation is very useful in supporting employees to achieve their
needs and making them motivated (House and et.al., 2002).
On the other side, the monetary rewards are provided by City College to staff members
to keep them motivated and committed to the work. These monetary rewards are given on the
basis of staffs performances. The performance related allowances and pay allow individuals
to fulfil their personal responsibilities in line of achieving the organisational mutual goal.
Adopting the particular motivational method can have both negative and positive impact on
the organisation employees. It is quite weak aspect of motivation adopted by the college
wherein the staffs can be de-motivated to fulfil their responsibilities (Jarzabkowski, 2004).
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3.3 How the management of the companies apply the motivational theories
The Enterprise and City College have executed the captioned theories of motivation
with an aim to improve the employees’ motivational level. The motivation theory of
Enterprise has been executed after the in depth analysis of three social reasons that are
desired by the organisational employees and such motivates are affiliation, achievement and
power (Lok and Crawford, 2004). City College supports in achieving professional and
personal objectives, empower their staffs and develop informal teams to make productive
decisions. The main advantages derived by the company through such motivational theory is
that staffs are more encouraged and the business has complete control over the achievement
of such motivational elements (Müller and Turner, 2007).
As compared to the City College, the motivation theory of Enterprise was developed on
the basis of monetary aspect to use the result driven approach. It would keep inspiring
employees to achieve best outcomes and employees would be encouraged to work more, by
knowing that they will be rewarded on the basis of their overall performances (Palmer and
et.al., 2001). The company would derive advantages by executing performance based
payment system as more effectiveness can be achieved for the staffs and business goals can
accomplished by employing such motivational elements in the company. Furthermore, the
particular system would impose fair system of payment in the company thereby providing
equality right to the staff members (Pless, Maak and Waldman, 2012).
TASK 4
4.1 Nature of groups and group behaviour within the workforces of City College and
Enterprise
The group behaviour and concept of group is present in both Enterprise and City
College. But the groups can be seen clearly in the leadership corporate structure of City
College where there are several departments exists. Here, all departments behave like a
separate group with an aim of achieving some definite goals. For example, the department of
teaching is considered as a teaching staff group whose intend is to impart learnings to the
learners. Another is human resource group, which aims to develop the workforce for the
college. Also, there is an administration department exists in the college, which is responsible
for all the functions related to college administration (Roca and Gagné, 2008). Thus, the
group’s concept that can be referred as teams from the Charles Handy task culture clearly
develops the City College basic structure. On the contrary, there is no clear nature of groups
in the Enterprise as it is in the leadership structure of City College. It is because in the
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Enterprise case, the groups’ behaviour and groups can be seen in the distinct hierarchies of
leadership only. Every managerial hierarchy develops its power group, whose role is to lead
and organise lower groups of leadership. Besides the managers, the front-line employees
presents in the organisation, who make serve customers and makes interaction with them
directly. Thus, the group behaviour is come up with the best techniques of management that
would ensure effective services to clients (Todnem By, 2005).
4.2 Various factors that could make and threaten the team effectiveness
Some of the main factors that can enhance the effectiveness of a team is effective
communication, group cohesiveness, groupthink and unity of purpose between all the
members. Every teams at the workplace should be a close knit family that support each other
in their effective performances, in order to achieve the decided targets. Also, these teams
should form good relationships with each other’s, which would make all members agree to a
specific objective thus, the team will perform in the exact direction of achieving mutual
goals. When the groups will be effective then it would develop an effective teamwork in the
organisation to achieve the common objectives. But some other aspects that are possibly
threaten the team’ success are unclear objectives, lack of unity and team members dedication.
Moreover, the team leader lack of seriousness may also affect the group performances. Thus,
the proper dedication and commitment of members and leader is central for the success and
effectiveness of any group work (Van Knippenberg and Hogg, 2003).
4.3 Role of technology in the success of a business
In the present modern business world, the utilisation of technology is playing a great
role in the organisation performance. The internet use has revolutionised the firms operations.
The companies today’s are using websites as an interface to make interaction with clients,
broadcast ads, post their offerings, notices and even to sell their offerings. Several other
platforms of media like television, radio, magazines and newspapers also supports an
organisation in attracting and marketing more clientele base. In the given case also the City
College is using its website for advertising the school, store the information, pass necessary
data to the staff and get students and guardian feedback (Vera and Crossan, 2004). Also,
Enterprise has its website through which the staff and management can make interaction with
clients. The customers can make their orders online and make enquiry about any product they
wish to. The Enterprise also use some other media types like newspaper for advertising their
offerings. Thus, it can be said that technology is inevitable for any company, which desires to
be successful and wants to effectively compete with their niche (Vera and Crossan, 2004).
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CONCLUSION
In this report different organisational structures and culture for appropriate leadership
styles and management theories to motivate employees have been discussed. City College, a
private educational institute, followed by autocratic leadership having a tall structure and
narrow chain of command. On the other hand Enterprise Rent-a-Car follows democratic
leadership style having a flat structure and wider chain of command. It has been observed that
participative leadership styles encourages employees’ participation in decision making which
ultimately boost their morale and subsequently organisational productivity increases. City
College and Enterprise Rent-a-Car motivates employees by encouraging innovative practices
and flexible new projects which provide these organisations with competitive advantage.
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