Organisational Behaviour, Leadership Styles, and Motivation Report

This report, focusing on organisations and behaviour, explores the complexities of organisational structure and culture, highlighting how they impact business operations and success. It delves into different organisational structures like power, role, task, and person cultures, emphasizing their influence on communication, flexibility, and employee motivation. The report also examines the effects of various factors on workplace behaviour, including motivation, incentives, and external influences. Furthermore, it analyses leadership styles, such as autocratic, democratic, and laissez-faire, and discusses organisational theories that provide frameworks for understanding and managing business dynamics. The report also covers motivation theories and the impact of management theories on organisational efficiency. Overall, the report provides a comprehensive overview of the factors affecting organisational behaviour and leadership, essential for effective management and business performance.

HND IN BUSINESS ORGANISATION AND BEHAVIOUR
UNIT 3: ORGANISATIONS AND
BEHAVIOUR
1.1
Organisations are becoming increasingly complex and take many different forms of
structure and culture, depending on their business and surrounding market environment.
The structure of an organisation should be tailored in a way to allow the successful use of
corporate strategies, thus enabling the smooth completion of their tasks, objectives and
overall end goals. An organisations structure shapes the lines of authority and channels of
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communication, defining group and individual responsibilities and tasks, such as in the span
of control. An organisations culture could be defined as its system of shared assumptions,
norms, values, morals, beliefs and traditions that influence the way that the business
behaves.
Handy identified four Greek Gods to illustratethe organisational culture of fourgroups. This
could be used to help resolve or prevent conflicts that result from clashes between different
cultures (Handy 2009).Handy depicts different organisational cultures byassociatingfour
different structures with the fitting culture.
Power Culture -Illustrated as a Spiders web with a spider in the centre that portrays the
power in the organisation. This represents how centralised it is, the closer you are to the
centre of the organisation the more influence you have. This makes decisions quicker but
mistakes can be made at the top, suffering the whole organisation. They attract people who
are risk takers, and driven by power and success. This organisational culture relies heavily
on individuals. An organisation that operates as a dictatorship can be considered as part of
the power culture.
Role Culture -Illustrated as several columns, all that have a specific role in the organisation.
These can have specialist areas that function together as a whole, usually overseen by senior
management. This makes operations predictable, as roles are obvious, defined and
predetermined. Staff can gain expertise in their positions. However creativity is likely to be
discouraged, as people stick to tight rules and regulations. People might not outstep their
job description, performing well but not their best.
Task Culture -This can be considered as a team culture where influence is widely dispersed.
It uses a group effort that uses all available expertise to get the job done. This can be
considered democratic. Since everyone is involved this can increase motivation since staff
will likely feel valued.
Person Culture - Although this is not very common, another culture identified is structured
to serve the individuals within it, rather than having any overriding objectives.
Even similar businesses can be dramatically different in the way they chose to present,
produce and promote their product or service, taking different forms of cultures that change
regularly.No one type is considered better, just some better suited for different situations.
1.2
Since an organisations culture governs how people act, behave and feel it is an important
determinant into the success of their goals and the overall performance of any business. The
people in the organisation will alter their behaviours (e.g. how they dress, speak or perform)
dependant on the guidelines and boundaries that are determined by the unique culture and
structure of the organisation. These determine the way that customers and other
stakeholders view a particular company, shaping the brands image, respect and loyalty.
Some structures, such as Power culture, may leave the organisation vulnerable to changes as
decisions are not flexible and instead are reliant on centralised decisions. Successful
organisational structures are designed to provide employees with appropriate levels of
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motivation. This will increase their likeliness of meeting their targets and not leaving
company and improve staff turnover, absenteeism, productivity, efficiency and therefore
profitability.
Organisational structures that are not created with consideration for the organisations
culture can have problems with communication, flexibility, staff morale or efficiency in the
operations of their business. A good structure should provide a framework of managing
change through being flexible and adaptable. The structure should be developed to create
better coordination and cooperation amongst all lines of the business, in order to encourage
an efficient economic and business performance.
1.3
One factor that influences behaviour in the workplace is their motivation dependant on
many elements, financial and non-financial. The type of incentives in place can affect how
much effort is put into each task. Some staff will behave better with financial incentives
such as commission, and some are happy on normal wages, it depends on the individual.
Workers performance can be affected by how aligned their individual economic goals are
with the companies. For example, if their interests are in different to what the business
wants to achieve then there may be a conflict of interest and the worker may not perform to
their best ability. Workers are affected by how much influence they have, if they feel they
wont make a difference then they may not work hard. Their level of understanding affects
their productivity, since if they are confused for a task then they may not be very good. The
relationship between the company and each worker can affect their behaviour. When
workers feel valued as a part of the team then they may put more effort in. An organisations
culture can affect the way that a worker conducts themselves with colleagues, customers
and other businesses. As does thelevels of control on staff behaviour. The levels of
technology can have both a positive and negative impact on employee behaviour. It can
make their work more productive and easier and therefore increase morale for the worker. It
can also act as a distraction, such as using mobile phones.
Employee behaviour canbe affected by external factors, outside of the control of the
business. Economic factors can influence the way that a worker views and performs his job.
The competitive environment can alter the way people in organisations behave. E.g. in a
highly competitive environment ethical standards may fall to compete on sales.
2.1
Leadership is where one person influences the behaviour of another one person or group of
people. Lewin wrote about how the choice of leadership depends on their need or ability to
make decisions. He and his colleagues identified three leadership styles in terms of how
they make decisions (Lewin et al 1939). They were;
Autocratic: This is a style where the leader has strong personal control. They do not involve
others in the decision making process and expect that their followers obey the rules as
given.
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Democratic: This is where the leader make the decisions, but they involve others in the
decision making process. The decisions are collaborative and require responsive
relationships.
Laissez-faire: This is a style where the decision-making process is made by the followers of
the leader, with the leader acting more as a resource. This will work if the followers are all
motivated and competent enough, if not followers of the leader can be ineffective.
These styles are helpful only if you recognise that in reality leaders are not always confined
to using one style. A leader may involve other staff in decision making for the majority of
the time, but when unexpected changes occur they may need to step in and make autocratic
decisions. Leadership could be performed by a group of people, all using different styles.
2.2
Organisational theories have been created to help explain and simplify the complex natureof
organisational structures, cultures, behaviours and leadership styles. Whilst in reality
organisations vary dramatically as each individual person and business is different, the
theories help managers understand the dynamics of organisations. Organisational theories
are practical since they can provide managers with a sense of direction, an understanding of
their roles within a company and create them to look at their company in a way they might
not have done. It can help leaders understand how their decisions can influence others,
allowing consideration for all people involved when changing the business environment.
The variety of theories into how organisations can behave and operate can help managers in
decision-making processes by showing a variety of different possibilities. From having a set
structure to follow can help in achieving goals. However, if managers focus too much
attention on theoretical positions they could risk neglecting other important areas.
Management theories provide a various different views and rules that can be applied to help
managers at work. It helps view their business from a wider perspective, giving managers a
third party interpretation, helping in planning and achieving their goals. It helps them
understand how staff can be motivated, such as though how incentives can achieve desired
outcomes. Sometimes they can be good in theory but at the same time rules and procedures
may go against the individual managers values.
2.3
Management has had lots of literature written about it, attracting the widespread attention
from the field of sociology, phycology, business, economics, politics and more. The
classical school of thought shows the traditional views, such as in the work of Taylor and
Fayol. Taylor developed the theory of scientific management, which is an approach to
management that has influenced businesses around the world(Taylor 1911). He identified
how people perform their work and how this affects labour productivity. This can help
organisations that wish to improve processes such as quality control, planning and process
design. From this view it is believed this making people work harder is not as effective as
improving the way work is performed. He replaced using common sense and instead used
scientific methods to determine efficient methods. Performance under this approach should
be monitored and supervised, with work allocated between management and staff
effectively. Such as through using quantitative data analysis to measure, analyse and
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interpret the efficiency. Workers should be scientifically trained and matched to their job,
based on their capability and motives.
However, some would argue that there is no ‘one-way’ of doing things. Fayol developed an
approach that differed, since it focused mainly on the managerial efficiency, taking a top-
down approach. This approach stresses the importance of forecasting and planning to
improve the organisations productivity through better management practises and human
behavioural factors, such as through reducing miscommunications. The neo-classical
approach emphasised human relations and the importance of the individual worker behind
the machine.
3.1
The style of leadership used can determine the way people get inspired, motivated and
function. The Autocratic leadership style would be effective in some instances of sudden
change. Such as when there is an unexpected crises in the market or economy that requires
instant central decision making in order to direct the organisation into safety. Sometimes it
would be too time-consuming or inefficient to involve other members of staff and decisions
might be to be made decisively, quickly and confidently. So long as there is trust in the
leader from the staff then they should be motivated to follow the orders and change their
procedures with confidence. People can sometimes be unmotivated in autocracies if there
are conflicts of interest in the decisions or if they feel unvalued.
The Democratic style can help to motivate staff through making them feel valued as a part
of the team. This style of leadership still requires some trust in the leader to finalise
decisions in order for the staff to be motivated and confident in changes.
A leader motivating staff in the laissez-faire style would provide them with support and
information, allowing them to be flexible and make their own decisions, depicting their own
success. For this to be effective the staff must be effectively trained and competent on their
own, great for motivating their creativity and individual growth.
3.2
There are many theories old and new, which attempt to explain motivations, the act or
process of giving workers a reason for doing something. They can be used to try and boost
workers mood, productivity and individual growth. Maslow argued that humans were
motivated dependant on their individual needs, unrelated to rewards or unconscious desires.
He identified that people are motivated to achieve one of their needs and once it is filled
they then strive to achieve fulfilling their next need. He identified the hierarchy of needs as
the following fives stages - Physiological, Safety, Love, Esteem and Self Actualisation
(Maslow 1943). One must satisfy their basic needs before they can reach the top of the
hierarchy at self-actualisation, being personal growth.
Herzberg was the first to suggest that satisfaction and dissatisfaction are driven by different
factors, rather than the previous idea of opposing reactions to the same factors. Hygiene
theory stated factors that satisfied people as being achievement, recognition, responsibility
and growth. If not achieved they are not satisfied but that does not mean they are
dissatisfied. They are dissatisfied due to other factors such as company policies,
supervision, relationships, salary, status and security. Managers can then focusing on
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reducing these ‘hygiene factors’ that cause dissatisfaction to improve motivation of staff
(Herzberg 1987).
All the theories allow managers to understand and motivate staff, giving good indications
into what people needs and want in the workplace. Both theories above indicate that people
need recognition or respect for their doing. Mallows theory is very specific, simple and
descriptive and whilst it is helpful in theory, in practicality individuals all have different
needs at different levels. What Maslow calls ‘needs’ Hertzberg calls ‘factors’. This theoryis
more prescriptive and also additionally suggests that some needs are expected; it also allows
managers to allocate tasks based on the criteria of what they want to achieve. It was also
proven based on real research. Herzberg’s theory may be better for management in more
developed countries or areas, where money is a little less of a motivator.
3.3
Staff satisfaction has always been of great importance to management, since staff
absenteeism, turnover, productivity and morale all affect performance. A manager could
take influence fromMaslow’s hierarchy of needs, by trying to appeal to a workers self-
actualisation needs. This could be through offering to develop their potential, perhaps
through rewards, such as promotion opportunities or increased responsibilities.
Management can structure the organisation in a way that allows personal growth in order to
motivate staff and encourage individuals to perform above expectations or targets, such as
through having trainee management positions. However they must not loose attention on
their basic needs (Maslows’ physiological needs), such as their mental and physical health.
Simple things like telling them when your happy of their work can increase their morale and
effort. Staff view managers as their leader and so it is important that they act as a good role
model in order for their subordinates to aspire to perform well for the company.
Understanding the difference in people and how different characters get motivated is vital,
since everyone is different. Goals must be achievable and realistic as the failure to achieve
them can be demotivating. Its better if their challenged but not too pressured, yet it depends
on the individual.
4.1
A group is two or more people who are interacting with one another in such a manner that
each person influences and is influenced by each other person’ (Shaw 1971). People in a
team have shared goals and desires,interacting with one another to achieve them with
collective strategies.
Loafing is the tendency of individuals that are working within a group to not work to their
best ability, referred to as the ‘ringelmann-effect’ (Kravitz 1986). They may feel that their
efforts have little effect on the outcome, that their individual performance cannot be
monitored or measured distinct from the group, that their teammates can make up for their
low effort or they may feel others are not working hard and therefore they shouldn’t either.
Tuckman identified four stages in the development in groups, shown below (Tuckman
1965).
Forming – Where the group is created, roles and responsibilities may not be clear. Leader
will likely take a dominant role in this stage whilst people get to know each other.
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Storming – Where people begin to push the boundaries established in the forming stage. For
example, different working styles can start to create unpredicted challenges to the group.
Norming – This is a stage where the team begins to appreciate each other strengths,
respecting the leader. This may be because they better understand their individual strengths,
there is less conflict as relationships are formed and goals are more aligned. Rules and
standards of procedure are created and agreed upon.
Performing – in this stage the structure and processes have been set up and finalised so that
the team can perform well to achieve their goals. Efficiency will rise as team members
collaborate, and delegation of roles form the leader may be more common.
4.2
Through educating and training the whole group and individuals, teamwork can become
more effective since members can better understand the roles and responsibilities. Team
members can learn from one another, promoting a better collaboration, improving
productivity as a result. This will give a better understanding of how they can utilise their
individual and group skills and strengths. If done effectively this can increase relationships
amongststaff, improving communication, morale and trust. Poor communication can
prevent the team reach their full potential and can hinder a productive atmosphere. Team
members must be fully aware of the communication channels they must use in different
situations and who is responsible for dealing with certain issues. Procedures can be
predetermined to prepare for possible problems or changes.
Goals must be clearly presented to the team by the leader or appropriate levels of
management. If they are unclear when informing team members of their goals,if team
members do not remember or learn well enough then the jobs can become distorted or
ineffective.
Management should therefore ensure enough time is spent on overseeing and developing
the team, acting as a resource, creating the right atmosphere and selecting sufficiently
skilled and qualified staff to join the team in the first place. Managers often are busy and
may not have enough time to be constantly monitoring and developing the team. If so, they
should set enough time aside or it could be more costly in the long run.
When roles are assigned it is important that staff are happy with it and that it uses all
available skills of individuals. Some staff may be discouraged if they feel their skills aren’t
being used enough or if they think they could do someone else’s job better. Peoples’ ego in
groups can prevent collaborative behaviour and they must be controlled to make groups
effective.
4.3
Technology has changed the way business is conducted around the world. It has made jobs
more efficient, reducing task completion times and productivity. It has made
communication more effective, increasing satisfaction. It has created new ways for
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individuals and groups to educate themselves, such as through researching via the Internet,
as well as being a resource for training methods. It can help in the selecting process of
groups since jobs can be advertised with specific requirements to a huge amount of people,
cheaply. It is important however that staff are capable or familiar with the technology being
used. Technology is rapidly advancing and innovating so the whole group must keep up
with the changes to function effectively. Training should be appropriate so that all members
understand the technology and can fully use it to their advantage.
References
HANDY, CHARLES.,2009. Gods of Management: The changing work of organisations.
Oxford: Oxford University Press
LEWIN, K., LIPPIT, R. AND WHITE, R.K. 1939. Patterns of aggressive behavior in
experimentally created social climates. Journal of Social Psychology
TAYLOR, FREDERICK., 1911. The Principles of Scientific Management.Harper &
Brothers.
MASLOW, A. H. 1943. A Theory of Human Motivation.Psychological Review
Herzberg, F., 1987.One more time: How do you motivate employees?
Harvard Business Review.
SHAW, M.E., 1971. Group Dynamics: The Psychology of Small Group Behavior. London:
McGraw Hill Publishing
TUCKMAN, B.W.,1965. Developmental sequence in small groups. Psychological Bulletin,
63 (6), p. 384-399
KRAVITZ, D.A. and MARTIN, B. (1986) Ringelmann rediscovered: The original article.
Journal of Personality and Social Psychology
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