Organizational Behavior: Structure, Culture, Teams, Learning & Change

This report provides an overview of organizational behavior, focusing on organizational structure, culture, team effectiveness, learning, and change management. It discusses different types of organizational structures such as line, divisional, and matrix structures, and examines the effectiveness of organizational culture through Schein's model. The report emphasizes the importance of fostering innovation and creativity within organizations through training and motivation, and highlights the crucial role of a 'learning culture' in enhancing employee performance and problem-solving abilities. Furthermore, it outlines a process for assessing team effectiveness and underscores the significance of managing change effectively to maintain competitiveness. The report concludes by referencing academic sources to support its analysis of organizational behavior concepts. Desklib offers solved assignments and resources for students.

ORGANIZATIONAL
BEHAVIOR

TYPES OF ORGANIZATIONAL STRUCTURE
 Line organizational structure: A line
organizational structure has only direct and vertical
relationship among different levels in the firm.

 Divisional structure: Under this, various
departments are formed at Next Plc which are
developed on various basis such as functions,
products, projects and geographic territories.

 Matrix Organizational Structure: Another structure
which Next Plc can adopt being a large retail sector is
matrix structure. The results can be achieved with the help
of specific teams which are designed in this type of
structure. Teams consists of different specialists from
various functional departments.

EFFECTIVENESS OF ORGANIZATIONAL
CULTURE THEORY
 Organizational culture model (Schein): According
to this model, the organizational culture is directly
influenced by direct mechanisms. This includes
behaviour, opinions, status and appointments.
 There are three levels of this model:
 Artefacts and symbols
 Espoused values
 Basic underlying assumptions

FACILITATION OF INNOVATION AND
CREATIVITY
 In order to facilitate innovation and creativity in
the organization, management of Next Plc can do
the following activities:
 Providing Training
 Motivating

IMPORTANCE OF LEARNING
 In any organization, the ‘learning culture’ is crucial. It affects
the performance of firm. Learning in a company helps the
employees to become efficient in problem solving and it helps
in developing the potentials of employees. Learning events
followed by ongoing coaching helps in better performance of
employees.

ASSESSMENT OF TEAM
EFFECTIVENESS
 Working in teams helps company to achieve results in the most
efficient and effective manner. The team effectiveness can be
assessed with the help of following process:
 Determining the set of assessment dimension.
 Agreeing the criteria for effectiveness on each dimension.

CONT...
 Evaluation Process
 Conversation

EFFECTIVE MANAGEMENT OF
CHANGE
 Changes are inevitable in the organization.
 The changes can occur in a firm at any time due
to alterations in the consumer preferences,
marketing conditions, technologies, government
policies and so on.
 Therefore, it is essential for Next Plc to identify the
opportunities and to manage the same in order to
remain competitive in the market.

REFERENCES
Mohr, D. C., Young, G. J. and Burgess Jr, J. F., 2012. Employee turnover and
operational performance: the moderating effect of group‐oriented organisational
culture. Human Resource Management Journal. 22(2). pp. 216-233.
Nuttin, J., 2014. Future time perspective and motivation: Theory and research method.
Psychology Press.
Pinder, C. C., 2014. Work motivation in organizational behavior. Psychology Press.
Robbins, S., Judge, T. A. and Boyle, M., 2013. Organisational behaviour. Pearson
Higher Education AU. Sage.
Schoemaker, P. J., 2012. How to link strategic vision to core capabilities. Sloan
Management.
Schyns, B. and et.al., 2011. Teaching implicit leadership theories to develop leaders
and leadership: How and why it can make a difference. Academy of Management
Learning & Education. 10(3). pp. 397-408.