Organizational Behavior Report: Landmark Group Structure and Impact

This report provides an in-depth analysis of organizational behavior, focusing on the Landmark Group as a case study. It examines various organizational structures, including flat, divisional, matrix, and functional structures, and how the Landmark Group utilizes a divisional structure. The report delves into the impact of organizational culture, analyzing it through Charles Handy's model, including power, team, person, and role cultures. Furthermore, it explores the impact of learning and development on employee effectiveness, highlighting benefits such as increased productivity, reduced supervision, fewer errors, job satisfaction, and reduced turnover. The report also discusses the importance of teamwork and how it can improve employee effectiveness through workload sharing, brainstorming, co-worker support, moral boosting, and new perspectives. Finally, the report analyzes different leadership behavior theories, including authoritarian, participative, and laissez-faire leadership styles, and their application within the Landmark Group. The report emphasizes how these leadership styles influence employee motivation, guidance, and overall performance within the organization.

Organizational Behavior

Table of Contents
INTRODUCTION....................................................................................................................... 1
TASK1........................................................................................................................................ 1
1.1 characteristics of different organisational structures......................................................1
Q2 Culture of an organisation affects the working of the company.....................................2
Q3 Impact Of Learning And Development On The Potency Of Employees........................3
Q4 how teamwork can improve employee effectiveness.....................................................4
TASK2........................................................................................................................................ 5
2.1 Analyse different leadership behaviour theories............................................................5
2.2 Theories Relating To Work Relationships And Interactions..........................................6
TASK 3....................................................................................................................................... 7
CONCLUSION............................................................................................................................ 8
REFERENCES............................................................................................................................ 9

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INTRODUCTION
Organizational behaviour (OB) is the evaluation of human conduct in organizational settings, the
interface between human conduct and the company, and the corporation itself. Thus,this report
will highlight characteristics of different organisational structure like hierarchical,flat etc.
adopted by landmark group, which is a multinational conglomerate based totally in Dubai, UAE
headed by Micky Jagtiani, which is concerned in retailing of garb, footwear, customer
electronics, cosmetics & add-ons products, home improvement and child products (Maduenyi,
and et,al.,2015).
Further, the institution also has pastimes in hospitality & amusement, healthcare and mall
control and it has numerous in-residence manufacturers and also works with other
manufacturers, appearing as a store. Further, the project will outline the culture of an
organisation which is analysed through Handy's model of cultural. Moreover, the project will
frame the impact of training and development on the working of an organisation and evaluates
how team work can improve the performance of the employees. On the flip side, the report will
comment on the leadership theories adopted by an organisation and thus evaluate the theories
adopted by an organisation.
However, the report will also frame the advantages and issues of engaging employees in
the organisational decision-making process. Eventually, the project will outline the different
ways adopted by an organisation to motivate employees (Närman, Johnson, and Gingnell. 2016).
TASK1
1.1 characteristics of different organisational structures
An organizational structure is a system used to define a hierarchy inside the company. It
identifies every activity, its function and wherein it reports to within the organization.” Thus, the
pattern is then evolved to establish how the company will operates to execute its objectives.
However, there are for major types of organizational structure namely: flat, divisional ,
matrix and functional structure.
Flat structure: This style of company flatten out the structure and chain of command and
offers its personnel a variety of autonomy. Thus, the companies that use this sort of structure
have a high pace of enforcement (do Carmo Silva, and Gomes. 2015).

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Divisional: Within this structure, each department of company essentially operates as its
personal corporation, controlling its personal resources and what sort of money it spends on sure
tasks or elements of the department.
Matrix: In this structure, in the matrix shape, personnel of company report to two or
more bosses depending at the state of affairs or assignment. Thus, the feature of this structure is
that personnel can share their information throughout the distinctive practical divisions, taking
into account better conversation and understanding of each feature’s role (Sheldrake.2015).
functional: This structure is primarily based on the company being divided up into
smaller groups with precise responsibilities or roles. for instance, a company have team
operating in IT department , some other in advertising and marketing and another in finance.
Thus, the Landmark Group follows divisional organizational structure as it allows the
company to manage the various activities of the company around geographical, marketplace, or
product and carrier corporations.
However,this technique makes it lots less difficult for the company to assign
responsibility for moves and consequences.
Thus,the divisional structure of the landmark group works well in markets in which there
is a remarkable deal of competition, wherein nearby managers can speedy shift the path of their
organizations to respond to changes in competitive conditions.
Landmark Group use this structure to create a lifestyle on the divisional degree that most
meets the wants of the nearby market (Glisson.2015).
Q2 Culture of an organisation affects the working of the company
Each company follows some values, policies and recommendations which differentiate it from
others. Thus,the standards and ideals of any company shape its subculture. However,the
company's subculture comes to a decision the way personnel engage amongst themselves as well
as external events. Thus,No two corporations could have the identical culture and it's far crucial
for the personnel to adjust well in their organization's tradition to enjoy their tasks and remain
strain-free.
Thus, according to Charles Handy's model, there are four varieties of culture which the
Landmark group comply with:

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Power Culture: In this culture of the Landmark Group, power is given to the most
effective personnel and they're given rights to take all major decisions. Thus,they're the ones
who enjoy special privileges within the company. Further,they may be the most crucial humans
on the administrative center and are the most important decision makers. Moreover,these people
further delegate duties to the opposite personnel (Őnday.2016).
Team Culture: In this culture of Landmark Group ,groups are formed to attain the goals
or clear up essential problems. Thus,in such groups people with not unusual interests and
specializations come together to shape a team in which their are usually four to five participants
in every group.
Person Culture: In person culture of landmark group, individuals are more involved
about themselves rather than the organization. Thus,the company in such culture takes a lower
rank and sooner or later suffers. In this culture of Landmark ,personnel simply come to the
workplace with the motive of earning and by no means to accomplish organizational goals.
Thus, they're rarely unswerving towards the management and in no way decide in favor of the
business enterprise.
Role Culture: In this culture of Landmark group each personnel is assign with roles and
obligations according to their expertise, academic qualification and interest to exert best out of
them. However,in this type of culture. personnel of company decide what great they are able to
do and willingly accept the difficulties and work towards those issues (Trahair, and Zaleznik.
2017). Thus,every employee is answerable for some thing or the other and has to take possession
of the task assigned to them .
Q3 Impact Of Learning And Development On The Potency Of Employees
Learning and development is one of the principal functions of human resource department of the
company. Thus,learning refers to a systematic procedure in which employees are provided
directions and taught subjects of technical know-how associated with their jobs. Thus, it
specializes in training employees the way to use precise machines or the way to do particular
activity to boom performance. However, Learning is crucial for Landmark's development and
its success that is ultimately effective to both employers and personnel of the company. Thus,

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here are a few advantages that impact the effectiveness of the employees of the Landmark
Group.
Increased Productiveness: Learning directly improves performance and productiveness of
personnel of the company. Thus,employees continue to be up to date with new era and
accordingly use existing ones in a higher manner. However, well educated employees display
each quantity and pleasant performance and thus, there will be less wastage of time, money and
assets when personnel are properly trained (Hu,and Liden.2015).
less supervision: Learning enhances important talent abilities in personnel and empowers
them to cope with responsibilities independently. Thus,a well skilled worker can be well familiar
with the task and as a result they will require less of supervision.
Reduction of Errors: In company, most of the mistakes arise due to many employees lack
the desired capability and specific abilities required for doing a specific task. Thus,regular
learning procedure guarantees that employees get the proper knowledge at proper time.
Further,the more skilled an employee is, the much less are the probabilities of errors in activity.
Job Satisfaction: Learning system of Landmark group enable the personnel of the
company feel more glad with the function they play within the company. Thus, that is pushed by
using the amazing ability they obtain to execute their obligations (Wiyono.2018). However, they
experience the feeling of belonging for the Landmark that they work for and the simplest way to
payoff it's miles giving the best efforts they can.
Reduction Of Turnover And Absenteeism: Learning system of company creates a sense
of self assurance within the minds of the employees. Thus,it offers them a security on the
surroundings of the company. Therefore, labor turnover and absenteeism costs are reduced.
Q4 how teamwork can improve employee effectiveness.
A team is described as a group wherein personnel with similar talent sets, know-how, skills and
expertise come together on a common domain to carry out same or associated obligations.
According to Michael Jordan “skills wins games, however teamwork win championships.”
Workload Approach: Workload sharing is one of the approaches of teamwork of
Landmark Group that increases performance productiveness. If one group member has less work
than some other, teamwork can assist stability in the tasks (McEwan, and et.al.,2017).

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Brainstorming Sessions:In this approach of Landmark group a team work collectively on
a various tasks, thus, they will get higher possibility of finishing it. However, placing multiple
mind to the challenge commonly presents higher effects. Therefore, work cannot be finished
quicker with more than one individual, but with more ability and doable solutions.
Co-worker Support: Another way of teamwork of Landmark group that will increase
work productiveness is through co-worker assist. However, the company may face problems
because of business adjustments, turnover, or different demanding situations. Thus, during these
difficulties co-worker help can grow to be the glue that holds a enterprise collectively. A robust
crew may even mean the difference among a enterprise last or persevering with to perform.
However,group participants can offer every other steering in addition to advice and
thoughts and this could reduce strain and enhance overall performance.
Moral Boosting: One greater manner of teamwork will increase work productivity is by
means of boosting confidence. Thus, Sharing the workload amongst team members makes them
feel confident (Wiyono. 2018).
New Perspective: According to Landmark Group, when employees work in a group, they
undergo long discussions and group conversation that gives them the opportunity to get different
views to investigate various conditions. Thus, it offers different views to study things from a
wholly new appearance. However, when employees work in a group they get into difficult
conditions so that it enable employees to look at how the tasks are to be performed.
TASK2
2.1 Analyse different leadership behaviour theories
Behavioral theories of leadership shows qualities & efforts of leader of Landmark Group in
motivating, encouraging, managing and guiding its employees (Maduenyi, and et,al.,2015).
According to this leadership style leaders of Landmark Group encourage its employees to use
innovative technology and develop new ideas. Leaders use different theories of behavior
leadership in the organization. Which, is discussed below-
 Authoritarian Leadership- As per this theory of behavior leadership, leaders of
Landmark Group gives clear guidelines to its employees related to their work such as what is
their work, how it can be done. Leadership theory helps leaders in making decisions. Landmark

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Group use this theory of leadership when leader has good at decision making and when company
wants to make decision in an emergency situation. This theory is good only in the case of
emergency situations when company need to make fast decisions (Närman, Johnson, and
Gingnell. 2016).
 Participative Leadership- This is the most effective type of behavior theory used in
Landmark Group. Leader of the company uses this leadership theory to give support to the
employees, monitor performance of the group and give them guidelines so that they can improve
their performance. This leadership theory also allows its employees in the process of decision
making which helps leaders of the company in making decisions which is beneficial for the
group & individuals also. If leaders of the company includes individuals in making decisions
than they will get motivated & innovative which in turn improves performance of employees.
 Laissez-Faire- This theory of behavioral leadership also known as delegative leadership
because in these leaders of Landmark Group only gives guidelines and authority to its
individuals & team members. This is the least effective behavioral theory because leaders of the
company give authority to the group for making decisions and Landmark Group uses this theory
only when the company has expertised & talented members in the group. Disadvantage of this
theory is it demotivate the employees and create ineffective decision making (do Carmo
Silva,and Gomes.2015).
2.2 Theories Relating To Work Relationships And Interactions
Human Relationship Theory
Consistent with Human relationship approach of Landmark group , management is the examine
of behavior of personnel at work. Thus,this approach had its starting place in a chain of
experiments conducted via Professor Elton Mayo whose studies examines the essential
relationships between social elements and productivity (Human Relations Theory by Elton
Mayo.2018). However,through this theory of Mayo, for the first time it was observed that
productiveness depended largely upon the contentment of the personnel in work conditions.
However, in Landmark Group , the Human Relationship Theory highlights different
features of work relationships within the company:

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 considering that management of company is getting things finished via and with
employees, a manager must have a fundamental know-how of employee behavior in all aspects
particular within the context of teams and the company
 The managers should observe the inter- relations among the employees and team
members in company.
 Higher production and motivation can be accomplished through proper employee
relations.
Further, Mayo have founded various popular experiments named as ‘Hawthorne Experiments’
that describes the work relation within the Landmark Group.
Illumination Experiments: In this experiment, it was discovered that productivity might
be extended not only through enhancing the work surroundings, but additionally through strong
work relation among the employees of the company (Őnday.2016).
Relay Assembly Test Room Experiment: In this experiment, productivity and confidence
of employees raised. Thus, productiveness and team spirit were maintained even supposing the
improvements in the working situations were reclusive. However,the researchers says that social
factors which include the emotions of being critical, recognition, engagement, informal group
relation, non-directive management and so forth are the key factors for better productiveness.
Mass Interviewing Programme:In this experiment,a massive quantity of employees of the
Landmark Group had been interviewed to recognize their opinions and attitude about their work
experience. Thus,this will results in the importance of casual relation, social and mental desires
and their impact on the behavior of the employees (Trahair, and Zaleznik.2017).
Bank Wiring Observation Room Experiment:Within this experiment, a set of 14 people
employees are recognize with reference to their performance behavior. Thus,the statement found
out the production norms set by means of the employees and the development of work
relationship within the company.
TASK 3
Enclosed in power point presentation.

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CONCLUSION
This report briefly summarizes about different organizational structures followed by the
landmark group and along with that the project have outlined the impact of culture which is
analyzed through Handy's model. Furthermore, the assignment have highlight impact of training
on the effectiveness of the personnel. On the flip side, the report have analyzed how team
members can improve the efficiency of employees. Moreover, the project have framed about the
leadership theories adopted by the Landmark group and thus will analyze those theories.
Eventually, the project have commented on the benefits and consequence of engaging personnel
in the decision-making process of the company. Further, the report have highlighted the different
ways to encourage employees to work towards the accomplishment of goals of the company.

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REFERENCES
Books and Journals
Maduenyi, S. and et,al.,2015. Impact of organisational structure on organisational
performance.
Närman, P., Johnson, P. and Gingnell, L., 2016. Using enterprise architecture to analyse
how organisational structure impact motivation and learning. Enterprise Information
Systems.10(5).pp.523-562.
do Carmo Silva, M. and Gomes, C.F.S., 2015. Practices in project management
according to Charles Handy's organizational culture typologies. Procedia Computer
Science.55.pp.678-687.
Sheldrake, J., 2015. Charles Handy’s ‘The Future of Work’Re-visited. Global Policy
Institute Policy Paper. (27).pp.2-9.
Glisson, C., 2015. The role of organizational culture and climate in innovation and
effectiveness. Human Service Organizations: Management, Leadership &
Governance.39(4).pp.245-250.
Őnday, Ő., 2016. Human resource theory: From Hawthorne experiments of Mayo to
groupthink of Janis. Global Journal of Human Resource Management.4(1).pp.95-110.
Trahair, R.C. and Zaleznik, A., 2017. Elton mayo: The humanist temper. Routledge.
Hu, J. and Liden, R.C., 2015. Making a difference in the teamwork: Linking team
prosocial motivation to team processes and effectiveness. Academy of Management
Journal.58(4).pp.1102-1127.
Wiyono, B.B., 2018. The effect of self-evaluation on the principals’ transformational
leadership, teachers’ work motivation, teamwork effectiveness, and school
improvement. International Journal of Leadership in Education.21(6).pp.705-725.
McEwan, D. and et.al.,2017. The effectiveness of teamwork training on teamwork
behaviors and team performance: a systematic review and meta-analysis of controlled
interventions. PloS one.12(1). p.e0169604.
Online

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Human Relations Theory by Elton Mayo 2018.[Online].Available
through:<https://www.toolshero.com/management/human-relations-theory-elton-mayo
Handy's Model of Organisational Culture 2018.[Online].Available
through:<https://www.tutor2u.net/business/reference/models-of-organisational-culture-handy>