Organizational Behavior Report: Syngenta's Leadership Styles

This report provides a comprehensive analysis of organizational behavior, focusing on the case of Syngenta. The report begins by comparing and contrasting different organizational structures and cultures, examining their impact on business performance. It then delves into the factors influencing individual behavior at work, including conflict, stress, and personality traits. The report further compares the effectiveness of various leadership styles, such as transnational and democratic approaches, within different organizations, including Syngenta and its competitor, Monsanto. It also explains how organizational theory underpins management practices, with a focus on scientific management and contingency theory. The analysis extends to the impact of leadership styles on motivation during periods of change, comparing motivational theories and evaluating their usefulness for managers. Finally, the report explores the nature of groups and their behavior, the factors that promote effective teamwork, and the impact of technology on team functioning within an organization.

ORGANIZATIONAL BEHAVIOR

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Compare and contrast different organizational structures and culture.............................1
1.2 Impact of relationship between organization structure and culture on the performance of
business...................................................................................................................................2
1.3 Factors influencing individual behavior at work..............................................................3
TASK 2............................................................................................................................................4
2.1 Comparing effectiveness of different leadership styles in different organizations..........4
2.2 Explaining how organizational theory underpins the practice of management...............5
2.3 Evaluate different approaches to management used by different organization................6
TASK 3............................................................................................................................................6
3.1 The impact of leadership styles on motivation in Syngenta during periods of change....6
3.2 Comparing application of motivational theories..............................................................8
3.3 Evaluating the usefulness of a motivation theory for managers in Syngenta...................8
TASK 4..........................................................................................................................................10
4.1 Nature of groups and their behavior...............................................................................10
4.2 The factors that promote the development of effective teamwork.................................10
4.3 Impact of technology on team functioning within an organization................................11
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13

INTRODUCTION
In today's modern world, detailed study of human behavior in an organizational setting is
performed in order to coordinate between objectives of individuals and the company. The
concept of organizational behavior delivers interdisciplinary relation between management,
communication, sociology and psychology. It seeks to control, predict and explain the major role
of human resources in enhancing corporation performance (Robbins and et.al., 2013). Syngenta
is a leading plant science company manufacturing innovative research and technology for
sustainable agriculture activities. The report examines in detail the organizational structure and
culture of the corporation in order to acquire the desired outcome from its human resources.
Currently, the company provides its services from farmers to government and even in the
international market (Rego, 2010).
TASK 1
1.1 Compare and contrast different organizational structures and culture
Organizational structures
The hierarchical arrangement of line of authority and communication process in the
company is referred as its organizational behavior. It determines roles and responsibilities
assigned and managed in different levels of management. There are many types of structures
among them two are described below that Syngenta can apply:
Product-based organizational structure Geography-based organizational structure
In this type of structure multiple products are
produced with shorter development cycle.
Each division is segmented according to
particular product line of the company
(Alessandri and et.al., 2012). Syngenta
produces wide variety of different agriculture
commodities so it can adopt this structure and
each product will have its own marketing, sales
and service staff.
While this structure is suitable to provide the
products and services to the nearby sources I.e,
decentralization of authorities takes place
according to geographical divisions. The
mentioned company can also adopt this system
as it deals in global market and operates in
widespread countries.
Organizational Culture
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As the term itself defines a system composed of values, beliefs and assumptions that
govern the human behavior in a business entity is known as organizational culture. Every
corporation has its own unique personality like every individual and below are given two culture
which the company can undertake:
Role Culture Task Culture
It is a detailed organizational culture that
adopts long chain of command based on rules.
The mangers have clear delegated authorities
within highly defined structure. Syngenta can
consider this culture in order to properly
monitor the business activities within defined
roles and responsibilities.
Task culture is adopted to address and manage
specific projects in the company. Different
teams are formed to handle particular projects
and experts are appointed to plan and perform
(Yang, Fang and Lin, 2010). As the mentioned
company deals in manufacturing specific
products which require skillful knowledge this
culture can be implemented.
1.2 Impact of relationship between organization structure and culture on the performance of
business
The company functions smoothly and effectively when its organizational structure and
culture is favorable in context of overall environment. Both these concepts when work together
better results can be acquired (Templer, 2012). The impact of these two factors can be
understood in an organization on the basis of following parameters:
i. Decision making: When the company adopts product based organizational structure the
decision making process will be performed separately by different department of various
products and task culture will be implemented every product will require expert’s advice
in framing policies and procedures. While in geographical structure judgments are made
depending upon the policies and law of that particular region so the decisions needs to be
taken by hierarchical bureaucracy as done in role culture.
ii. Task processes: It can be assumed clearly that task culture provides right combination of
skills, personalities and leadership in performing assigned work. While, role culture is a
confined system where roles and responsibilities are distinguished already (Edwards and
Edwards, 2012.). Here both the organizational structure depends upon the type of culture
adopted by the company as focus is laid on the manner in which the tasks are performed.
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iii. Teamwork: Coordination and team spirit is always beneficial to execute plans and
strategies. In presence of product- based structure and task culture better coordination is
established as they belong to similar nature and type. Marketing and production
department go hand in hand as they expert in their respective fields (Reimers, Johnston
and Klein, 2010). On the other hand, teamwork among the mangers working in role
culture along with geography based organizational structure.
iv. Communication: Another parameter to measure the impact of organizational structure
and culture is good use of communication channels and skills. Use of formal and
informal communication is essential in geographical and product based structures to
sustain organizational goals and objectives.
1.3 Factors influencing individual behavior at work
There are several external and internal factors that influence the performance of an
individual in Syngenta (Bernerth, Walker and Harris, 2011).
Starting with issue related to conflict, stress and change at workplace. Combination of
these three elements can be defined as pattern of disrupting psychological and physiological
functioning of the individuals due to some external and internal changes. The causes of conflict
and stress vary from person to person and changing working scenario. Although organizational,
group level, individual scale and domestic changes can be recognized as its main causes. That
hampers the efficiency and performance of an individual for a long term.
To conquer this obstruction at organizational level motivational techniques, strong
communication channel, counseling and group discussions can be organized for workforce.
While at individual level adopting balance diet, exercising regularly, analysis of own strength
and weaknesses can be few measures to cope up with stress, conflict and change (Germano,
2010).
Another element playing significant role in developing and improving performance of
professional of the company is their ability and aptitude. The capacity or capability to perform
various tasks on a post can be performed with intellectual ability and physical ability. Every
individual is expected to perform some mental tasks or manual dexterity to reach organisational
and personal goals.
Personality of an individual is a dynamic criterion that has great impact on his/her
working style. Generally it refers to personal traits like persistence, resistance to change,
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dominance, aggressiveness and many other qualities that reflects individual’s behavior. It is a
general assumption that extroverts and outgoing personalities attain good heights of success in
comparison with the introverts (Gonçalves, Somerville and Melo, 2013).
Individual behavior is also judged by their perception towards particular situation. This
characteristic defines the process by which information enters into one's minds and analyzes
some sensible meaning to it. For instance, a new manger perceives an employee less skilled then
he will assign him little importance tasks that won’t explore the subordinates skills and abilities.
TASK 2
2.1 Comparing effectiveness of different leadership styles in different organizations
Different leadership styles provides framework and direction in implementation plans to
achieve the mission and purpose of the group.
 Earlier it was a common belief that that leaders are born and not developed but nowadays
the scenario has transformed into developing various leadership styles to accomplish
targets.
 One of the major competent of Syngenta in agriculture industry is Monsanto Company.
It is American based multinational agrochemical and agriculture biotechnological
corporation. The company produces genetically engineered seed and glyphosate based
herbicide for agricultural benefits to farmers and government agencies. Both the
organizations adopt different leadership styles to operate their business activities that can
be analyses on following grounds:
Transnational leadership style
 Syngenta follows transnational style of leadership where the leaders promote the efforts
of followers or employees through the system of rewards and recognition.
 As the managers of agriculture firm considers its human resources as valuable assets for
the organization. This increases efficiency of not only the workforce but improves
procedures and functioning of the organization.
 Through this type of leadership technique operations are efficiently achieved which
ultimately increases productivity of the firm. The leaders are concerned more about
implementing and following existing rules rather than making transformations in working
techniques.
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Democratic leadership style
 Whereas it’s prominent competitor Monsanto Company adopts democratic style of
leadership. Here the group members actively participate in the decision making process at
each and every level of management.
 This enhances and promotes the interest of group members by practicing social equality.
It is the most effective type of leadership as it brings higher productivity and refreshing
contribution from the associates of the company.
 The members of firm are very skilled and eager to make inputs in company's production
and work culture which provides fruitful results to it.
2.2 Explaining how organizational theory underpins the practice of management
The concept of organizational theory studies different patterns and structures to solve
queries in the system and maximize productivity of the firm (Dietrich, 2016). Various theories
determine the organizational structures and designs along with external environment of the
company. Now to understand the impact of different organizational theories on Syngenta two of
them will take into consideration:
Scientific management theory
Frederick Winslow Taylor proposed the theory of scientific management to enhance
efficiency and productivity of the business organizations. Syngenta produces agrochemicals and
high yield seeds that require good quality of production which can be attained by adopting this
organizational theory. According to this principle, loopholes and inefficiencies during production
of commodities can be tackled by managing production as science and technology (Tanner,
2015). The theory in built s four major principles to be followed by any organization those are:
 Instead of using “rule-of-thumb” the theory implies scientific methods of measurement.
 Training and development of employees periodically increases their productivity and
ability.
 To ensure that there is clear and effective communication and coordination exists
between the managers and employees.
 The principle of equal division of labor is followed to attain proper output.
Contingency theory of management
Syngenta adopts the contingency theory in order to maximize its productivity by
minimizing effects of different environmental and internal constraints (Widén, 2013). It is very
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dynamic concept that states there is no best way to organize and make correct decisions for a
corporation. As the leadership or decision making pattern effective in some situations may not be
as beneficial in some other critical condition. But this concept turns fruitful as it motivates and
encourages the mangers to find new ways and strategies in maintaining its market goodwill. It
tests the efficiency and abilities of mangers and group members to deal with critical situations.
2.3 Evaluate different approaches to management used by different organization
 Human relation approach to management
This approach gave emphasis on affective and socio-psychological aspects of human behavior in
a corporation. The principle mainly focuses on the importance of Hawthorne studies of
management that concluded human as asocial element who is enrolled in the production,
management and development factors of organization (Nikolaou, Vakola and Bourantas, 2011.).
For Syngenta human are the valuable resources that needs to be operated in motivating and
efficient manner. Strong relations should be developed between the management and employees
to coordinate and work effectively.
 System approach to management
According to this approach, the whole system and its operations are studied and analyses
by different levels of management. Organizational effectiveness and efficiency is achieved by
quality based objectives of Syngenta. The theory helps the company to identify s, manages and
understands all the integrated process involved in the production of agricultural commodities and
services. Various departments like production, marketing, packaging, research and development
are enrolled in the different business activities of the firm (Van Ruysseveldt, Proost and
Verboon, 2011). It involves the factor of involving quality check and control in each and every
stage of product formation. Quality control involves checking transformed and transforming
resources in all stages of production process.
TASK 3
3.1 The impact of leadership styles on motivation in Syngenta during periods of change
 Autocratic Leadership – Refers to the leadership trait which is used by the autocratic
leader while making decisions. In this of leadership style, the leader rarely involves views
of its employees while making any decisions. This way of leading the group could be
advantageous in a fast working environment, like Syngenta, in which management
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requires frequent decisions making for daily business activities. The impacts of autocratic
leadership on motivation are:
◦ Less flexible – In this style the business leaders forces all the employees to work on
the same track with the business owner. There main area of concern is to ensure that
all goods and services are consistently produced and they have a tight control over
their business (Roberts and Herrington, 2013). However, Syngenta involves staff
from different departments working together in teams on specific projects and tasks,
and hence, autocratic leadership would affect its employees motivation level.
◦ Pressurizing environment – This style creates a stressful and pressurizing working
environment in the business. Thus, employees focus on avoiding negative feedback
from the leaders rather than delivering services for better business functions and
outcomes. For Syngenta, this approach would have a negative impact as most of all
employees' talents and abilities would get demotivated, but if effectively used, this
leadership style would improve the working relationship of the owner and employees
(Spector and Fox, 2010.).
 Democratic leadership – The style of leadership in which leaders of the business involves
employees in the decision making process of the organization. Its impact on Syngenta's
employees motivation are:
◦ Time consuming – it becomes a lengthy process when the ideas, feedback and
reviews are generated and noted from all the employees. However, for Syngenta's
business it would be time consuming to implement a change as it is having a large
population of employees.
◦ It helps in encouraging the ability of the employees to generate more and more ideas
and views for proper functioning of the business (Fogarty and Shaw, 2010).
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3.2 Comparing application of motivational theories
Basis Maslow's Hierarchy of needs Herzberg Theory of motivation
Meaning The theory is based on the concept of
various human needs and their level of
satisfaction.
The concept of the theory is based
on the use of motivators which
consider achievement, acceptance
and possibilities for growth.
Basis It refers to the hierarchy of human needs.
The theory identifies the sets of human
needs and their satisfaction level which in
turn motivates the employees. This theory
would be appropriate for Syngenta, for
motivating the employees (Bowling, Wang
and Li, 2012).
It includes the explanation of
hygiene factors and motivating
factors. For Syngenta, this theory
would define the hygiene factors
which dissatisfies the employee and
motivating factors which motivates
the employees.
Nature It is simple and descriptive, and it is based
on the experience of the human needs.
It is prescriptive in nature. It
identifies the effective use of
motivating factors and is generated
by interviewing number of
accountants and engineers.
Applicability It is the most popular and widely used
theory for motivation and has a wide scope
applicability.
This theory is an addition of
Maslow's motivational theory,
however its applicability is narrow.
Motivators Any of the need specified in the hierarchy,
can act as a motivator, provided it is not
satisfied or relatively less satisfied.
In this theory, the hygiene factors do
not act as motivators but the higher
order needs acts as motivators which
are achieving and recognizing needs.
3.3 Evaluating the usefulness of a motivation theory for managers in Syngenta.
Maslow's Hierarchy theory of needs states that motivation to the individual is based on
various sets of needs including safety, self-actualization, physiological, esteem and social needs.
As per the theory, an individual working in an organization would not seek satisfaction from
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higher level needs (esteem and self-actualization needs) until he fulfills his essential needs
(social, safety and physiological needs). It is useful for the managers in acquiring the self-
actualization needs, by offering development to an employee's potential and rewarding him with
a promotion (Luthans, 2010).
1. Physiological needs: These are the basic needs of an individual which are as food, water,
oxygen and sleep. They also include the less basic needs such as sex or similar activities.
2. Safety needs: It refers to the needs for a generally ordered existence of an individual in a
steady environment which is comparatively free of threats to the safety of an individual's
existence.
3. Social needs: These are the needs for affectionate relations with other individuals in the
environment and the need for one to have a recognized place as a group member – the
need to be accepted by one's peers.
4. Esteem needs: The need of a stable, firmly based self-evaluation. The need for self-
respect, self-esteem, and for the esteem of others.
5. Self-actualization needs: The need for self-fulfillment. The need to achieve one's full
capacity for doing.
However, the Maslow's theory of needs is useful to the mangers of Syngenta to:
 Encourage staff improvement – The theory fulfills the needs of the staff members and
encourages their potential to improve their working style and capacity.
 Lower levels of employee turnover – It increases the motivation level of the lower level
employees (office boy, labors and workers) of the organization, in achieving the higher
needs of their life for comfort living (Alessandri and et.al., 2012.).
 Achieve organizational goals – The theory advances the ability of staff in achieving the
specified needs which eventually rises the potentiality of the management to execute the
business operations in manner to achieve the desired objectives.
D2:
Based on the approaches to management and leadership theories, the difference so generated
between the mangers and leaders to Syngenta are:
 Idea – a manager administers the idea implementation and the leader innovates new
ideas.
 Business environment – the manager maintains; the leader develops.
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 Motive - The manager directs the systems and structure; the leader focuses on team
members.
 Relation - The manager believes on control; the leader inspires trust.
 Source - The manager imitates the location; the leader originates the new beginning.
 Responsibility - The manager is responsible to do things right; the leader is responsible to
do right things.
TASK 4
4.1 Nature of groups and their behavior
The interaction of two or more people with one another in such a way that each
individual is influenced and influences by every other individual. The management of an
organization has two main categories of groups which are formal and informal (Pazy, and
Ganzach, 2010.).
 Formal groups – they are the units of individuals or employees which are made by the
management as a functional part of an organization structure. They are characterized in
terms of their roles and purposes, with the main function to achieve the purposes and
objectives of the organization as specified in its policies and operation statements.
 Informal groups – they are the groups which are created by the employee centered
groups. Its intention is generally different from the objectives of organization. The groups
normally tends to decide their own standard, personal goals and interpersonal relationship
behavior.
However, group behavior is required to be inculcated in an organization for a simple
reason that employees are familiar with the rules and regulations that regulate organization's
operations. Hence, there is a necessity for similarity and uniformity in the style organizational
group behavior has to be defined (Borgogni, Petitta and Mastrorilli, 2010). Along with this,
group think and group behavior must be encouraged by the Human Resource team of Syngenta
as a means to ensure connection in the organization relations.
4.2 The factors that promote the development of effective teamwork
Main factors that are helpful in promoting the development of effective teamwork are:
 Skills and ability – This is the main element which the management requires for building
up an effective team in an organization. Every individual of a group needs to have
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appropriate skills and ability to achieve the organizational and personal goals. However,
each team member should be aware about his abilities and skills, as well as its team
member capabilities (Riding and Rayner, 2013.). This allows framing a supportive team
whose members help each other’s and fulfill other roles more effectively.
 Group Size – To promote the effectiveness of a team it is necessary to decide a certain
size or number of members for a team. The number of members decides the working
capacity of the team by maintaining the communication level among the members. It also
helps in deciding the roles and responsibilities of the team units and balancing the team
for effective teamwork.
 Group norms – these are factors which are present in all groups or teams of organization.
These norms describe the individual manner of acting and roles which he is going to play
as a member in the group. The main standard to be maintained by each member is to
balance the team and functioning of the team to achieve the organizational goals. They
are described for some specific tasks defined by the management which the team, as a
whole, is responsible to accomplish within the stated duration.
4.3 Impact of technology on team functioning within an organization
Contemporary world consider technology and science as it crucial element in achieving
desired goals. Numerous business entities change their methods of production and marketing
techniques with any technical development relating to their respective field. As it is already
mentioned that Syngenta deals in producing agrochemical and high yield seeds so the company's
internal and external factors to rely on this segment. Firstly, it enhances the work efficiency and
proficiency of the produced goods. Technically advanced machinery and tools are brought at
large scale in order to produced desired products. Secondly, technology not plays its role in
production department but significantly contributes in training and development of employees
and staff.
Training sessions organized by the business entity are well equipped with learning assets
like digital sessions, video conferencing classes. Apart from that thirdly, it improves team
communication by making use of mail management system, telephonic conversations and use of
information technology. It has helped to develop strong networking system in the organization
that enforces formulation of virtual teams in the organization. Although company bears good
amount of capital in bringing new and innovative technology to its manufacturing unit. The cost
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of acquiring such technical advancement is comparatively high. Still, it invests in this factor of
production as it also promotes the company to set up its branches at global and cross cultural
level.
CONCLUSION
According to the above report it can be concluded that Syngenta the agro-products based
company efficiently make use of its human resources efficiently. The report comprises
organizational structure and culture of the company that helps to understand significance of both
these concepts. It also evaluates different management and leadership style adopted by the
corporation. Further, the report prevails impact of motivational theories to encourage different
levels of management. At last it examines the nature of group dynamics and behavior favorable
for the firm along with significance of technology on its team functioning.
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