BY SHRADDHA SHARMA

UNIT: 3 Organisational BehaviourRelationship between organisational

structure and culture & leadership

Contents

Organisational structureTypes of structureNetwork structureSpan of controlOrganisational culturalDiagnosing behavioural problemsCompare and contrastFunctions of managementframe of reference for leadership

Organisational structures

Explicit and implicit institutional rules and policies designed to provide a structure where various work roles and responsibilities are delegated, controlled and coordinated. It also determines how information flows from level to level within the company.

1.1

Matrix organisational structures

It is usually defined as one where there are multiple reporting lines – that is, people have more than one formal boss.This may incorporate solid lines (direct strong reporting) and dotted lines (a weaker reporting relationship, but still indicating some formal level of ‘right’ to the individual’s time) or it may mean multiple solid lines to more than one boss.

1.1

Geographical organistaional structure

It is used for organizations that have offices or business units in different geographic locations.

Functional organisational structure

Functional organizational structure is best for smaller companies or for the sole proprietor. It is rigid in nature. Functional structure works well in a stable environment where your business strategies are less inclined to need changes or updating.

Centralised Decentralised

It has greater degree of control and it is the degree to which authority is dedicated within an organisation.

It keeps decision making power at the top of the hierarchy.

It does not delegate to local or lower levels.

The degree of delegation of authority to the regions or to the subordinates is greater in this case.

Power and authority to make decisions. It delegates from head office to lower and local level.

Decisions made in relation due to local circumstances.

It has less uniformity.

Types of structure

Network structure

The network structure is a newer type of organizational structure often viewed as less hierarchical (i.e., more flat), more decentralized, and more flexible than other structures. In this structure, managers coordinate and control relations that are both internal and external to the firm.

Internal structure External structure An internal market network structure exists when the organisation establishes each submit as an independent profit center allowed to buy and sell services to each other and the external market

The external network develops temporary relationships with external corporations and institutes to meet goals.

Span of control

Span of control means managing a number of individuals a person is responsible for managing. A wide span of control means that there are many people reporting to a manager whereas a narrow span of control indicates that only a few people are reporting to the manager.

Culture symbols and norms

Symbols, like artifacts, are things which act as triggers to remind people in the culture of its rules, beliefs, etc. They act as a shorthand way to keep people aligned.

Symbols can also be used to indicate status within a culture. This includes clothing, office decor and so on. Status symbols signal to others to help them use the correct behavior with others in the hierarchy. They also lock in the users of the symbols into prescribed behaviors that are appropriate for their status and position.

Organisational culture

Organizational culture is a system of shared assumptions, values, and beliefs, which governs how people behave in organizations. These shared values have a strong influence on the people in the organization and dictate how they dress, act, and perform their jobs.

Power Culture firm control is the key element, decisions are made by one or a small number of people. Power cultures are usually found within small organisations or a section/department belonging to a large organisation.

In a Role Culture organisation, individuals are assigned a specific role or job. They may have a job description listing the tasks they are responsible for. Role culture enables large organisations to spread tasks among their employees and ensure key tasks are covered without unnecessary duplication.

Task culture refers to the use of teams to complete tasks especially if the task/objective has a number of steps. The establishment of project teams for the completion of specific objectives/plans is an example of task culture

Person culture organisations focus on the people working within the organisation as they rely on the specialist knowledge of the workforce.

Microsoft Fed ex

Types of structure and culture

1.2 Explain how the relationship between anorganisation’s structure and culture can

impact on the performance of the business

Organisational culture somehow characterizes the organisational structure of an organisation yet the structure additionally in part characterizes the way of life of an organisation.

It can likewise be said that the structure is a system for the way of culture manages how the organization ought to be organizedto be executed, while the way of culture.

So, no matter how big a company, if its culture starts to disintegrate, it is only a matter of time till the structure also follows.

Diagnosing Behavioral Problem 1.3

Abilities- The quality of being able to do something, especially the physical, mental, financial, or legal power to accomplish something.

Perception- The process of perceiving something with the senses.

Attitude- A manner of thinking or behaving that reflects a state of mind or disposition.

Value- Worth in usefulness or importance to the possessor; utility or merit.

Compare the effectiveness of different leadership styles in different organisations

Authoritarian:This style uses directive behaviors. Leaders tell the followers what to do and how to do it.Democratic:Generally the most effective leadership style. Democratic leaders offer guidance to group members, but they also participate in the group and allow input from other group members. Laissez-FaireThis leadership style offers little or no guidance to group members and leave decision-making up to group members. There is little leader participation.

2.1

Compare Contrast

The leadership styles Bill Gate’s follows are participative style and authoritative style. The reason is that, Gates involved his subordinates in decision making so they were good at delegating. He is a flexible person and he recognized his role was to be visionary of the company.

It has a complex leadership style. The leadership style is combined between affiliative style, participative style and democratic style. The company has a flat structure; the managers give their subordinates authorities so they are good at delegating.

Different leadership style in different organization

&

2.2

the approaches which originally underpin the practice of any business organisation:

Scientific management approach: The scientific management and performance are the responsibility (Brooks, 2006) of the course. Inspired by various scientific preparations and updating of the staff and the division of labor between them and supervisors.

Classical administration approach: The main focus in a way that leads to better management of the organisation as Henry Fayol management principles to the following formula: the division of labor authority and responsibility, discipline, unity of direction. The subordination of the interests of the parties to include employee compensation.

Bureaucratic approach: At the heart of the concept of dominance. The ruling by a competent knowledge of the extent that saw the power of their own, and the object of the Government’s debt.

Functions of management

There are five functions of leadership and management i.e, planning, organising, staffing, coordinating and controlling.

• Planning It is defined as setting a goal and determining the

most effective course of action needed to reach that goal.

• OrganisingIt involves developing the organisational structure

and chain of command within the company.

Contd.

StaffingIts main purpose is to hire right people for the right

jobs to achieve the objectives of the organisation.CoordinatingIt looks into the above mentioned functions and

ensures all departments are on the same page in terms of achieving the objective.

ControllingIt involves establishing performance standards and

monitoring the output by the employees to ensure their performance meet those standards.

Managerial roles

Management incorporates into almost every aspect of an organisation and involves different roles and responsibilities. Henry Mintzberg(1973) . He has given three categories under which roles and responsibilities lies.

Interpersonal- between two people or more than them.Informational- designed or able to impart performancesDecisional- having the power or authority to make decisions.

Henry Mintzberg

Evaluate the different approaches to management used by different organisations

Management StylesA better supervisor, it is important to know the different

management styles employed in general, and which one is best suited for the personality of the manager. 

The Four basic styles are:Autocratic style –The manager alone has the power in

decision making and policy.Bureaucratic style – Decided by enforcing the rules.Democratic style – The focus of the group with more

power and greater collaboration within the group.Laissez-faire style – When the managers left the group to

work on their own. They can help if needed.

2.3

Frames of reference for leadership

Achiever - a person who achieves a high or specified level of success

Strategist - a person skilled in planning action or policy, especially in war or politics

Opportunist- a person who takes advantage of opportunities as and when they arise, regardless of planning or principle

Diplomat- a person who can deal with others in a sensitive and tactful way

References

http://www.ukessays.com/essays/commerce/understand-different-approaches-to-management-and-leadership-commerce-essay.php