organizational behavior - assignment (autosaved) (autosaved)
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Organization and Behavior
Task 1
a) Select two organizations of your choice and compare and contrast the
structure of those two organizations.
There are 9 organizational structures that can be identied.
1. Hierarchical. !lat". Tall#. !unctional$. %roduct based&. 'eographically based(. atri*
+. ,entralisation9. -ecentralisation
Kentucky Fried Chicken KFC
1. fc comes under geographically basedstructure.
/sually large organizations like fc ha0e many branches in dierent
countries. fc is functioning there works in 11$ dierent countries in 2frica3
2sia3 ,eribbean4 South 2merica3 5urope and middle east.
Area based (geographical) defnition
!irm organizedinto geographical units6 regional3 national3 international) that
reportto a central head7uarter which administersthe core functionssuch as
planningand marketing.
8usiness -ictionary.com3 6n.y.).'eographic rganization. :nline; 6n.d.)
20ailable at< httporganization.html
:2ccessed "rd?anuary @1";.
irgin group
this comes under the matri* structure.
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http://www.businessdictionary.com/definition/organized.htmlhttp://www.businessdictionary.com/definition/unit.htmlhttp://www.businessdictionary.com/definition/regional.htmlhttp://www.businessdictionary.com/definition/report.htmlhttp://www.businessdictionary.com/definition/administer.htmlhttp://www.businessdictionary.com/definition/function.htmlhttp://www.businessdictionary.com/definition/planning.htmlhttp://www.businessdictionary.com/definition/marketer.htmlhttp://www.businessdictionary.com/definition/geographic-organization.htmlhttp://www.businessdictionary.com/definition/geographic-organization.htmlhttp://www.businessdictionary.com/definition/unit.htmlhttp://www.businessdictionary.com/definition/regional.htmlhttp://www.businessdictionary.com/definition/report.htmlhttp://www.businessdictionary.com/definition/administer.htmlhttp://www.businessdictionary.com/definition/function.htmlhttp://www.businessdictionary.com/definition/planning.htmlhttp://www.businessdictionary.com/definition/marketer.htmlhttp://www.businessdictionary.com/definition/geographic-organization.htmlhttp://www.businessdictionary.com/definition/geographic-organization.htmlhttp://www.businessdictionary.com/definition/organized.html -
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any assume the Birgin 'roup to be a multinational3 but such is not the
case. 5ach of the "@@ odd companies of the Birgin 'roup operates separately
and 8ranson ser0es as shareholder3 chairman3 and public relations supremo.
ost of them are operating companies that own assets3 employ people3 andoer goods and ser0ices. These operating companies are owned and
controlled by about @ holding companies. The Birgin 'roup has a 0ery
comple* structure. Ct has been termed both as a brand franchising operation
as well as a keiretsu. 6'rant3 @@+) Howe0er3 based on its structure3 the
Birgin 'roup can be safely termed as an organization with a keiretsu
structure. 2 keiretsu is a group of organizations3 each of which owns shares
in the other organizations in the group3 and all of which work together to
further the groupDs interests. 6?ones3 ills3 Eeatherbee3 4 ills3 @@&)
!urthermore3 such a large organization with a comple* structure needs to be
organic in order to be able to adapt to changes in its en0ironment. 2n
organic structure promotes Fe*ibility3 so people initiate change and can
adapt 7uickly to changing conditions. 6 ?ones et al.3 @@&)
,onsidering each of the indi0idual companies as a department pro0iding a
uni7ue product or ser0ice3 it is e0ident that they e*hibit product
departmentalization. %roduct departmentalization is the di0ision of the
departments of an organization based on the type of product or ser0ice
oered. 6?ones et al.3 @@&) !or e*ample3 Birgin obile oers cellular ser0ices
while Birgin Gecords is a music label. Howe0er3 the structure of the Birgin
'roup is so comple* that it is necessary for it to not ust ha0e one type of
departmentalization. !or instance3 Birgin obile has operations in many
dierent countries like the /3 Cndia and 2ustralia. 2s such3 the type ofser0ice 0aries in each of these countries. This shows that Birgin obile also
e*hibits geographic departmentalization. 'eographic departmentalization is
the di0ision of an organization based on the geographic location. 6?ones et
al.3 @@&) Cn addition3 type of ser0ice and products also 0aries depending on
the customer base hence e*hibiting customer departmentalization. ,ustomer
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departmentalization is the di0ision of an organization based on the kind of
customers it ser0es. 6?ones et al.3 @@&) Since the Birgin 'roup of companies
e*hibit so many types of departmentalisations3 the organization as a whole is
said to ha0e a hybrid structure3 which is a mi*ture of two or more kinds ofdepartmentalisations. This multi>di0isional approach helps the Birgin 'roup
to easily adapt to the cultural3 technological and other forces in the region it
e*pands to.I
/ 5ssays. Jo0ember @1". The Birgin 'roup 2n Cnsight Cnto rganizational
Structure 2nd ,ulture 8usiness 5ssay. :online;.
20ailable from< http0irgin>group>
an>insight>into>organizational>structure>and>culture>business>essay.phpK
crefL1
:2ccessed 1( -ecember @1#;.
!atri" structure
an organizational structure that o0erlays two structures in order to inFuence
the benet of both.
The companies like 0irgin use this structure because there are many sub
companies comes under the head company.
5*
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b),ompare and contrastthe culture of the selected organizations.
2ccording to -eal and ennedyDs cultural models3 there are four main types
of culture.
Eork M hard3 play M hard culture
Tough M guy macho culture
%rocess culture
8et M the M company culture
fc comes under the work M hard3 play M hard culture.
#isk
Now High
Feedba
ck and
re$ard Gapi
d
%ork&
hard'
play&hard
culture
ough&guy
acho
culture
Slo
w
*rocess
culture
Bet&the&
copany
culture
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%ork +ard' *lay +ard Culture,
This culture is the world of sales 6among others). 5mployees themsel0es take
few risksO howe0er3 the feedback on how well they are performing is almost
immediate. 5mployees in this culture ha0e to maintain high le0els of energy
and stay upbeat. Heroes in such cultures are high 0olume salespeople.
Cnterestingly3 this culture recognizes that one person alone cannot make the
company. They know it is a team eort and e0eryone is dri0en to e*cel.
,ontests among employees are common here3 as they dri0e e0eryone to
reach new heights.
ind Tools3 6n.y.).-eal and ennedyPs ,ultural odel /nderstanding Gites and
Gituals in ,orporate ,ulture,:nline; 6n.d.)
20ailable at< http
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c) 5*amine the relationship between the organizationDs structure and culture3and the eects on business performances in the selected organizations.
KFC china
Ehen fc arri0e to china they had lots of problem with their culture. ,hinese
go0ernment oRcials had no idea of what franchising meant3 intellectual
property and franchising laws were weak. There were no known foreign
brand names3 fc did not want to franchisees to buy the brand and then be
able to sell whate0er they wanted with no legal recourse. !oreign
multidi0isional organizations learned 7uickly that they couldnDt do business
in china without go0ernment in0ol0ement. 2s a result fc has $@ registered
companies in china. 2nother problem is de0eloping a marketing program
that will attract ,hinese to fc instead of other fast food restaurant. The
management of ,hinese kfc knew that kids donDt come alone but bring with
them their friends. To attract kids they added a new menu and pro0ided
entertainment.
5.g. combo meals.
,ombo meals not only attacked but also simplify communication and choice.
2t fc kids ha0e a corner recei0ed for them. The corner is staed with a
professional hostess whose ob is to talk with the kids. To ensure that they
are ha0ing a good time3 the hostess were singing and dancing with them.
The a0erage that fc hosts more than #"@ birthday parties annually.
To compete in the fast food industry they had to dierentiate fc from
millions of mom M and M pop restaurants. Therefore they needed to pay
considerable attention to ,hinese 0alue. Ehen a restaurant opens3 it is
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celebrated with a traditional Nion dance to bring good luck and attend by
local politicians3 e0en though traditional ,hinese fast food restaurants ha0e a
lot of choice on their and are cheap3 controlling the standard of their cooking
is diRcult. fc prided themsel0es on the consistency of their oerings.5mployees are trained to prepare food consistently by following rules and
procedures spelled out in the operating manual. The menu at fc pro0ides an
important intangible social freedom. Cn ,hinese restaurants3 what you order
has social and implications. The wrong order can cause the person to lose
face with friends. 2 standard and restricted menu with a limited price range
frees the dinner from the concern. ,hina has a strong desire to catch up with
the rest of the world. -ining at an 2merican restaurant enables ,hinese
people to feel connected to the rest of the world. The younger 8eiing people
who ha0e higher incomes and wish to be connected more closely to the
outside world3 eating at mc -onaldDs or fc or pizza hut is an integral part of
their new lifestyles.
There is a shortage of management challenge throughout china. Through its
use of standardized recipes3 cooking methods and other practices3 fc is
looked upon by the ,hinese people as a company that practices scientic
management. This acknowledgement attacks consumer an*ious to
participate in the modern world. The cleanliness of the bathrooms3 the no
smoking policy3 the kidDs corner 6no parents allowed)3 good ser0ice3 and lack
of noise are all attractions that distinguish fc from other fast food
restaurants.
irgin group
2t Birgin our people come rst because they are the core of our culture and
the force behind our success. Their insatiable curiosity about how to keep our
brand and our customers number one priorities ensure that Birgin always
pro0ides heartfelt ser0ice.
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Birgin3 @1.ur story3 your story3 her story3 history. :nline; 6 n.d. )
20ailable at< httpand>planet=our>story>your>story>
her>story>history
:2ccessed< "=@1=@1";
d) 5*amine the factors which inFuence indi0idual beha0ior at work with
reference to the abo0e two organizations.
There are $ main factors that inFuence indi0idual beha0ior at work.
%ersonality %erception 2ttitude
2bility Stress and change
he individual behavior o. virgin group eployees
BirginDs assumption is that it is fun to make customer happy. Satised
employees are a precondition for satisfying customers3 which in turn is a
precondition for making prots. anagers donDt ha0e to bribe employees to
do this3 but that do need to sustain the morale and enthusiasm. Ctall comes
down to people3 the ,5 of the 0irgin group3 Gichard 8ranson remarked in
an inter0iew with -a0id She to !orbes. Jothing else e0en comes close. 8y
making employee happy rst3 customers will be happy3 he reasons.
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http://www.virgin.com/people-and-planet/our-story-your-story-her-story-historyhttp://www.virgin.com/people-and-planet/our-story-your-story-her-story-historyhttp://www.virgin.com/people-and-planet/our-story-your-story-her-story-historyhttp://www.virgin.com/people-and-planet/our-story-your-story-her-story-history -
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8ranson says his philosophy of look for the best and you will get the best
helped him build an empire recognized young3 fun culture. CtDs much more
fun looking for the best in people3 he says. %eople donDt need to be told
where theyD0e slipped up. He thinks that they can gure that out forthemsel0es. 8ranson feels strongly that if an employee is not e*celling in one
area of the company3 he or she should be gi0en the opportunity to do well in
a dierent 0irgin group ob. !iring is seldom an option. 2s 8ranson puts it in
his autobiography3 C get the best people. C asked 7uestions3 and then C say3
letDs ha0e some fun. Ct is not possible for employees to enoy themsel0es if
their ob or career under threat3 he belie0es. Sta should come rst3 he
says.
oti0ation strategies e*tend to inno0ati0e ideas. 8ranson belie0es that
employees are entrepreneurs in their own right. The key to encouraging
inno0ation within the 0irgin ranks3 according to 8ranson3 is to listen to any
and all ideas and to oer feedback. 5mployees often lea0e companies3 he
belie0es3 because they are frustrated that their ideas are not heard.
Cnteraction between managers and employees are fundamental. !or the
companies in which he ser0es as both chief e*ecuti0e and chairman3
8ranson writes his sta informal letters in his paper notebook to tell
e0erything that is going on3 and he encourages them to write him with any
idea or suggestions. They do. C really do listen to what people say3 e0en
when we are out in a club at " a.m. and someoneDs passing on an idea in a
drunken slur. 'ood ideas come from people e0erywhere3 not in the
boardroom. 8ranson also gi0es them his home address and phone number.
He responds with a letter personally. 8ranson belie0es the most important
7uality a good leader can ha0e is the ability to care about others. Uou canDt
be a good leader unless you generally like people. That is how you bring out
the best in them3 he says.
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8ranson learned early on to de0elop his delegation skills. < as much as you
need a strong personality to build a business from scratch3 you also must
understand the art of delegation3 he says. C ha0e to be good at helpingpeople run the indi0idual businesses3 and C ha0e to be willing to step back.
The company must be set up so it can continue without me. 8ranson has
de0eloped a le0el of trust with his top managers by setting the direction and
then stepping back to let them na0igate. He comes up with the original idea3
spends the rst three months immersed in the business3 and then gi0es chief
e*ecuti0es a stake in the company and asks them to run it as if itDs their own.
Trust in managers and employees are particularly important as 8ranson looks
to build 0irgin.
8ranson also belie0es in gi0ing people a second chance3 as he did with his
best friend3 Jick %owell. 'i0epeoples a second chance if they screw up.
50en people who ha0e stolen from us ha0e become3 when gi0en a second
chance3 incredibly loyal and 0alued employees. C donDt know where CDd be if C
had not been gi0en second chances.
8ranson belie0es in a share the wealth philosophy. Ehen the ury awarded
V $@@3@@@ and 0irgin 2tlantic V 11@3@@@ as the result of the libel action
against 8ritish airways3 it was the highest in the history of uncontested libel
settlement in the /nited ingdom. 8ranson ga0e it all to his employees. 2s a
result of his treatment3 his sta is incredibly loyal and protecti0e of him.
-re*ler3 .3 @1@. 8usiness Neaders Eho changed the Eorld. 1STed. umbaioperation. 2lthough some facets of this theory are outdated3 some of
its features are still applicable in the business structure of modern times. 2s
a good illustration3 Birgin group may be ha0ing what appears as a rela*edworking en0ironment but some features of scientic management are in
application. Such aspects of scientic management used in Birgin 'roup
include training3 selection3 and payment pecked on results. Some employees
are compensated because of their outstanding entrepreneurial ambition and
inno0ati0e thinking. utstanding performance in Birgin 'roup is not only
measure by the amount of nancial input an employee has brought but also
creati0ity and ability to think outside the bo*. 2nother model of management
is bureaucracy3 which sees the organization of business as one unit. The
pioneers of this school of thought belie0ed that family practices could not be
delinked from the organization. Therefore3 there a need to merge family
goals with those of the entire organization.
rganizational goals of Birgin 'roup cannot be dissociated with those of Sir
Gichard 8ranson. This is enough reason to conclude that the management
style in the organization has some elements of bureaucracy in leadership.
a* Eeber rst formulated this kind of management approach. The impact
of entire society is gi0en considerable attention by the management. Cn this
model3 the organization is considered as an integral part of an amorphous
society. -espite ha0ing some draw backs3 this model has found its way in to
the Birgin 'roupDs management style. Cn a bid to meet the needs of the
society it is ser0ing3 0irgin management gi0e priority to the impact3 its
strategies will ha0e on the society. This is the reason as to why Birgin2tlantic3 an airline company under Birgin 'roup3 has been on the frontline on
the crusade for en0ironmentally friendly et fuel.
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!urthermore3 there is an element of administrati0e theory in the
management of Birgin 'roup. %ropounded by Henry !ayol3 administrati0e
theory 0iew management as a chronological process comprising of planning3
organization3 training3 and coordination of functions. This model representsthe transitional theory between the traditional and modern models. Ct is
characterized by rigid and mechanistic tenets. Birgin 'roup has a little bit of
these management principles. Ct has de0iated from it by allowing liberalized
management at departmental le0el. Howe0er3 at the departmental le0els3
there is need to ad0ance the principles of management. The thoughts of
employees should remain to be customized to suit these principles.
The management of Birgin group with a hea0y weight is contingency
approach. The decision>making and plans e*ecutions are done with close
reference to the problem at hand. This has seen the group attain notable
milestones in streamlining its management3 which e0entually translates in to
re0enues. Cn this management model3 the dynamics of business
en0ironments is appreciated. Ct recognizes the fact that dierenten0ironments re7uire dierent management approaches.
,oncisely3 it is true to argue that Birgin 'roupDs success story of many years
is a factor of many things including it optimal management model. The group
has been able to amalgamate the presets of e0ery model to suit its present
needs. Ehat is emerging 0i0idly from this global organization is the fact that
the eRcacy of management is determined by its ability to mo0e away from
con0entional and rigid re7uirements. o0ing with the trends in the market
has been pro0en benecial in optimization of prots.
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The most common feature that has made him achie0e great milestones in
business de0elopment is the ability to moti0ate and rally fellow partners in
pursuit of a business opening. Cf the recent ac7uisitions are taken as an
illustration3 he managed to con0ince fellow stakeholders in adoption of newstrategy.
Cn his 0entures3 he looks for people who are outgoing and willing to start new
businesses. His capacity building nature has made him an admirable leader
of modern business. His focus spans beyond the orthodo* perspecti0e of
employees where the management e*pects the workers to perform to
deser0e compensation. The interest of 8ranson surrounds asking the
7uestion as to whether a partner or employee is optimizing his or her
capacity. He is interested also with people who are willing to take risks and
the best in their tasks. !or a long time3 he has succeeded in bringing out the
best out of his sta3 a core character of transformational leader. There is no
doubt about the fact that 8ransonDs success since 19(@s is directly attribute
to his attitude towards management of a team. Cn his approach3 the barriere*isting between the employees and management is broken.
Cn fact3 many people working with him approaches business issues with a
philosophy of achie0ing through inno0ati0e thinking and not adhering to the
preset rules. 8ecause of the ideologies propagated by 8ranson3 all
participants in the organization share similar 0alues. He formulated his ownstyle of leadership3 priding himself on integrating the employees in to his
style and seeking their thoughts on ways of impro0ing 0alue to customers.
5mployees are e*pected to internalize these 0alues and respond in
accordance to them. Cntegration of corporate 0alues in leadership strategies
means that there is little interference by e*ternal forces. Je0ertheless3 Sir
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8ransonDs approach does not mean that the employees are entirely
dependent on the chairmanDs thoughts. They are e7ually accountable of their
actions like fellow employees under transactional leadership. Cn order to
moti0ate his employees3 8ranson and his management team3 especiallyhuman resources management department ha0e systems of enhancing
commitment of employees through bonuses3 stock options and prot
sharing3 and internal promotion where0er possible.
2part from Sir 8ransonDs input in the success of 0irgin 'roup3 there is a
contribution of organizational culture in the company. rganizational culture
e*isting in Birgin 'roup in fairly comple*. The 'roup ser0es more than 1@@
companies operating separately in the industries which are not entirely
related. The common feature within e0er company in the group is the
glamorous Birgin 8rand. The brand remains unchanged in all companies
operating in dierent businesses. This is a similarity3 which puts a hea0y
responsibility on each department or di0ision to positi0ely represent the
brand. The image re0eals an o0erall image of 7uality and inno0ation inherentin the group. Through the creation of an e*clusi0e brand3 the company has
been able to consolidate and maintain desirable loyalty le0els among the
customers.
The di0erse business portfolio e0ident in Birgin 'roup businesses is helpful in
building and maintaining loyalty in 0arious industries. This is the main reasonas to why the company has witnessed high le0els of success. The managers
in the company employ the concept of creati0ity to encourage employees to
enhance their contribution to the group in whate0er le0el of hierarchy. They
discourage the scenario where employees sit back to e*ecute instructions.
5mployees ha0e the capacity of producing cutting>edge products3 which the
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whole company will be able to deli0er to the market. They can also formulate
ways of impro0ing eRciency in the company. This is an outstanding feature
of Birgin 'roup. 50ery indi0idual has a say when it comes to products
de0elopment. The management style in application at Birgin 'roupencourages members of sta to be competiti0e. This will e0entually build a
desire in the hearts of employees to see the company succeed so that they
can be recognized as contributors to new and inno0ati0e business model.
There is no clear cut between management and leadership within Birgin
'roup. Transformational leadership emanates from e*ecuti0es and top
managers in the company. There are harmonized goals set by Sir Gichard
8ranson and fellow company e*ecuti0es. Barious companies within the group
will work towards achie0ing those goals. These ambitious goals range from
utilization of new technology3 e*pansion in international markets3 oint
0enture with other e*isting companies and loyalty among customers. 'oals
formulated at this le0el of management are communicated to e0ery
employee in the company. This is a benecial strategy3 which gi0es e0eryemployee a task to accomplish in fostering the groupDs mission. The senior
management implores the employees to output their skills in such a way that
they are going to complement the company. The notion behind this eort is
to ad0ance the philosophy that the entire benets of the group will
e0entually lead to indi0idual gains for e0ery person in0ol0ed. The
contribution in the group will ultimately result in rewards for managers3
employees3 shareholders3 e*ecuti0es3 and customers alike.
ne desirable feature of Birgin 'roup is its organizational structure. Through
its structure the company has succeeded in o0ercoming the challenges
related to e*pansion. 2n e*pansi0e organization like Birgin 'roup must
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e*plore ways of handling the massi0e information within the company.
Through its Fat organizational chart3 Birgin 'roup Nimited has been able to
handle it e*pansi0e business portfolio with much ease. The reduction of
horizontal chain of command means that interdepartmental communicationis enhanced.
2s the le0el of hierarchy mo0es down3 the lower le0els of management tend
to concentrate more keenly on the management of the company. 2lthough
leadership is always encouraged among the managers3 it re7uires some
le0els of strict management to make sure that the task has been
accomplished. -ierent di0isions within the company ha0e dierent
management function. 2t Birgin 'roup3 managers ha0e se0eral goals of wide
scope. 8ecause of the fact that dierent di0isions of the company are
specialized in their operations3 well>trained and 7ualied mangers are
re7uired to manage it eecti0ely. Cn most cases3 managers employed by the
company ha0e a rm background in their sector of specialization. They must
also pro0e that they are capable by showing a successful record ofaccomplishment. Ct is the sole responsibility of managers within Birgin 'roup
to ensure that day>to>day operations needed to keep the di0ision running are
e*ecuted eecti0ely.
rganization is a 0ital ingredient in the success of Birgin companies. Since
the group in an amorphous company comprising of se0eral companies3organization is 0ery critical in putting together the processes. To start with3
the company has many goals to be achie0ed like e*panding the global
presence and building of customer loyalty. The top e*ecuti0es are
responsible for determining these goals and making them a0ailable to the
entire company. The same e*ecuti0e must ensure that these goals are
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achie0able for them to be recei0ed well by employees. Howe0er3 caution
should be e*ercised to ensure that the employees are not underutilized.
,hallenging goals are important for the employees to feel that they are
engaged in meaningful tasks. rganization of these goals within the di0isionwill ensure that specic targets are made. 50ery di0ision has separate and
specialized goals aimed at increasing market share and impro0ement of
product and ser0ices.
2s the hierarchy ad0ances to the unior stas3 goals become more precise
and short li0ed. The targets set at implementation le0els are easily
achie0able because they are 0ery specic. These specic goals are
formulated by di0ision managers with close reference to those of the entire
group. This system of information transfer enables the company to remain on
track on the ourney to meeting the targets set by e*ecuti0es. Birgin is a
li0ing e0idence for the fact that this kind of organization is a maor
prere7uisite for business success. 8reaking down of general goals in to
actionable points is a desirable feature re0ealed in BirginDs organization.
2 healthy and workable organizational structure witnessed in Birgin 'roupDs
businesses is attained with many 0arying strategies. Transformational
leadership is one of these strategies that ha0e seen the company attain
great heights of success. This strategy enables people of di0erse
backgrounds and ability to share a common goal. Through working together3
a team can combine its membersD eorts and work towards achie0ing
common goal. Transformational leadership gi0es e0eryone an e7ual chance
to output his or her ability without reser0ations. 2 critical re0iew of Birgin
'roup business re0eals that its 0ersatile and inno0ati0e workforce is due to
the transformational leadership in place. This is in contrast with transactional
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leadership in which employees are compensated according to performance.
The draw back with this kind of leadership is that it breeds greedy employees
whose goal will be to amass rewards as much as possible.
Cn conclusion3 there are many things to be learned from leadership and
management of Birgin 'roup Nimited. The company has cut itself a niche in
0arious industries. Ct has also pro0en that all things are possible with
dedication and commitment. Through the able leadership of its ,hairman3 Sir
Gichard 8ranson3 the management team has come up with a uni7ue formula
of managing large scale businesses like Birgin 'roup. To a large e*tend3 the
success of Birgin 'roup is directly attributable to the input of Sir 8ranson. He
has succeeded in opening a new chapter of management3 which de0iates
from con0entional methods. His liberal and all accommodating approach is
desirable. There is a formidable blend between management and leadership.
2 critical re0iew of these two elements re0eals that there is no clears cut
between the two< a feature that has worked well for the company.
/ 5ssays3 Jo0ember @@". ,ase Study of The Birgin 'roup and Cts
Neadership :nline; 20ailable atof>the>0irgin>group>
and>its>leadership>business>essay.php :2ccessed "rd?an @1";.
b) 5*plain how organization theory underpins the practice of management
within the selected organizations.
Birgin was founded in 19(@ as a mail order record business and de0eloped as
a pri0ate company in music publishing and retailing. Cn 19+& the company
was Foated on the stock e*change with a turno0er of V$@m 62"&.$m).
Howe0er3 8ranson became tired of the public listing obligations< he resented
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making presentations in the ,ity to people whom3 he belie0ed did not
understand the business. The pressure to create short>term prot3 especially
as the share price began to fall3 was the nal straw< 8ranson decided to take
the business back into pri0ate ownership and the shares were bought back atthe original oer price. The name Birgin was chosen to represent the idea of
the company being a 0irgin in e0ery business it entered.
8ranson has said that< WThe brand is the single most important asset that we
ha0eO our ultimate obecti0e is to establish it as a maor global name.D This
does not mean that Birgin underestimates the importance of understanding
the businesses that it is branding. Geferring to his intent to set up a WgreenD
energy company producing ethanol and cellulosic ethanol fuels in
competition with the oil industry3 he said3 WEeDre a slightly unusual company
in that we go into industries we know nothing about and immerse oursel0es.D
BirginDs e*pansion had often been through oint 0entures whereby Birgin
pro0ided the brand and its partner pro0ided the maority of capital. !or
e*ample3 the Birgin 'roupDs mo0e into clothing and cosmetics re7uired an
initial outlay of only V13@@@3 whilst its partner3 Bictory ,orporation3 in0ested
V@m. Eith Birgin obile3 Birgin built a business by forming partnerships
with e*isting wireless operators to sell ser0ices under the Birgin brand name.
The carriersD competences lay in network management. Birgin set out to
dierentiate itself by oering inno0ati0e ser0ices. 2lthough it did not operate
its own network Birgin won an award for the best wireless operator in the /.
Birgin !uels appears to be somewhat dierent in that Birgin is putting up the
capital and using the Birgin brand to attract attention to the issues and
possibilities that the technology oers. Cn @@$ Birgin announced the
establishment of a W7uadruple playD media company pro0iding tele0ision
broadband3 *ed>line and mobile communications through the merger of
8ransonDs / mobile interest with the /Ds two cable companies. This Birgin
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,ompany would ha0e 9 million direct customers3 1.$ million more than
8Sky83 and so ha0e the nancial capacity to compete with 8Sky8 for
premium content such as sports and mo0ies. Birgin tried to e*pand this
business further by making an oer for CTB. This was reected asunder0aluing the company and then undermined further with the purchase of
an 1+ per cent share of CTB by 8Sky8. This prompted 8ranson to call on
regulators to force 8Sky8 to reduce or dispose of its stake citing concerns
that 8Sky8 would ha0e material inFuence o0er the free>to>air broadcaster.
Birgin has been described as a WkeiretsuD organisation M a structure of loosely
linked3 autonomous units run by self>managed teams that use a common
brand name. 8ranson argued that3 as he e*panded3 he would rather sacrice
short>term prots for long>term growth of the 0arious businesses. Some
commentators ha0e argued that Birgin had become an endorsement brand
that could not always oer real e*pertise to the businesses with which it was
associated. Howe0er3 Eill Ehitehorn3 -irector of ,orporate 2airs for Birgin3
stated3 W2t Birgin we know what the brand means and when we put our brand
name on something we are making a promise.D 8ranson saw Birgin adding
0alue in three main ways3 aside from the brand. These were their public
relations and marketing skillsO its e*perience with 'reeneld start>upsO and
BirginDs understanding of the opportunities presented by WinstitutionalizedD
markets. Birgin saw an WinstitutionalizedD market as one dominated by few
competitors3 not gi0ing good 0alue to customers because they had become
either ineRcient or preoccupied with each other. Birgin belie0ed it did well
when it identied such complacency and oered more for less. The entry into
fuel and media industries certainly conforms to the model of trying to shake
up WinstitutionalizedD markets.
?ohnson3 '. Scholes3 . Ehittington3 G. @@+. 5*ploring ,orporate
Strategy.+th5dition. 5ngland< %earson 5ducation Nimited.
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To analyse the impact of information management within !,3 it is necessary
to understand and apply 0arious theories. This essay will begin by applying
the 0e force models established by to !,Ds competiti0e position in the
rele0ant market. This will assist in determining !,Ds inFuence and strategy
in the market place3 whilst acknowledging the limitations to the theory. Je*t
the 0alue chain model theorized by will assess how !,Ds organizational
structure assists in adding 0alue to its 0arious acti0ities. Hence3 these
models determine the input of computer management that is re7uired to
satisfy !,Ds re7uirements3 in order to compete against its ri0als o0er a long
period of time. !inally the use of C,T within !,Ds management will be
discussed to determine the competiti0e ad0antage that is achie0ed and
defended using the Strategic thrust model that has been ad0anced by Ehilst
discussing the current uses of information technology within !,3 the essay
will conclude by suggesting impro0ements to information management
practices3 which could add to the organizationDs eRciency and
competiti0eness.
. !i0e !orces odel
is an important tool in analyzing an organization3 such as !,. This tool
assists in assessing the protability of its current and future products. Hence3
in part3 it helps to determine strategic processes especially in a competiti0e
industry. The !i0e !orces can be summarised as follows.
0eQforcesQ1.gif
,ompetiti0e ri0alries within the market place
8argaining powers of customers
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8argaining powers of suppliers
Threat of substitution
Threat of new competitors entering the industry
!,
!, is a multinational organization that pro0ides fast food to 1 million
customers in 1@9 countries. entucky !ried ,hicken was originally founded in
19"@ and changed its name in 19$. 'lobally3 !, is ranked amongst the top
1@ fast food restaurants in the world and has a worldwide annual turno0er of
X11 billion. 2lthough !, has performed e*traordinarily well o0er a sustained
period of time3 the franchise ranks behind c-onalds and ,hicken ,ottage3
8urger ing3 which illustrates that the industry is competiti0e.
The !ast !ood industry is in a competiti0e market especially in the /. !,
has numerous branches within the / and the branch located in Southall will
be analyzed. Southall is located in Eest Nondon and is a 0ibrant industrial
area. !, pro0ide a di0erse range of products ranging from chicken3 tosalads3 which increases their scope in the market place.
,ompetiti0e Gi0alrypresident HG at !, / andCreland3 says< Ct is 0ery diRcult to compete on cash>based compensation3
particularly for our hourly employees because of the cost basis. Ee ha0e
nearly #3@@@ employees in our / business. Small mo0es in base rates of
pay ha0e signicant multiplier impacts from a cost standpoint3 so we are
looking at being creati0e about where can :we; dierentiate and where
should :we; dierentiate that will make a dierence.
!or all the talk of fast>ser0ice restaurants being a transient career option3 thea0erage length of ser0ice for a typical employee3 such as a restaurant sta
member3 is two years.
Geich belie0es the companyDs culture of recognition sets it apart from its
competitors. Ct is not something you can really fabricate3 says Geich. Ct
comes o as being 0ery inauthentic if it is not in the -J2 of a business and it
is 0ery much in our -J2.
*ositive e0ect on retention
This has a direct3 positi0e eect on sta retention3 she says. %eople really
become attached to the culture and they nd it 7uite diRcult to replicate
outside of our company3 so employees tend to stay.
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!, also puts a signicant focus on making employees feel 0alued. This is
manifested in the way employees treat each another3 and is also achie0ed
through the companyDs reward package.
!or e*ample3 all employees are eligible for a bonus through a range of
schemes. The companyDs 7uarterly plans gi0e all sta the chance to earn a
bonus on top of their income3 whether they are paid on an hourly rate or
recei0e an annual salary.
5mployees are udged against two performance measures > customer
satisfaction and operational basics3 such as how clean the restaurant is >
which act as hurdles they ha0e to clear before they can begin to recei0e
bonuses. 8eyond this3 bonuses are based on sales made as a restaurant.
Bonuses paid in vouchers
The bonuses are paid in the form of retail 0ouchers up to the 0alue of V@@
per employee each 7uarter. Geich e*plains using 0ouchers rather than cash
is intended to create a sense of fun for sta.
There is a lot of comple*ity that comes with cash3 but there is also fun that
comes with the retail 0ouchers3 she says. This is not necessarily intendedto be an income supplement. Ct is meant to create energy3 engagement with
the goals of the restaurant and3 for a team member3 it is fun.
eanwhile3 managers and senior sta can earn cash bonuses depending on
how they fare on a balanced scorecard3 which takes into account 0arious
metrics3 including sales and customer satisfaction.
Geich says the aim is to use the bonuses to create an ownership mentality
among !, employees. ,areer progression is also considered to depend on
this. The company tracks the promotability of its restaurant sta by carrying
out an in>depth re0iew of their performance twice a year3 with the aim of
deciding which of them has the ability to mo0e forward in the organisation.
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!,Ds eorts to change the outside perception of its restaurant sta3 allied to
the eects of the recession3 which has attracted both sta and customers3
means the brand is enoying a boom time. Cn !ebruary last year3 it
announced plans to create 93@@@ new obs across the / in the followingthree to 0e years.
Benefts o0ering iproved
The company has also been working to impro0e its benets oering. Nast
year3 for e*ample3 it worked with ?elf 5mployee 8enets to select a new
healthcare pro0ider and look into the possibility of introducing total reward
statements.
8ut there is still a way to go before Geich will be completely happy with the
package. !, currently oers a 0oluntary benets scheme for all employees3
which it introduced with pro0ider %erkz in @@93 but up to now it has not
oered a Fe*ible benets scheme. This is something Geich is looking into and
she e*pects to spend the ne*t 1 months in0estigating all the options around
Fe*3 potentially rolling it out in about two years3 if it suits the business.
Ehat C do not want to do is take the opinion of consultants3 or my own
opinion and crank out some whizzy Fe*ible benets oering that really does
not meet the :rmDs; needs3 she says.
2lthough Geich is proud of the company she works for3 she belie0es one area
it could impro0e is communication. /sing the language of !,Ds main
business of frying chicken3 she describes its present standard of
communication as unsizzly3 but pledges that it will impro0e.
otal re$ard stateents
To achie0e this3 an intranet is in the pipeline3 along with total reward
statements. Geich hopes the statements3 which will come into operation for
the rst time ne*t month3 will create more of a dialogue between employees
and !,Ds hierarchy.
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C would like to stimulate3 through total reward statements3 the amping up of
the le0el of discussion from sta gi0ing us feedback and input into their
benets3 says Geich.
,ompanies she belie0es manage employee communications well include 3
Starbucks and3 perhaps surprisingly3 c-onaldDs. C would be remiss if C did
not confess that C think c-onaldDs has done some good things3 she says
C think it is interesting how it has taken an almost consumer approach to
how it talks about its obs and its benets.
That is impressi0e. C ha0e communication en0y3 but that is because we
are going to become stunning at communication.
Feedback .ro .ranchisees
2 further challenge for !, is that a number of its restaurants are franchises3
which it has to be taken into consideration when putting benets in place.
2lthough each indi0idual franchisee decides who administers core benets
such as pensions3 !, looks to its franchisees for feedback on other benets.
any of its non>cash benets are a0ailable to franchisees3 should they
choose to oer them to their sta3 and its 0oluntary discount package was
negotiated to include franchise participation.
So Geich and her team ha0e a number of challenges to face o0er the ne*t
few years3 not least the @1 pensions reforms3 which she describes as
daunting.
8ut there are strong signs that the fast food industryDs image as an employer
is changing for the better3 and an e0ol0ing benets package at one of the
industryDs leading players looks set to make that change go from strength to
strength.
Z
KFC at a glance
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entucky !ried ,hicken 6!,) was founded in 19$3 although ,olonel Harland
Sanders3 the dri0ing force behind the business3 started ser0ing his original
recipe fried chicken in 19"@ at a petrol station he owned.
2fter a motorway was built that bypassed his town3 ,olonel Sanders was
forced to go on the road to sell his chicken. This led to the rst entucky
!ried ,hicken outlet being opened in South Salt Nake3 /tah3 in 19$.
8y the 19&@s3 entucky !ried ,hicken was sold in more than &@@ franchised
outlets in the /S and ,anada3 and the rst / restaurant opened in %reston3
Nancashire in 19&$. Today3 there are more than (@@ outlets in 8ritain3 both
franchised and company>owned.
Cn 19+&3 !, was bought by %epsi,o3 ha0ing been bought three times before
by dierent companies. Cn 199(3 it was spun o into an independent
company3 Uum[ 8rands.
Uum[ 8rands ha0e its global head7uarters in Nouis0ille3 entucky and its /
base in Eoking3 Surrey. The company also owns e*ican food chain Taco
8ell3 sh>and>chips business Nong ?ohn Sil0erDs3 24E Gestaurants3 %izza Hut
and Eing Street.
Career history1 !isty #eich
Te*an isty Geich says she fell into HG by accident after taking an internship
with /S telecoms company 2T4T in 199#.
She stayed with the rm for more than 1@ years3 rising to become 0ice>
president of HG for two di0isions3 before oining Uum[ 8rands in @@$ as chief
people oRcer of its 24E Gestaurants and Nong ?ohn Sil0erDs businesses.
She mo0ed up to become 0ice>president of global talent management at
Uum[ 8rands at the beginning of @@&. Since 2ugust @@(3 she has been
0ice>president3 HG for !, / and Creland.
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Geich was not daunted by her career path in0ol0ing a mo0e o0erseas. C
oined Uum[ 8rands3 our parent company3 e*plicitly because C wanted to
mo0e abroad3 she says. C wanted opportunity3 C wanted to stretch myself
and this opportunity came up and they oered it to me and C was e*tremelyfortunate to be able to come o0er here.
Geich is proud of the fact that people seek her out for ad0ice. There are
indi0iduals C ha0e hired or indi0iduals C ha0e had the opportunity to de0elop
and as C look back3 that is what C am most proud of3 she says. %articularly
the people who still stay in touch and especially people that still seek me for
out for coaching and ad0ice and they are progressing and still dri0ing their
careers. C get a real buzz out of that.
Bonuses add spice to KFC benefts enu
%etra 8ool3 restaurant general manager at !,Ds 8ra knell restaurant3 has
worked for the company for @ years.
8ool has pri0ate medical insurance for her family and is a member of the
companyDs pension scheme3 but she most 0alues !,Ds 7uarterly bonus plan.There are 0ery set guidelines on what we ha0e to achie0e to get a certain
amount of money 0alue as a bonus3 so3 four weeks before you get paid3 you
can work it out > how much you are going to get3 what you can aord and
what you are going to do with all your money3 she says.
Ct is enoyable because you are getting rewarded for the hard work you are
putting in and for the achie0ements you make.
8ut nancial rewards are not the only reason 8ool has stayed with !, for @
years. Ct is probably the people C work with3 she says. C get great oy out of
taking some people on3 training them3 and making them into team leaders3
assistant managers3 in building the ne*t manager and gi0ing them some
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learning on their way. C think that is 0ery enoyable to do3 to see people
grow.
KFC2s benefts o0ering
*ension
Stakeholder pension scheme open to all salaried employees with more
than three monthsD ser0ice3 with no company matching contributions.
-ened benet scheme3 which was closed to new members in @@&3
has an employee contribution of (Y and employer contribution of 1#Y.
2 dened contribution scheme is a0ailable to all employees.
,ontributions 0ary depending on grade to a ma*imum of &Y employee
and 9Y employer.
+ealth and $ellbeing
5yecare 0ouchers for oRce>based employees and business>needs
dri0ers.
Cncome protection for all salaried sta.
%ri0ate medical insurance 6%C) for salaried employees.
5mployee assistance programme.
Faily&.riendly perks
2d>hoc Fe*ible working arrangements.
5nhanced maternity and paternity pay for salaried employees.
,hildcare 0ouchers.
+olidays
@ days for sta at all le0els3 up to "@ days after 1@ yearsD ser0ice.
Other benefts
Boluntary benets programme.
%erformance>based bonus and recognition schemes.
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Organization and Behavior
W5mployee of the 7uarterD scheme.
,hamps ,lub for top $@ restaurant managers and ,hampions ,lub for
top 1$ restaurant managers.
!ree meal for all sta when on shift 6subect to shift length3 according
to employeeDs contract).
Tasting kitchen at company H\3 allowing sta to try potential new
products.
,ompany car for business>needs dri0ers and senior sta.
!ree fruit for head oRce employees.
5mployee 8enets3 6@1@).!, keeps sta recognition and bonuses on the
menu, :nline; 61st?une @1@).
20ailable athttpcentre=analysis=kfc>
keeps>sta>recognition>and>bonuses>on>the>menu=1@&9.article
62ccessed +th?anuary @1")
3#435 4#O6*
5mployee moti0ation can be di0ided into two groups< intrinsic and e*trinsic.
Cntrinsic moti0ation is the work moti0ation in the absence of such e*ternal
factors as pay3 promotion3 and co>workers 62amodt3 @13 p."&). 5*trinsic
moti0ation3 on the other hand3 arises from a range of compensational factors
such as nancial rewards3 career opportunities3 co>workers etc.
oreo0er3 moti0ation in organizations can be di0ided into three dierent
perspecti0es< need>based3 process>based and learning>based. Jeed>basedperspecti0e on moti0ation is central to the idea that humans are primarily
moti0ated by deciencies in one or more important needs or need
categories 6'riRn and oorhead3 @113 p.9").
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2braham aslowDs Hierarchy of Jeeds is the most basic and the most
popular theoretical frameworks related to need>based perspecti0e on
moti0ation. 2ccording to the theory human needs can be classied into
se0eral layers and an indi0idualsD most immediate needs ha0e to be satisedin order to upper layer needs to be used as moti0ational factors 6aslow3
19#").
Theoretical framework of Hierarchy of Jeeds is eecti0ely utilised by Birgin
2tlantic in order to moti0ate its workforce at all le0els depending on the
nature of their immediate needs. Specically3 while moti0ational tools for
unior le0el employees3 mainly include nancial incenti0es3 emphasize is
gi0en to the perspecti0es of personal and professional growth when
moti0ating medium le0el managers.
Howe0er3 it is important to note that nancial incenti0es remain to be one of
the most eecti0e moti0ational tools for employees at all le0els and this fact
is fully acknowledged by Birgin 2tlantic management. artins 6@1@)
conrms this 0iewpoint by informing that the compensation won by Birgin
2tlantic from 8ritish 2irways for libel suit has been shared with all employeesof Birgin 2tlantic.
Two !actor theory of !rederick Hertzberg represents an alternati0e important
theoretical framework related to the topic of employee moti0ation. This
need>based theory distinguishes two factors M moti0ation factors and
hygiene factors that play signicant role on the le0el of employee
moti0ation. 2ccording to the theory3 moti0ation factors such as
responsibility3 achie0ement3 and recognition are percei0ed as primary causes
of employee moti0ation.
Hygiene factors3 on the other hand3 such as working conditions3
remuneration3 company policies etc. do not necessarily moti0ate employeesO
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howe0er3 if they are inade7uate3 they pro0e to be sources of dissatisfaction
and de>moti0ation for employees.
2n analysis of implementation of this theory in practice by Birgin 2tlantic
indicates that both3 hygiene3 as well as3 moti0ational factors are eecti0ely
addressed by airline management in order to increase the le0els of employee
satisfaction and moti0ation.
!or instance3 Birgin 2tlantic has contracted with ,apital ,apture consultancy
rm to reduce data processing time by eighty per cent3 and as a result Birgin
2tlantic has achie0ed the capacity of oering personal training and
de0elopment to employees based on their performance le0els 6Gesource
,entre3 @1@3 online).
2dditional employee moti0ation tools e*ercised by Birgin 2tlantic include
oering 0arious charitable perks. !or e*ample3 &@ members of the company
employees ha0e climbed ount enya in order to raise V"$3@@@ for a 0illage
in enya 6%eterson3 @1@).
oreo0er3 communication and employee in0ol0ement is another powerful
moti0ational tools e*ercised in Birgin 2tlantics. Jamely3 Gichard 8ranson3
founder of the brand is engaged in writing his sta what he describes as
WchattyD letters and emails to let them know what is going on3 and
encouraging them to write back with comments and ideas 6'rout and
!isher3 @113 p.#$).
Gesearch ethodology > Jecessary knowledge to conduct a businessresearch3 6@1@).Birgin 2tlantic 2irlines< employee moti0ation3 leadership and
organizational culture, :nline;
20ailable at< httpmethodology.net=0irgin>atlantic>airlines>
employee>moti0ation>leadership>and>organisational>culture=
#9 A % a g e
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62ccessed + ?anuary @1")
Task #
a) -escribe the nature of groups and groupDs beha0ior of the selected
organizations.
Teamwork is 0ery important to KFC sta because for a 7uick and reliable
ser0ice they need to communicate3 help and get support from each other in
working at registry3 preparing and ser0ing food and in dri0e through.
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!, is an organization which employed sta from dierent ages3 cultures3
regions and religious backgrounds. These employees should manage their
life styles according to their workplace. They should understand the workingability3 strengths3 weaknesses and how to respect each memberDs culture.
irgin group is a group of companies which include more than #@@
organizations. The ,5 of the company r. Gichard 8ranson is a person who
lo0ed to work s a team.
7#ichard Branson1 ea$ork $ins in a crisis
'rowing up in the south of 5ngland3 we didnDt see a lot of snow3 but after a
big storm my father would always say3 ThereDs nothing like a good snowfall
to get the neighbors talking to each other.
He was right. ur neighbors3 who usually kept to themsel0es3 would be
gal0anized into helping each other to dig out their cars. C heard similar tales
from my grandmother about how e0eryone pulled together during Eorld Ear
CC.
2 more recent e*ample of the power of teamwork is how ?ames wangi3
@1 winner of 5rnst 4 UoungDs Eorld 5ntrepreneur of the Uear award3 pulled
enyaDs 57uity 8ank back from collapse by smartly handling a crisis
situation.
Ehen wangi rst took the reins as nance director in 199"3 57uity was a
small3 insol0ent building society about to close. -etermined to sa0e it3wangi asked the sta to oin forces with him to turn things around. He
asked them to use their personal networks to encourage people to oin the
society.
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wangi told the magazine Kenya Yetu that soon afterward3 he was able to
issue a raise to employees. He also persuaded them to use $ per cent of
their salaries to buy shares in the company.
Jow they were in0ol0ed. Ct was as much their company as anybody elseDs3
he said. They knew that if they succeeded3 they had a lot to gain.
Their new role as shareholders would further inspire employees to work
together and build the 0alue of their e7uity stake3 pay che7ue by pay
che7ue.
wangiDs strategy worked< The bank began to e*pand. Cn @@&3 it was listed
on the Jairobi stock e*change3 and shareholder 0alue rose rapidly. These
days3 5rnst 4 Uoung says3 57uity 8ank is the biggest bank in the region by
customer base3 with more than ( million customers in enya alone. wangi
has been ,5 since @@#.
Cf your company is faced with a nancial crisis3 make your team part of the
solution. -onDt shut yourself in your oRce M get out and tell sta whatDs
going on. 2s you consider strategy3 remember indiscriminate lay>os3 pay
cuts and benet reductions will probably make a bad situation worse.
Cnstead3 enlist your employeesD supportO reward them for commitment. Uour
ability to foster a sense of teamwork can mean the dierence between
success and failure. Ehen management fails to listen and respond to sta
concerns3 they may turn to unions. Ehile unions are set up to gi0e
employees more clout with management3 they fre7uently become an e0en
greater roadblock between the two groups as relationships grow distant. Cf
you are leading a company where unions are established3 itDs important to
set up great communications with union leaders3 especially in tough times.
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/nlike so many of its competitors3 constantly at odds with their unions3
Southwest 2irlines has a0oided bouncing from one crisis to another partly
because of the strength of labour>management relationships. Herb elleher3
legendary leader of Southwest3 and his successor 'ary elly ha0e led thecompany to decades of protability M and it is one of the most hea0ily
unionized airlines.
f course3 crises come in all sizes3 and your employees ha0e to be ready to
work with each other on defusing small emergencies as well. 2 few years
ago3 when C was waiting at Heathrow for a Birgin Fight to Nos 2ngeles to take
o3 a small crisis emerged in the form of a long weather delay. There is
nothing an airline can do about such e0ents3 but not e0ery passenger sees it
that way. C watched as one of our agents tried to placate an agitated male
customer.
Ehen she was done3 C commented3 Tough day3 ehKDD She said3 Jot really. C
enoy days like this because we all really pull together as a team in keeping
the passengers informed and comfortable3 so you go home feeling youD0e
put in a good dayDs work. -ays when e0erything works like clockwork arenDtnearly as rewarding M for us3 at least[DD 6C was glad she added the last few
words.)
Such connections between your people are built o0er time. This agent
learned to rely on her team through her e0eryday work with friendly
colleagues3 by her managerDs listening to her suggestions and following up
on them3 and by managementDs encouraging her super0isors to hold e0ents
that allow the agent and her colleagues to get to know each other outside
the oRce. These small touches can add up to a team.
C ne0er mentioned it to my father3 but C noticed as soon as the snow melted3
the neighbors would disappear behind their hedgerows again. -onDt make
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the same mistake at the oRce< nce the crisis is a0erted3 donDt slip back into
old ways. eep that wartime spirit of working together ali0e and well.
Gichard 8ranson< Teamwork wins in a crisis :nline;
20ailable at