Unit 4 Organisations & Behaviour

Unit 4 organisations behaviour

Unit 4 Organisations & Behaviour

Introduction

This unit focuses on the behaviour of individuals and groups within organisations. It explores the links between the structure and culture of organisations and how these interact and influence the behaviour of the workforce. The structure of a large multi-national company with thousands of employees worldwide will be very different from a small local business with 20 employees. The way in which an organisation structures and organises its workforce will impact on the culture that develops within the organisation. This system of shared values and beliefs will determine and shape the accepted patterns of behaviour of an organisations workforce. The culture in organisations that differ in size, for example, or are from different sectors of the economy can be very different.
The structure and culture of an organisation are key factors which contribute to motivating the workforce at all levels of the organisation. The Japanese were instrumental in developing a culture of ‘continuous improvement through teamwork’ in their manufacturing industry. This culture has now been exported around the world and encapsulates the way in which structure and culture contribute to patterns of behaviour in the workplace. This unit will develop learner understanding of the behaviour of people within organisations and of the significance that organisational design has on shaping that behaviour.
Aim:
The aim of this unit is to give learners an understanding of individual and group behaviour in organisations and to examine current theories and their application in managing behaviour in the workplace.

Unit Content

LO1 Understand the relationship between organisational structure and culture

Types of organisation and associated structures:
Functional, product-based, geographically based, multi-functional and multi-divisional structures, matrix, centralisation and decentralisation; organisational charts; spans of control; internal and external network structures; flexible working
Organisational culture:
Classification of organisational culture – power culture, role culture, task culture, person culture; cultural norms and symbols; values and beliefs; development of organisational culture
Diagnosing behavioural problems:
Concepts; principles; perspectives; methodology
Perception:
Definition; perceptual selection; perception and work behaviour; attitude; ability and aptitude; intelligence
Significance and nature of individual differences:
Self and self-image; personality and work behaviour; conflict
Individual behaviour at work:
Personality, traits and types; its relevance in understanding self and others

LO2 Understand different approaches to management and leadership

Development of management thought:
scientific management; classical administration; bureaucracy; human relations approach; systems approach; contingency approach
Functions of management:
Planning; organising; commanding; coordinating; controlling
Managerial roles:
Interpersonal; informational; decisional
Nature of managerial authority:
Power; authority; responsibility; delegation; conflict
Frames of reference for leadership activities:
Opportunist; diplomat; technician; achiever; strategist; magician; pluralistic; transformational; change

LO3 Understand ways of using motivational theories in organisations

Motivation theories:
Maslow’s Hierarchy of Needs; Herzberg’s Motivation – Hygiene theory; McGregor’s Theory X and Y; Vroom and Expectancy theories; Maccoby, McCrae and Costa
–personality dimensions
Motivation and performance:
Rewards and incentives; motivation and managers; monetary and non-monetary rewards
Leadership:
Leadership in organisations; managers and leaders; leadership traits; management style; contingency approach; leadership and organisational culture
Leadership and successful change in organisations: pluralistic; transformational; communications; conflict

LO4 Understand mechanisms for developing effective teamwork in organisations

Teams and team building:
Groups and teams; informal and formal groups; purpose of teams; selecting team members; team roles; Belbin’s theory; stages in team development; team building; team identity; team loyalty; commitment to shared beliefs; multi-disciplinary teams
Team dynamics:
Group norms; decision-making in organisations and behaviour; dysfunctional teams; cohesiveness
Impact of technology on team functioning:
technology; communication; change; networks and virtual teams; global and cross-cultural teams

1.Learning Outcomes and assessment criteria

LO1.  Understand the relationship between organisational structure and culture.
1.1 Compare and contrast different organisational structure and culture
1.2 Explain how the relationship between an organisation’s structure and culture can impact on the performance of the business.
1.3 discuss the factors which influence individual behaviour at work.
LO2. Understand different approaches to management and leadership
2.1 Compare the effectiveness of different leadership styles in different organisations.
2.2 Explain how organisational theory underpins the practice of management.
2.3 Evaluate the different approaches to management used by different organisations.
LO3 Understand ways of using motivational theories in organisations
3.1 Discuss the impact that different leadership styles may have on motivation in organisations in periods of change.
3.2 Compare the application of different motivational theories within the work place.
3.3 Evaluate the usefulness of a motivation theory for managers
LO4 Understand mechanisms for developing effective teamwork in organisations
4.1 Explain the nature of groups and group behaviour within organisations
4.2 Discuss factors that may promote or inhibit the development of effective teamwork in organisations.
4.3 Evaluate the impact of technology on team functioning within a given organisation.

Assignment title - A case study of CAPCO

Purpose of this assignment
The purpose of this assignment is to assess learners understanding of individual and group behaviour in organisations and to examine current theories and their application in managing behaviour in the workplace
Case study
CAPCO is a cutting edge company that serves the financial sector on an international basis. It employs over 2000 people across the globe and in 2013, it was rated as one of the best companies to work for in the Sunday Times 100 Best Companies list. It is also rated as one of the top 50 employers of women
Ref:http://businesscasestudies.co.uk/capco/organisational-structure-in-an-innovative-environment/introduction.html#axzz39bpY1RD3
You are to use CAPCO as your case study or an Organisation with which you are familiar with to address the following tasks as specified below.

Information for Task 1 LO1 (AC1.1, 1.2 and 1.3)

The objective for this task is to address and exhibit an understanding of the Organizational structure and culture on businesses.  You are required to address the task as specified and research CAPCO or an Organisation with which you are familiar with to address the learning outcomes as specified. Please note that the research, subjective and transferable skills are exhibited by reflecting it to the chosen organization. Answers reflected without reflective practice will be referred
1.1 Compare and contrast CAPCO’s structure and culture with another organisation of your choice. Show the differences and similarities in these two organisations.
1.2 Explain how the relationship between CAPCO’s struture and culture can impact on the performance of its operations.
1.3  Discuss the factors which influence individual behaviour in CAPCO or in any organisation of your choice.

Information for Task 2 LO2 (AC2.1, 2.2 and 2.3)

The objective of this task is to address and exhibit an understanding the different approaches to management and leadership. To address this Learning outcome, research CAPCO or an organisation of your choice. Please note that the research reflecting only subjective skills without reference to the chosen scenario will be referred. Harvard reference.
2.1   Compare the effectiveness of the different leaderships at CAPCO and any other organisation of your choice
2.2 Explain how organizational theories (e.g. scientific management and human relations theory) have had influence on the practice of management
2.3 Evaluate the different approaches to management used by CAPCO and your chosen organisation

Information for Task 3 LO3 (AC3.1, 3.2 and 3.3)

The objective of this task is to understand the different ways motivational theories can be applied in organisations.  To address this learning outcome, you are supposed to continue your research on an organisation of your choice (which may include an organisation you work for or have worked for) and address the learning outcome as specified.
3.1   Discuss the impact that different leadership styles may have on motivation within period of change
3.2   Compare the application of two motivational theories (e.g. Maslow’s & Herzberg theories) within organizational setting
3.3   Explain the necessity of managers to understand and apply motivation theories within the workplace

Information for Task 4 LO4 (AC4.1, 4.2 and 4.3)

The objective of this task is to understand the factors that enhance the effectiveness of teamwork within organisations. You, may use CAPCO or any organisation with which you are familiar and address the Learning outcomes as specified.
4.1 Explain the nature of groups and group behaviour within CAPCO or your chosen organisation.
4.2 Discuss factors that may promote or inhibit the development of effective teamwork within CAPCO or your chosen organisation
4.3   Evaluate the impact of technology on team functioning within CAPCO or your chosen organisation