Organisation And Behaviour Report Management Essay

Organisation And Behaviour Report Management EssayThis report will discuss the concussion that different leadership styles may have on motivation in organisations in periods of change, it compargon the application of different motivation a theories within the piece of wrick and the usefulness of a motivation theory for managers. However, this report in like manner explains the disposition of groups and group behaviour within organisations the f performanceors that may promote or inhibit the learning of impressive team pee-pee in organisations and evaluate the match of technology on team functioning within an organisation. The organisations that this report will focus argon Tesco and Asda.Discuss the impact that different leadership styles may have on motivation in organisations in periods of changeLeadership is an association through which one person influences the behaviours of different persons in an organisation. Motivation is the march by which the behaviour of an indiv idual is influenced by others, through their power to offer or withhold satisfaction of the individuals needs and goals. (BPP assimilation Media, 2010)Leadership styles and their impacts on motivationLeadership is about influencing, motivating and inspiring the great unwashed. The essential job of management is the come up-organised and effective use of human resources for the attainment of organisational tar set downs. impelling using of human resource privynot be achievable without motivate the employees of the organisation. Therefore, to motivate the employees, leadership styles play a signifi provoket spot because they sire the company culture that influences the organisation and its performance. There are different types of leadership styles and each type has its own impact on motivation in work organisations and those are autocratic, elective and laissez-faire leadership.Autocratic leadershipThe autocratic leadership style is one which leaders have absolute power over their workers or team. They tell battalion what to do instead of asking for employees opinions or suggestions. For example, Tesco use autocratic leadership because the company needs too or the tasks won not be ratified out inside the business. Tescos autocratic leaders lapse employees their role and responsibilities. This can give their business clear route only it may also draw off managers to overlook input from their teams. It is important when Tescos business faces a critical situation or when an immediate problem occurs that requires an urgent reaction. Autocratic leadership style onlyows Tescos managers to shuffling most functioning decisions. For example, if an accident happens in the store, manager might take control to ensure a quick and co-ordinated reply, and they have the right to make the hold decision. However, Tescos managers are adjudicateing to convince their teams to accept their opinion. Also their managers get the opinions of the discredit staff before taking a decision. So if they did not use autocratic indeedce Tescos wouldnt be run sufficiently.Democratic leadershipAlthough democratic leaders make the last decisions, they call other members of the team to add to the decision-making process. For example, Tesco accepts democratic leadership to hike up job contentment by involving team members, and helps to develop peoples skills. Under this leadership style, Tescos staffs feel esteemed, that is why staffs are hike upd to work hard by more(prenominal) than a monetary remuneration. Tesco chooses leadership roles to staffs in the organisation so that everyone is clear about their responsibilities, to implement the strategic decisions through efficient conversation and doing a win up on the employees to ensure that they providing quality services. This increases team motivation and encourages creativity.Laissez-faire leadershipIs a style where the manager observes that members of the group are functional intumesce on their ow n (Mullins, 2005). Tescos managers adopted laissez-faire leadership, where they give all authority and power to the employees and they must determine goals, make decisions, and resolve problems on their own. Working chthonic laissez-faire leadership style, employees can improve their communication skills, teamwork skills as well as enhance loyalty and responsibility.See Tescos all leadership styles in (Appendix 1) canvas the application of different motivational theories within the workplaceMotivation theories can be classified extensively into ii different viewpoints. See content and process theories of motivation in (Appendix 2). Content theories emphasis on what motivates individual and process theories emphasis on the real process of motivation. Motivation is complex. Its influenced by withdrawals and reinforced by multiple factors. According to classic motivational theorists such as Maslow and Herzberg, human beings have a set of needs or desired outcomes and will act in such a way to fulfil them while other motivational theorists such as Victor and Locke argued that the avowed expectations and particular targets will make out motivator factors that lead humans to act and work in order to reach desirable goals.Maslow puts forward a theory that there are vanadium levels of human needs which employees need to have fulfilled at work, see (Appendix 3). There are two things to remember about Maslows model. First, employee must satisfy lower level needs before they seek to satisfy lavishly level needs. Second, once they have satisfied a need, it no longer motivates them the next higher need takes its place.In other hand, Herzberg theory suggests that there are two basic needs of individuals such as hygiene factors (environmental factors) and motivation factors, see (Appendix 4). Herzberg outlines the main issues concerning motivation those factor that motivation employee in the workplace (motivation factors) and those factors that prevented job dissatis faction (hygiene factors). Herzberg encouraged leaders to study the job itself rather than conditions of work.Porter and Lawler argues that human act correspond to their conscious expectations that a particular expression will lead to specific desirable goals, see (Appendix 5). Three component of expectancy t theory areE P (Expectancy) The employee cerebrates that his/her efforts will result in acceptable performance.P R (Instrumentality) the employee believes that acceptable performance will lead to the desired outcome or reward.R (Valence) the employee values the reward. P 494Comparing to other theories, Locke theory suggests that motivation and performance will be high if individuals are put specific objectives which are difficult, but accepted and where comment is given on performance. See (Appendix 6). Practical implication for the manager of goal theory include the need for systematic recognition of specific performance goals. The need for goals to be challenging but rea listic the importance of complete and accurate feedback on results and the need for goals to be determined any by a superior or by the individuals themselves.However, according to McGregor theory, manager of organisation posses two different assumptions about the human nature and s/he explained these two assumptions in two different theories Theory X and Theory Y. According to theory X, the human being has invariably being inherited for the disliking of the work. They always try to avoid the work either they can do or not. According to him, managers always think that their employees are lazy. Manager has to forced, direct and controlled his people to do work.For example Tesco use two motivation hierarchies (Maslow and Herzberg), see both hierarch in (Appendix 7 and 8). Tesco use Maslow theory because it suggested them if they achieve one level then it motivates them to achieve the next. Also Tesco aims to motivate its staffs both by paying interest to hygiene factors and by enabli ng satisfiers. For example, it motivates and empowers its staffs by suitable and opportune communication, by full-grown responsibility and involving employees in decision making. They forums this in which staff can be part of the discussions on pay rises. This shows credit of the work that staffs do and rewards them. Tesco staff can even control what food goes onto its restaurant menus. Employees consequently become motivated to make choices that will increase their use of the restaurants.In other hand ASDA believe in McGregor theory y. They completely have a positive approach towards their employee handling. They create awareness in the midst of their employees to gather information about different fields. The employees working as ASDA either individually or working as a team learn to face challenges. The different method adopted by ASDA is that they make different teams and make them competitor mingled with themselves by providing the kindred task and hence see their performan ce by the results gained for the improvement of the company. Theory X does also apply to ASDA, especially where staffs are concerned. The emphasis is on the use of money and control to encourage employees to perform in the correct manner. In addition to this, ASDA give time and a half pay to employees on Sunday as a motivation. appraise the usefulness of a motivation theory for managers.Motivation is to encourage people to work, independently or in teams in the ways such as to create best results. It is the desire to apply high levels of attempted towards organisational aims, teach by the attempts and capability to satisfy some individual need. Motivation is apply to the whole class of drives, desires, needs and wishes. Managers motivate their subordinates is to say that they do those things which they hope will satisfy these desires and compel the subordinates to perform in a desired method. The most important task of management is to motivate others. It comprises the abilities to communicate, to set an example, to challenge, encourage, getting feedback, to develop and train, to inform and to provide a just reward. See motivation process on (Appendix 9).Employees have to be treated with diligence. The manager has to stay friendly as well as guard a level of distance with his/her staff. It is a tricky ground to tread. The staffs look up on the manager as their leader. They expect maturity, tenableness and understanding from their superiors. Simple things like calling people by their first name, chatting or even a general inquiry about their well-being, brings in a feeling of belongingness. All the employees in the organisation vibrate to a different place. A treatment that motivates one may not motivate the other. Understanding the variety in character and temperament in surrounded by the individuals is important. Managers set reasonable goals. Planning too high task creates a feeling of non-achievement, right from the fount itself. The goals set should be such which looks feasible to the staffs to be achieved. A slightly higher target than expected provides a challenge.Explain the nature of groups and group behavior within organisationsThe term group can be defined as two or more persons interacting and working together for a customary purpose. When people work in groups rather than as individuals, the goals of the organisation can be easily achieved. However, working in a group is a complex task. sort dynamics refers to the interactions among the members of a group. A work group of an organisation is the most important base for the social identity of employees in that organisation. Therefore, performance at work and relationships outside the organisation are influenced by the nature of groups in the organisation.Nature of GroupsDifferent kinds of groups are created to get specific results in organisations. The members accept a common task, become mutually dependent in their performance, and interact with each other to promote i ts achievement. There are three views on the nature of interaction between members of a group. The first view is the normative view, which describes how to carry out activities and manage a group. According to the second view, group dynamics includes of a set of techniques which include, role play, team building, sensitivity training and self-managed teams. The third view explains group dynamics from the point of view of the internal nature of the groups. The structure of groups and performance are discussed in this view along with the effect of groups on individuals, other groups, and the complete organisation.Dynamics of Group FormationOrganisations form groups for a variety of reasons. Different classical theories of groups attempt to explain why managers form groups. The theory of proximity suggests employees closeness as the reason because individuals who working at places located close to one another pitch to form groups. According to balance theory, group formation results f rom the resemblance of attitudes and values between members. Individuals with common interests consume their relationship by an equal balance between their attitudes and common interests. Another theory of group formation is the exchange theory. It suggests reward-cost outcomes of interaction as the reason. By becoming members of a group, individuals complete their need for association.Formal GroupsA group formed by the organisation to achieve a specific task is termed as a clump group. The organisation structure a formal group and gives tasks and responsibilities to different members with the intent of reaching organisational aims. Command groups and task groups are examples of formal groups. A command group is relatively permanent in nature and finds representation in the organisation chart. Task groups, on the other hand, are formed for a specific task and are temporary in nature. informal GroupsInformal groups are formed by the staffs themselves. The reasons for the formation of informal groups can be the need for closeness, ordinary interests, growth or support. There are two types of informal groups friendship groups and interest groups. Members of friendship groups have a friendly relationship with each other, common interests and are similar in age and view, but interest groups are formed to manage an activity and are temporary.The Five-Stage ModelAccording to the five- spirit level model of group development, all groups pass through the forming, storming, norming, performing, and adjourning stages.Forming This is the first stage of group formation where members aim to identify acceptable behaviour in a group. The members try to format their behaviour so as be a part of the group.Storming In this stage, disagreements about leadership between members might give leads to other involvements. By the end of this stage, a comparatively clear structure of positions in the group emerges.Norming This stage of group increases a sense of comradeship in members through the development of close relationships.Performing In this stage, members of the group show affiliated performance to achieve aims defined in the norming stage.Adjourning This is the last stage for provisional groups such as task groups or committees formed to do some tasks. after(prenominal) this stage, the groups stop to exist. While some of the members may feel happy about the achievements, others may be unhappy that they will lose friends after the group disperses. The intensity level of groups is supposed to increase through the stages.Discuss factors that may promote or inhibit the development of effective teamwork in organisationsAn effective team is one that achieves high level of task performance, member satisfaction, and team viability. There are a number of factors that are required to develop effective teamwork, and those factors are good leadership, effective communication, diversity and plan for disagreement resolution. Leadership is one of the most important parts of teamwork. This means that the team leader have the ability to create and sustain a working culture that is positive, which in turn will help to motivate.For example, Tesco have good leadership and this helps them to motivate and even inspire the team members to get involved in creating a positive working environment, along with high levels of obligation. Tescos team leader not only focuses on their own aim and care of the team, but also makes sure that the other members of the team share this focus. Also they are capable to promote a high level of morale between the team members so that they feel supported and valued. Tesco train their employees to have good and effective communication because communication is a very important factor of social interaction.Therefore, one of the key facets of teamwork is open communication, wherein it enables members of the team to expressive their feelings, plans and shares their ideas, and understands each others viewpoints. Also in case of poor communication observed Tescos leaders work some the aspect and make way for effective communication between the team members. Diversity also promotes creativity, innovation, and raises Tescos awareness and respect for differences, which will support effective teamwork.However, team members have a way of saying their opinions without fear of causing offense to anyone. In fact, it is recommendable for the team leader to actually sit with the parties in disagreement and work out the differences between them. However, teamwork can only come about when the team leader sets a task, which can be following by the team members.Evaluate the impact of technology on team functioning within a given organisationNew technology has been introduced into the workplaces. Many organisations see new technology as the means to increase profit and to stay competitive in a marketplace. For example, at Tesco, IT is at the heart of everything they do to make shopping wagerer for customers. New tec hnologies can free up Tescos staff capacity, increase job satisfaction through better communication and improve role responsibilities, by tolerant different grades of staff an opportunity to take part in new tasks. On the positive side, new technologies have an impact on how staff can be trained and updated. Examples include simulation technology, accessing information via handheld devices, interactive DVDs and online training. Tesco use online technologies because it is easier for staff to access information, share good practice and keep up to date with new research.The use of new technologies can improve and in some cases hinder team functioning. As technology changes teams must update and maintain their knowledge in order to function effectively. E-mail, Mobile phones, groupware and computers are technologies which have improved team functions within an organisation. Tesco use these technologies to improve team functions. Email allows staffs to communication with each other from different place which means that Tesco team members do not need to be in the same place at the same time in order to communicate effectively. They use mobile phones because it allow teams to communicate even when team members are out of the office or other than unavailable.However, Tesco use personal computers because it allows their team members to carry out different tasks and communicate more effectively. IT systems play a key role in helping Tescos demonstrate strong profits and they improved scanners, better self service tills, and checkout cameras were helping it reduce queues. Self-service checkouts now account for a fifth of all of Tesco transactions.RecommendationThis recommendation allowing British Airways and Coca ColaConclusionAfter studying and a analysing the results of this report show that there are