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Organisations and Behaviour. HNC Level

Organisations and Behaviour. HNC Level

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HNC Level Organisations and Behaviour.
Behaviours that have an impact on an organisations business decisions, processes and actions.
HNC Level Organisations and Behaviour.
Behaviours that have an impact on an organisations business decisions, processes and actions.

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Published by: excel358 on Jul 09, 2013
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Question number Question 1

Question Compare and contrast the functional structure to one of the other organisations structure and culture


Markers Criteria Approx 300 words LO 1.1

For the answer to this question I shall be comparing and contrasting the functional structure in the divisional structure and culture.

relation to

A functional structure is straight forward to put into effect as it is made up of departments that carry out specific tasks, such as a HR department, sales department, marketing department etc and is overseen by the top management, headquarters. It is the standard structure that is used as the starting point for all organisations and is most commonly used by small organisations. A divisional structure, on the other hand, is a structure that is used to divide an organisation by its products, geography, or undertakings for example and makes it possible for the organisation to focus on individual goods, or areas of its business activities. Each of the divisions has the required resources contained within it, meaning, each division will have its own finance department, marketing department etc. The structure has a board of directors at its highest level of authority and each division has a divisional manager. This structure allows for organisational growth, making the divisional structure more prevalent in larger organisations. There are various similarities between the two structures, for example, both structures have areas of specialisation within the structure. The functional structure has departments that deal specifically with a given area of duty, its functions, HR, marketing etc and the divisional structure also specializes within each of its product lines and also both structures may be faced with issues that arise through the organisation being departmentalised, such as the overall vision of the organisation may become compromised as divisions fall short when it comes to allocating resources evenly across divisions, or there may be a general break down in communication across specialists sections, as each area of expertise has its own terminology and way of doing things. Some of the obvious differences between the two structures are that the functional structure has less levels of authority, is far easier to manage and focuses on the requirements of its functions, whereas the divisional structure has numerous levels of authority, due to its size may be more complicated to manage and its main focus is on its goods and market. The way in which an organisation is structured and the business undertakings are arranged by management, has a direct link to the culture of the organisation; they are the two sides of the same coin. The culture represents the character of the organisation. The culture creates the organisations internal atmosphere, the organisations image, the ‘norms, values and beliefs’ which are perpetuated via the behaviours of the organisations members and are then, in turn, passed on to new members. Charles Handy (1987) states it like this, “That’s the way we do things round here.” Although the two structures have been identified as having a role culture, each organisations structure has within it, its own unique culture, both positive and negative, due to the experiences and personalities, firstly of the management and collectively of all the organisations members. Asong, (2012).


Identify whic hich of the organisation tional structur tures would be suita uitable for an educ ducation ional establis lishment lik like LSST SST; provide jus justif tification tion for your answer swer

Appr pprox 120 words LO 1.2

After taking into account the four types of organisational structures; functional, divisional, team, and matrix and viewing the current organisational chart used by LSST (Pictured below), an incorporation of the functional and team structure; creating a multifunctional team, have been identified as being suitability for an educational establishment, such as LSST. LSST Organisational Chart

Source: (LSST Student Resources Portal, 2012) The functional structure has been identified, as it enables employee’s the chance to further develop their careers. With the functional structure, areas of responsibilities, resources and employee skill sets and roles are clustered together, leading to overall efficiency. There is less likelihood of replication between functions and it simplifies the process when employing new staff, educating and stimulating employees who specialise in a specific role. (BPP Learning Media, 2010). The team structure has been included as its benefits are: ‘1) Eliminates barriers between operating departments 2) Improved morale due to cross- functional interaction 3) Improved quality and speed of decision making 4) Increased enthusiasm for work.’ (BPP Learning Media, 2010, p70).

309 St Margaret Sq Kensal Thorpe Park W4 5RP . creativity and confidence. then this will in turn boost staff self esteem. Once the project has been completed the staff team will go back to working in their original department/function. works effectively for this organisational structure and culture. which would mean that employees may have to report to more than one manager at any given time during the project. productivity. existing employees and new staff members. an advantage of this structure is that the staff members tend to be more adaptable within their work environment. which would have a detrimental impact on the businesses overall performance. (BPP Learning Media. write a letter to your friend outlining the factors that had a major influence on your individual behaviour at work (in your answer refer to how the possible organisational culture including motivational tools impacted on your behaviour) Approx 120 words LO 1. If the work environment is in agreement and the staff work well together. This structure has a task culture. adaptability and profits for the organisation. It will also have a positive impact on ‘customer satisfaction. Question 2 Select an organisation and explain how its organisational structure and culture can impact on the performance of the business Approx 90 words LO 1. The task culture of the matrix structure revolves around its ability to ‘get the job done. norms and beliefs’ to the employees. The matrix structure managers may have to oversee and synchronize various functions and product lines.It is just as significant the way in which individuals conduct themselves and carry out their role within a team as when they are working by themselves. On the other hand. (Mullins. 2010). also the organisations flexibility to make changes according to internal and external factors.2 The organisational structure that has been chosen is the matrix structure. Chooramun. staff motivation and the way the organisation is perceived by its customers. Within this structure and culture the members of staff are taken from various departments and grouped together in order to work on a project that will last for a set period of time. Once this has been achieved it can have a tremendous beneficial impact on the organisations profit margins. (BPP Learning Media.3 28 Deans Mead Street Ingleside NE London RE: Recent Sporting Event Hi Darleen.’ It relies on the expertise and team spirit of the staff groups and the communication and co-ordination skills of the managers. (2012). 2010).’ which will then lead to increased business efficiency. which will include the manager’s capabilities to convey the organisations ‘values. 2008). Question 3 You work as an Event’s Organiser for a major Sporting Event. such as staff attitudes or economic conditions. This could in turn lead to confusion and work load pressure for the subordinates.

as well as extremely productive day in all my experience of organising events. the client invited me to take part in their morning check in. I can tell you I’ve never been so impressed. but these women were all from different backgrounds.Just writing you a quick note to let you know how the event went on Friday.’ Asong. ages and experiences. the decision making is firmly fixed with the manager. Normally I’m a bit reluctant to be around so many women. There was such a supportive team spirit amongst the staff members. which meant that I was able to complete my job in record time and could give extra attention to crucial details that would help the event to run even more smoothly. At the end of the day there was a debriefing where the manager took the time to commend every one individually on what we had added to the event. Why do you think the suggested leadership style is effective for College A? • College B is a thriving large scale organisation that is looking to develop and is keen to have a learning culture for staff as well as students. The college is using a free rein (also known as laissezfaire) leadership style. or groups of people. Leadership has been defined as the ‘Process of influencing and the ability to influence the behaviour or actions of people (towards attainment of goals). (2012) Compare the leadership styles of College A & B Approx 300 words LO 2.1 • College A is a medium sized organisation that has had to downsize (thus budget cuts). Yours truly. where we all had a chance to say what we expected to achieve throughout the day and everyone cheered and clapped at the end. allocated her own staff team to help me along side my team of assistants. The manager. Subordinates are required to follow directions regardless of whether they agree with them or not and any non conforming behaviour is disregarded. it really impacted my motivation for the day. Why do you think the leadership style is effective for College B? Effective leadership is able to produce the required outcome by pooling the skills and competences of others and shaping the actions of individuals and. yet the unity and focus to achieve the goal and create a positive environment was absolutely contagious. who was really hands on as well . The college is using an autocratic leadership style. I can tell you I’m really excited about the prospects of working with them again. I’ve never had such an enjoyable. who does not necessarily use or ask for the input of others before making changes. . We must catch up soon. Sally Ann Question 4 Asong. (which you know I’d never normally do!). it’s all looking quite promising. That’s all for now. The free slap-up meal was a pleasant bonus as well. In the case of the autocratic leadership style. It started off in a rather unusual way. (2012). There’s been some talk of me organising a follow up event for them as well. so much so that I ended up taking part in one of the staff team races.

which would not be the case if there was a dictatorial style leadership within this college. There is a strict adherence to regulations and processes and the flow of communication tends to be from top to bottom. ‘An entity which consists of interdependent parts.restricted or reprimanded. 2010). The downside to this leadership approach is that the staff team may sense that they are cut off and have no say within the work place.2 today? During the 1930’s Von Ludwig Bertalanffy was amongst those who lead the way in developing the systems approach. the laissez-faire leadership style is effective for college B as the organisation is striving to realise an environment where both their staff and students are able to take part and discover new things. which means that the employees become more experienced and confident. Asong. For the organisation to be described as large scale and thriving. An organisation is made up of various parts that collectively enable the organisation to function . The college could then be in a position where there is low staff morale leading to a high turn over of staff. the decision making is more of a group contribution. with the laissez–faire leadership style. This theory has been explained as. (2012). The employees are permitted to carry out their duties without the intervention of a superior and are also allowed to voice their views without risk of being reprimanded. Management is not always required to endorse all decisions that are made. With the second scenario.’ (BPP Learning Media. Question 5 Explain how the Systems Approach is used by managers’ Approx 120 words LO 2. (2012). Where as. Asong. This leadership style allows for flexibility with regards to the regulations and processes according to the requirements of the organisation or staff members and the general flow of communication is horizontal and bottom up. with the final decision being the contribution most likely to resolve the issue at hand. Asong. ( 2012). This situation calls for the expertise and proficiency of the management as a level of order has to be maintained so that there will be minimal disruption if jobs are to be cut and throughout the changes. which could then lead to an environment where people are opposed to decisions that have been made and leave the job. also shows that the students are in an environment that is benefiting them in regards to their learning experience. that shows that the staff members are at a high level of proficiency and are able to express their full creativity and share thoughts and ideas. rendering this approach ineffective over a long period of time. The autocratic leadership style is effective for college A because the management has to make fast decisions in order to cut expenditure and sustain the life of the business. Colleges A and B have completely separate outcomes to achieve for the continued existence and growth of their establishment. As the college is already doing well. The downside to this leadership approach is that staff may no longer respond to direction given by their manager and there is a chance that staff members may work towards there own individual program instead of working towards what would be of benefit to the organisation as a whole.

Today with the increased competition. such as. 2008). standards. that they are at risk of losing customers who’s needs they have not meet. or conduct according to the continually shifting needs of its customer. The external environment. it is shown to have a negative impact upon the whole organisation e. It is an approach that takes into account the behaviour of humans and looks into the attributes.3 Theorists. (Asong.successfully. that if they do not respond in time to feedback from the external environment. managers know. attitudes etc in order to recognise what influences behaviour in the work place. responded in a timely manner to their environment.’ If any of these parts stop working. ‘primarily with tasks and techniques. Today managers use the systems approach to recognise the organisation as complete. Asong (2012). or a problem occurs within an individual system. whilst also acknowledging the impact of the external environment upon the organisation. When an organisation responds to external influences it is referred to as an open system. such as. such as untreated materials. products and services. yet also as a component of the greater surroundings and base their decisions on the fact that the systems within the organisation affect each other. resources etc (which are part of other systems that the organisation needs for its existence) are transformed by the organisations systems into outputs. 2012) This approach came about as a result of the previous two management systems. such as.g. (Mullins. needs. Elton Mayo and Fitz J Roethlisberger all played a part in developing the Human Relations Approach. firstly. Question 6 Mr John Smith has opted for the Human Relations Approach for the management of his hotel however Mrs Sally Turner has opted for the Contingency Approach for her golf complex. a major malfunction in a technical device will inhibit the performance of another department which will in turn affect the entire organisations productivity.’ It was thought that this type of management treated . The external environment responds to the outputs via feed back and the organisation can then adapt its goods. Inputs. The divisions/subdivisions. or actions of its competitors. or due to poor customer relations. Closed systems are referred to as those organisations that have not. Managers today realise that they have to see all the individual units of the organisation as interrelated. administration and the approach used within each division are seen as ‘systems working together. (2012). Likewise the internal system responds to the ever changing requirements of the organisation. Asong. or if the general management of the organisation is inept then this also will have a negative impact on the organisations ability to reach its objective. Who do you think has got it right and why? Provide a conclusion within your answer Approx 300 words LO 2. Scientific Management which focused. for some reason or another. government regulations. such as consumers. for example. competitors etc also play a big part in how managers conduct the activities of the organisation.

Classical Administration acknowledged that organisations consisted of ‘people.’ as well as job tasks. he has to take into account the needs of his customers. Mullins (2008) states that. amongst other things. 2010). (2012). have a naturally indolent disposition.’ Mrs. as the delivery of a professional and people friendly service relies upon his staffs continual job satisfaction. (Asong. such as. 2012) Mr. staff. not taking into account the way the environment affected an organisation. p 42). John Smith can achieve the required behaviour that will make his business effective. or are reluctant to make changes in their approach. ‘A potential danger with the contingency approach is that the manager may appear to lack consistency in leadership style. due to the fact that it identifies that . This approach looks at changeable aspects that take place both inside and outside of the organisation and suggests that management have to come up with the solution. First class customer relations. which focused on there being certain elements present in all organisations i. 2010. John Smith may have chosen this approach as he is aware that in order for his business to succeed. levels of hierarchy. the downside to the Human Relations Approach is that it assumes that all employees are ‘high performers’ when shown consideration by caring management. (BPP Learning Media. 2012). or approach that works alongside: ‘a) The tasks b) The people c) The environment in their own particular situation. Sally Turner may have chosen this approach for her golf complex. the individuality of his staff members and the driving force behind his employee’s behaviours whilst they are at work. the size of the organisations. if the manager does have the capacity to alternate between management styles the employees may find it unstable to work with a manager that keeps changing the style of management. This may not always be so. grouped resources or work duties and ‘matched authority’. Secondly.e. Scientific Management. The hotel industry is a hospitality service that aims to create a warm.e. as some people. People i. friendly and homely atmosphere for its customers. However. are at the forefront of this business and are responsible for establishing a welcoming rapport between themselves and each service user. Asong. The Human Relations Approach also disregards how the external environment plays a part on human behaviour in the work place.people as if they were part of the machinery. It relies upon a high number of staff to achieve this. The downside to the Contingency Approach could be that inexperienced managers may not have the flexibility that is needed to implement the adjustments to managerial style. are crucial to the success of the hotel industry. On the other hand. as identified by Fredrick Taylor (1911). etc (Asong. By nurturing his staff Mr. Classical Administration.’ (BPP Learning Media. it’s objectives. The Contingency Approach is also referred to as the ‘peace maker’ and was developed as a result of the previous approaches.

(2012). Organisational Structure. London School of Science and Technology. its staff. Class Birmingham. Sally Turner has pre-empted that she will need to adjust her management approach according to the circumstances and requirements of her golf complex. [Lecture]. Class Birmingham. OBE004 (o). 28th November. Chooramun. Conclusion: Both approaches to management are effective in the right organisation. OBE004 (o). in regards to trends. London School of Science and Technology. Mrs. [Lecture Notes] What is an Organisation? Organisations and Behaviour. Organisations and Behaviour. (2012). London. customer needs and behaviours for example. [Lecture]. and the needs that arise. B. Organisations and Behaviours. London School of . 7th November. D. [Lecture Notes]. as it allows for flexibility in management styles. Class Birmingham. All of these aspects merit attention when running a hotel or golf complex business. Business Essentials: Organisations and Behaviour . that is to say. The Human Relations Approach focuses its attention primarily on understanding people’s behaviours in order to motivate them.there is no fixed way of managing an organisation because of the numerous changeable factors. Organisations and Behaviour. BPP Learning Media. (2012). (2012). BPP Learning Media Ltd. 17th November. B. 31st October. its objectives. Understanding the Relationship Between Organisational Structure and Culture. where as. That said. Leading. as well as being aware that the continual changes that occur outside of the organisation. (2012). Asong. Class Birmingham. I would be most likely to opt for the Contingency Approach over the Human Relations Approach. it looks at what is happening within the organisation. B. London School of Science and Technology. Understanding the Relationship Between Organisational Structure and Culture. [Lecture Notes]. Influences on Employee Behaviour. Asong. London School of Science &Technology REFERENCE LIST Asong. within varying circumstances. London School of Science and Technology. Understand Different Approaches to Management and Leadership. B. Asong. Management Theories. Organisations and Behaviour. but neither is without flaws. OBE004 (o). the Contingency Approach takes more variables into consideration. Asong. (2012). (2010). also directs the organisations decision making.

Gods of Management. 2008. Every aspect of management. they are completely reliant upon and under the authority of the manager. Under this ’command and control. London School of Science &Technology PART 2 Question 7 Select two leadership styles (i. With the autocratic leadership style the authority rests solely with the manager and the actions and business exchanges of the employees are all reliant on the manager’s approval. Available from: https://sites. Souvenir Press. Handy.com/a/lsst.’ style of leadership. [Online]. there is permitted contributions and input from the staff members and the manager’s role is integrated among the staff team. procedures for achieving goals. a reduction will be made in spending and the situation calls for greater managerial efficiency in order to reach the required outcome. (2nd Edition). Asong. the staff members are not permitted to voice their opinions. This allows for the employees to play a part in the way the organisation performs and develops. 2008). 11th October. (1987). p268). In the case of the motivation of employees under the autocratic leadership style. (2012). When an organisation is downsizing there is the likelihood that some staff will be made redundant.ac/student_portal/home. or have an influence on decision making. L. ‘decision making. Pearson Education Limited. such as. (2012). LSST Organisational Chart. staff may become . (2008). C. Mullins. Essentials of Organisational Behaviour.e. (Mullins. [Accessed 4th January 2013]. This can effect the motivation of employees in a number of ways under the two leadership styles mentioned. England. free rein/laissez-faire) and explain how they could affect the motivation of employees when an organisation is downsizing? Approx 210 words LO 3.google. democratic. work tasks’ etc is controlled and decided by the manager without any discussions taking place with the members of staff before hand. autocratic. LSST. Room Belfast. This leadership style allows for there to be transparency of the manager’s role within the workplace. London. team work amongst the levels of hierarchy and permits the subordinates to have a voice within the organisation. with the democratic leadership style. J.Science and Technology. (Mullins.1 The leadership styles that have been selected for the answer to this question are autocratic and democratic leadership. where as.

2 & 3. which came about in 1911. (2012) Maslow’s Hierarchy of Needs . In 1954 Abraham Maslow set out the Hierarchy of Needs theory . In his theory. Asong.3 Frederick Taylors motivational theory. which include:    Physiological Needs Safety Needs Social Needs. The outcome to this being that the employees may be completely opposed to the changes. divided in views and feel cut off from the decisions being made. where the staff are more likely to be made to feel a part of the decision making. Question 8 Compare Taylor’s and Maslow’s motivational theories Approx 300 and evaluate which of the two is the most effective for words managers today? LO 3. causing them to not carry out orders. or carry out the orders reluctantly. Also sometimes referred to as ‘Love/Belonging’ as shown in the diagram below   Esteem Needs Self actualization Needs Asong. Being permitted to have a creative input will more than likely cause the employees to do what is asked of them so that the organisation can achieve the desired result.extremely dissatisfied. suggested that employees are motivated mostly by their wages. (2012). Where as. such as:     Piece-rate pay Training The break down of tasks into segments Punishments. support the management and feel like part of a team whilst doing so. Where as. the opposite may apply in the case of the motivation of employees under the democratic leadership style./if employees did not work hard enough for example. He offered a selection of methods that managers could use to motivate the workers and enhance production. Maslow acknowledged that there are 5 motivational requirements that are responsible for the reason why people work.

can relate to these factors. managers could apply this theory alongside tools such as positive reinforcement to staff for a job well done and acknowledgment for the employee’s contribution in the work place. When the most appropriate motivational theory is matched to an industry. or . To make Maslow’s theory effective today. Conclusion: After comparing the two motivational theories it is clear that both have qualities that can be useful for managers in today’s organisation. Maslow looks at the psychological aspect as to why people work. He identifies what motivates people. Mullins (2008) states ‘For many people the feeling of being recognised and valued appears more important than money in motivating them to stay in a particular job’.Source: (Wikipedia. Not every employee however. Asong. for example a person that is employed by an organisation that works solely for the common good of the community. managers could present each employee with a tailored variety of stimulus so that each employee can meet his or her individual need and move up through the levels at their own unique pace. (2012) To make Taylors theory effective today. Due to the monotony of the job tasks workers can soon become dehumanised and lose motivation to work. Asong. Also not every employee is motivated by money. but not how to motivate them in the work place. that being that they have unmet needs. as the need surfaces. which may be at a different pace for each individual. offers an employee a way of fulfilling other needs. such as those identified by Maslow. In his theory he placed the needs into a rank of order and asserts that when a persons physiological needs are met that the person will then move on through to the next level. the Free Encyclopedia 2006) Taylor’s theory presents tools that can be used to get a higher production rate and cut time and costs by its efficiency. will not essentially be motivated by their own physiological needs. but by using piece rate pay as an incentive. (2012).

Being involved in sports can motivate British women to represent their country whilst gaining the health benefits. Women have been motivated by the London 2000 Olympics and have taken to exercising close to where the games were hosted. where it has been found that only one in eight women take part in regular exercise. 1996-2013). 2012). those include factors such as culture. discipline etc. M2 Using a range of sources of information explain how Approx 180 words LO 3. Although the British government has put in a great effort to ‘Get women moving.2 sports such as the Olympics could be used as a motivator for British Woman? Over past years. such as the medals. In Great Britain any kind of support or financing has fallen short. The excitement of the Olympics being hosted in London has influenced women to take part in physical exercise.organisation it can be used by management to attain the best out of the worker. health. (Making Motivation. British women were traditionally taught to be inactive. money. Motivational theories are crucial to an organisation as when they are applied effectively the employees will experience job satisfaction and the business is more likely to prosper. could be used as a motivator for British women as the rewards. (Washington Post. It has been found that one in five men exercise on a regular basis compared to British women. where men have been the main players. There have been a variety of explanations as to why British women have been elusive in sport. British women have been supported to take part in bike riding and netball amenities have been made available throughout various cities. Some British women may even be motivated to take part in sport purely to identify themselves with prominent sports women. Sport was something that only the privileged were able to benefit from. lifestyle. represents winning and accomplishment. Asong (2013). recognition.’ a government organisation called Sport England. education. football and rugby. class and the opinion held by women that sport is unattractive. The image of sport has changed in a huge way over the years and the 2000 Olympics held in London has played a part in raising the profile of female athletes and helped to bridge the gap between the perception that . such as the Olympics. Sports. whist helping the employee to meet their own personal needs. Over the years that has changed and money has been put into levelling out the imbalance. There had been little money invested into British women and sport in the past. the British sports tradition has been dominated by sports such as cricket. slim and to ‘look good on the arm’ of a man. has found that only one out of ten British women from underprivileged backgrounds take part in physical exercise on a regular basis. when compared to other countries like America. 2010-2013). team spirit. sense of well being and high levels of self esteem that being physically active produces. (o2000.

there consist sub. Norming. young and old. The team may decide upon who leads that team. but also support is available in regards to tasks or difficulties. the style of leadership and the overall group attitude towards superiors Role within a given job. In comparison to a ‘crowd. When groups come together they have been recognised as going through various stages as they develop .British women have had about sport. Learning Media (2010) defines a group by saying. how motivated the group are towards completing tasks. Formal groups are created by the organisation allocating tasks to be carried out within teams. but the organisation is the one to permit the leader to be in charge. comes performing. where a level of co-operation and productivity has been achieved. In the work environment groups can adopt a range of behaviours through out their tasks and are highly influenced by other members. and the stability of consistent performance. who may stick together forming an elite group at work. was seen to be taking part and getting involved in some way. They have reached a level of maturity. for example. Also aspects such as:    Organisation size. both male female. do staff know what’s expected of them?  Group unity. individuals who often meet to share knowledge. Tuckman (2001) has explained them as forming. .’ group fidelity.groups. groups perceive themselves to have a ‘sense of identity. when the group members experience differences in opinions. Individuals behave differently when they are in a group as there are certain group norms that they are held accountable for in relation to the groups values and actions. the group is able to get on with the job at hand without the troubles of the initial stages impairing the organisations goals. Question 9 Explain the nature of groups and group behaviour when in work? Approx 210 words LO 4. what the group wants to attain. or friends who will socialise in one way or another outside of work. therefore developing personal relationships within a lesser sized group and where not only does participation gets recognition from others in that sub-group. BPP. how staff relate and interact with each other. (BPP. The groups of an organisation are referred to as informal. Lastly. this can result in disagreements. they come about by similarity of interests amongst work colleagues. Learning Media.’ groups have characteristics not seen within crowds. when a group initially assembles. as everyone.e. These sub-groups are formed as people naturally identify with and relate to others. or approaches. the main group. Storming.1 A group can be explained as a set of people that come together for a specific purpose and identify themselves as being a group. whether or not their task role is defined clearly. and a reason for them to be led.’ Within the body of the organisation i. ‘A group is any collection of people who perceive themselves to be a group. large organisations may give less consideration to the needs of employees Management approach. how harmoniously and efficiently they reach decisions or the desired outcome  Stimulation. 2010).

then there is risk of groups becoming their own self governing entity within an organisation. All in all groups will have a range of members that either influence the group or have no influence on the group. Groups tend to act in a variety of ways within an organisation. whilst in other groups. verses groups that are high performance groups and are able to accomplish their objective. Asong (2013). groups that make decisions that have an effect on other groups. members will act and work as individuals within that group not giving consideration to the other members. influence and co ordinate the tasks and groups.’ or one group determined to dominate other groups. There are also groups that are unable to complete the task at hand. sub groups and their appointed leaders. with individual members striving to be ‘the best. as there are many different personality types within groups. whose members are reliant on the ability of the leader to ‘contain’ them and direct them. Question 10 Complete the table below . Chooramun. If the behaviour of the group or sub groups is not managed. members and the goals of the group/organisation then there will be a higher productivity rate than a group that has no involvement with its organisations objectives. Effective management is also essential in supervising group behaviour.all have an influence on group behaviour. then the organisation will benefit from the creative strengths and diversity of its group members. work in harmony with each other and have close affiliation and cooperate with each member within that group. (2012). groups. When a group identifies with the culture. On the other hand if an organisation has competent leaders who are able to impart the vision or goals of the organisation. some groups will be competitive. There are groups that have no influence upon other groups or vice versa. Some groups will have cohesive behaviour.

members may be lazy and leave the work to other staff members Not Enough Resources. There is the risk that individuals will feel isolated and that the societal requirements of the employee would diminish. staff are dedicated to their role within the team and receive relevant training so that they can carry out their task efficiently. if ways for staff to interact with each other are not made available. there is a rank of hierarchy and members are held accountable by their team leader. Having the use of enhanced telecommunications means that employees can work away from the ‘main production unit. 2008). Asong (2013)  No Sense Of Team Work. High Supervision And Clear Leadership. this can be detrimental in staff being able to carry out the required task. “A virtual team is a group of individuals who work across time.Factors that promote effective teamwork in McDonalds  Defined Roles. finance. tools. non monetary. With the inclusion of technology. organisations have been able to move away from having huge establishments where all decisions are made from the senior management. staff /team may not understand their role.’ and staff members may end up working by themselves at home.   Unmotivated Staff. to smaller scaled divisions where communication between employees is simplified. It has affected the way in which employees communicate and interrelate with each other and where these interactions take place. (BPP Learning Media. enables effective communication amongst members Rewards Of Working In A Team. space.2 Question number 11 Question Question Deliverables Evaluate the impact of the internet and Approx 300 words virtual teams on team functioning within a design and engineering organisation? Markers criteria LO 4.g.   Small Groups/Teams. or other locations. Approx 120 words LO 4.  Well Trained To Work In A Team And Staff Training. where there is a shortage in supplies e. Factors that inhibit effective teamwork in McDonalds  Undefined Roles. monetary. Not Influenced By The Group. also meaning that team members could spend increased time with appliances rather than other employees. members may have no respect for their management or other staff members. staff may be reluctant to do another team members job if the organisation is short staffed.3 The advancement of technologies used within an organisation has produced innovative ways for an organisation to structure itself and its employees to carry out their job roles within teams and groups. (Mullins. 2010). each member of the team understands what is expected of them and the  task(s) that they are assigned to. or a member infringes upon another  members role. and organisational boundaries with . equipment.

Due to the problem solving approach of design and engineering staff. (BPP Learning Media. as well as:        Groupware Software Newsgroups. Also. public switched network. 2010). the virtual team members within a design and engineering organisation are more likely to collaborate and be focused on producing the outcome required by the organisation whilst performing at a competent personal level. M3 Write a report to the Managing Director of the Sheraton Hotel giving examples of types of technology used within the hotel and explain how they affect team dynamics? Approx 90 words LO 4. such as electronic mail. With the use of the internet and virtual teams. p250.) The types of technology that is associated with virtual teams being able to carry out tasks range from: ‘General Hardware. Telephones. then the time scales of sharing the information and incorporating the designs/technologies into the tasks of the virtual team would mean more efficiency and keeping up to date and ahead of changes within their industry would become more streamlined and easier. products and resources that may not have been otherwise available.3 . information sharing. where team members are able to meet virtually with each other through the use of cameras.’ There is also conferencing technology and applications which aid the overall organisation of work between virtual teams. creating prototypes and testing and using software that enables team members to communicate and work on a task simultaneously. equipment. being able to work from different locations whilst designing.links strengthened by webs of communication technology. PCs. The cost of products and the time it would take to source those products can be reduced.” (BPP Learning Media. means that there is increased flexibility of work hours for the virtual team. or at different times. if there are new designs/technologies in other countries that would enhance the work of the organisation. The expertise of team members in different geographical locations or across the world and their collective knowledge can enhance the creativity and productivity from people with diverse backgrounds. modems. electronic email Intranets Electronic whiteboards Projectors Time management systems Websites. the team functioning of a design and engineering organisation may have increased access to information. bulletin boards. meeting facilitation software and group time management systems. local are networks and Software. 2010. for example.

Asong. smart devices. emails. 2009) Conclusion: The use of technologies such as. Methodology: Ispic Research has collated data obtained from third party industry specialists and have identified only information that will clarify the relevant factors of technology and the impact that it has on team dynamics. Google docs. (Schonwalder.  Web based groups can be utilized to exchange information online between team members without employees having to meet up in person. sharing and developing information remotely between staff working in different locations. can be used to produce reports and contributions towards a task can be made via these methods. tablets. projects and the general operation of the hotels can run more efficiently. customer bookings/reservations. This results in a reduction of man power and enables staff tasks to be completed in less time. the design of a new menu that has been produced on line by one member of the team may be accessed by other team members that work at different locations. pay roll. computerized systems for handling key functions within the Sheraton Hotel. mobile phones  The Sheraton hotel is made up of teams that are split up and work across various branches of the hotel chain.Subject: Technology used within the Sheraton Hotel To: Mrs Williams: Managing Director From: Miss C Armstrong: Head of Research Department Status: Confidential Date: Friday 18th January 2013 Summary: The purpose of this report is to outline the types of technology used within the Sheraton Hotel and how technology affects team dynamics. For example. security. guests checking them selves in and out of the hotel. computerized systems. guest bookings. to become automated and computerised. Findings:  Types of technology used by employees include: internet. has contributed to efficient use of resources and . databases. such as. Team members will then be able to have an input. members each have equal access to information and also time. Employees are able to use technologies. make relevant changes and collaborate in regards to the new menu.(2013)  The use of technology has enabled systems such as temperature control. accessing. the members can also collaborate and develop projects and systems by utilizing the various technologies mentioned. such as the internet and network systems to communicate and work together on task.  Team members can be kept up to date on the progress of specific tasks. security and payroll.

increased transparent communication amongst employees. (2013) . Asong.

. Groups. (2012). B. (2010). D.com/british-women-inspired-for-fitness-by-the-olympics/ [Accessed 17th January 2013]. 9th January. British Women Inspired for Fitness By The Olympics.Understand Mechanisms for Developing Effective Teamwork in Organisations. (2012). 9th January. Business Essentials: Organisations and Behaviour. 23rd November. London School of Science and Technology. (2002-2013).Organisations and Behaviour. Asong. [Lecture Notes]. Leading. (2013). Organisations and Behaviour. Asong. BPP Learning Media. Helium. [Online]. (2013). 19th December. [Lecture Notes]. 13th December. B. (2012) Understand Mechanisms for Developing Effective Teamwork in Organisations. Understand Mechanisms for Developing Effective Teamwork in Organisations. BPP Learning Media Ltd. OBE004(o).helium. Class Birmingham. (2012).London School of Science &Technology REFERENCE LIST Asong. Class Birmingham. [Lecture]. Asong. Nature of Groups In Organisations. [Lecture]. Chooramun. Organisations and Behaviour. Class Birmingham.Understanding Ways of Using Motivational Theories in Organisations. Organisations and Behaviour. Class Birmingham. London School of Science and Technology. What is the impact of new technology in the workplace. London School of Science and Technology. London. London School of Science and Technology. [Online]. Class Belfast. B. OBE004(o). [Lecture]. Organisations and Behaviour. B.com/items/591975-what-is-the-impact-of-new-technology-in-the-workplace 18th January 2013]. Available from: http://makingmotivation. [Accessed Making Motivation. Available from: http://www. London School of Science and Technology.

[Accessed 6th January 2013].(n. Washington Post.d). (2nd Ed). Available from: http://en. London 2012: Olympics Used as Fitness Motivation for British Women.cn/?p=19097 [Accessed 17th January 2013]. J. .htm [Accessed on 22nd January 2013]. (1996-2013). Available from: http://www. o2000. London 2012: Olympics Used as Motivation for British Women. Use of Technology in Hotels. [Online].html [Accessed 17th January 2013]. L.[Online].Mullins. Wikipedia. (2008). England.o2000. Pearson Education Limited. Schonwalder. Essentials of Organisational Behaviour. [Online]. Available from: http://schonwalder. Maslow's Hierarchy of Needs. the Free Encyclopedia. Available from: http://www.org/Hotels/hotel_n.com. [Online].com/sports/olympics/london-2012-olympics-used-asmotivation-for-british-women/2012/07/17/gJQAA6AHrW_story.wikipedia.png. (2010-2013). (2009).org/wiki/File:Maslow%27s_hierarchy_of_needs.washingtonpost.

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