Question

number
Question 1

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

Deliverables

Markers
Criteria
Approx 300 words LO 1.1

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

relation to

the divisional structure and culture.

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, Thats 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).

M1

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 employees 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).

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. If the work environment is in agreement and the staff work well together,
then this will in turn boost staff self esteem, creativity and confidence, It will also have a positive impact on
customer satisfaction, which will then lead to increased business efficiency, productivity, adaptability and profits
for the organisation. (Mullins, 2008).
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 1.2

The organisational structure that has been chosen is the matrix structure. This structure has a task
culture.
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 the project has been completed the staff team
will go back to working in their original department/function. Chooramun, (2012).
The matrix structure managers may have to oversee and synchronize various functions and product lines, which
would mean that employees may have to report to more than one manager at any given time during the project. This
could in turn lead to confusion and work load pressure for the subordinates, which would have a detrimental impact
on the businesses overall performance.
On the other hand, an advantage of this structure is that the staff members tend to be more adaptable within their
work environment, also the organisations flexibility to make changes according to internal and external factors, such
as staff attitudes or economic conditions, works effectively for this organisational structure and culture.
(BPP Learning Media, 2010).
The task culture of the matrix structure revolves around its ability to get the job done. It relies on the expertise
and team spirit of the staff groups and the communication and co-ordination skills of the managers; which will
include the managers capabilities to convey the organisations values, norms and beliefs to the employees. Once
this has been achieved it can have a tremendous beneficial impact on the organisations profit margins, staff
motivation and the way the organisation is perceived by its customers, existing employees and new staff members.
(BPP Learning Media, 2010).
Question 3

You work as an Events Organiser for a major

Sporting Event, 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 1.3

28 Deans Mead Street

309 St Margaret Sq

Ingleside

Kensal Thorpe Park

NE London

W4 5RP
RE: Recent Sporting Event

Hi Darleen,

Just writing you a quick note to let you know how the event went on Friday.
It started off in a rather unusual way; the client invited me to take part in their morning check in, where we all
had a chance to say what we expected to achieve throughout the day and everyone cheered and clapped at the
end. I can tell you Ive never been so impressed, it really impacted my motivation for the day. There was such a
supportive team spirit amongst the staff members. Normally Im a bit reluctant to be around so many women,
but these women were all from different backgrounds, ages and experiences, yet the unity and focus to achieve
the goal and create a positive environment was absolutely contagious, so much so that I ended up taking part in
one of the staff team races, (which you know Id never normally do!).
The manager, who was really hands on as well, allocated her own staff team to help me along side my team of
assistants, 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. The
free slap-up meal was a pleasant bonus as well.
Ive never had such an enjoyable, as well as extremely productive day in all my experience of organising
events.
Theres been some talk of me organising a follow up event for them as well, its all looking quite promising.
I can tell you Im really excited about the prospects of working with them again.
Thats all for now. We must catch up soon.
Yours truly,
Sally Ann

Asong, (2012)

Question 4

Compare the leadership styles of College A & B

Approx 300 words LO 2.1

Effective leadership is able to produce the required outcome by pooling the skills and competences of others
and shaping the actions of individuals and, 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). Asong, (2012).
In the case of the autocratic leadership style, the decision making is firmly fixed with the manager, who does
not necessarily use or ask for the input of others before making changes. Subordinates are required to follow
directions regardless of whether they agree with them or not and any non conforming behaviour is disregarded,
restricted or reprimanded. There is a strict adherence to regulations and processes and the flow of communication
tends to be from top to bottom.
Where as, with the laissezfaire leadership style, the decision making is more of a group contribution; with the
final decision being the contribution most likely to resolve the issue at hand. Management is not always required
to endorse all decisions that are made, which means that the employees become more experienced and confident.
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.
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. Asong, ( 2012).
Colleges A and B have completely separate outcomes to achieve for the continued existence and growth of their
establishment.
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. 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. 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, which could then lead to an environment
where people are opposed to decisions that have been made and leave the job. The college could then be in a
position where there is low staff morale leading to a high turn over of staff, rendering this approach ineffective
over a long period of time.
With the second scenario, 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. As the college is already doing well, 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, which would not be the case if there
was a dictatorial style leadership within this college. For the organisation to be described as large scale and
thriving, also shows that the students are in an environment that is benefiting them in regards to their learning
experience. 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. Asong, (2012).
Question 5

Explain how the Systems Approach is used by managers Approx 120 words LO 2.2
today?

During the 1930s Von Ludwig Bertalanffy was amongst those who lead the way in developing the systems
approach. Asong, (2012).
This theory has been explained as, An entity which consists of interdependent parts. (BPP Learning Media,
2010). An organisation is made up of various parts that collectively enable the organisation to function
successfully.
The divisions/subdivisions, administration and the approach used within each division are seen as systems
working together. If any of these parts stop working, or a problem occurs within an individual system, it is
shown to have a negative impact upon the whole organisation e.g. a major malfunction in a technical device
will inhibit the performance of another department which will in turn affect the entire organisations
productivity, 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.
Inputs, such as untreated materials, resources etc (which are part of other systems that the organisation needs
for its existence) are transformed by the organisations systems into outputs, such as, products and services. The
external environment responds to the outputs via feed back and the organisation can then adapt its goods, or
conduct according to the continually shifting needs of its customer, or actions of its competitors. When an
organisation responds to external influences it is referred to as an open system. Likewise the internal system
responds to the ever changing requirements of the organisation.
Closed systems are referred to as those organisations that have not, for some reason or another, responded in a
timely manner to their environment. Asong, (2012).
Managers today realise that they have to see all the individual units of the organisation as interrelated, whilst
also acknowledging the impact of the external environment upon the organisation.
Today managers use the systems approach to recognise the organisation as complete, 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. (Mullins, 2008).
The external environment, government regulations, competitors etc also play a big part in how managers
conduct the activities of the organisation. Today with the increased competition, managers know, for example,
that if they do not respond in time to feedback from the external environment, such as consumers, that they are
at risk of losing customers whos needs they have not meet, or due to poor customer relations. Asong (2012).

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. Who do you think has got it right and
why? Provide a conclusion within your answer

Approx 300 words LO 2.3

Theorists, such as, Elton Mayo and Fitz J Roethlisberger all played a part in developing the Human Relations
Approach. It is an approach that takes into account the behaviour of humans and looks into the attributes, such
as, needs, standards, attitudes etc in order to recognise what influences behaviour in the work place.
(Asong, 2012)
This approach came about as a result of the previous two management systems, firstly, Scientific Management
which focused, primarily with tasks and techniques. It was thought that this type of management treated
people as if they were part of the machinery. Secondly, Classical Administration, which focused on there being
certain elements present in all organisations i.e. levels of hierarchy, grouped resources or work duties and
matched authority. Classical Administration acknowledged that organisations consisted of people, as well as
job tasks. (BPP Learning Media, 2010).
The hotel industry is a hospitality service that aims to create a warm, friendly and homely atmosphere for its
customers. It relies upon a high number of staff to achieve this. People i.e. staff, are at the forefront of this
business and are responsible for establishing a welcoming rapport between themselves and each service user.
First class customer relations, amongst other things, are crucial to the success of the hotel industry. (Asong,
2012)
Mr. John Smith may have chosen this approach as he is aware that in order for his business to succeed, he has
to take into account the needs of his customers, the individuality of his staff members and the driving force
behind his employees behaviours whilst they are at work, as the delivery of a professional and people friendly
service relies upon his staffs continual job satisfaction. By nurturing his staff Mr. John Smith can achieve the
required behaviour that will make his business effective.
However, the downside to the Human Relations Approach is that it assumes that all employees are high
performers when shown consideration by caring management. This may not always be so, as some people, as
identified by Fredrick Taylor (1911), have a naturally indolent disposition. The Human Relations Approach also
disregards how the external environment plays a part on human behaviour in the work place.
Asong, (2012).
The Contingency Approach is also referred to as the peace maker and was developed as a result of the
previous approaches, such as, Scientific Management, not taking into account the way the environment affected
an organisation, the size of the organisations, its objectives, etc (Asong, 2012).
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, or approach that works alongside:
a) The tasks

b) The people
c) The environment
in their own particular situation. (BPP Learning Media, 2010, p 42).
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, or are reluctant to make changes in their
approach. On the other hand, 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.
Mullins (2008) states that, A potential danger with the contingency approach is that the manager may appear to
lack consistency in leadership style.
Mrs. Sally Turner may have chosen this approach for her golf complex, due to the fact that it identifies that
there is no fixed way of managing an organisation because of the numerous changeable factors.
Mrs. Sally Turner has pre-empted that she will need to adjust her management approach according to the
circumstances and requirements of her golf complex. Asong, (2012).

Conclusion: Both approaches to management are effective in the right organisation, but neither is without
flaws. That said, I would be most likely to opt for the Contingency Approach over the Human Relations
Approach, as it allows for flexibility in management styles, within varying circumstances. The Human
Relations Approach focuses its attention primarily on understanding peoples behaviours in order to motivate
them, where as, the Contingency Approach takes more variables into consideration, that is to say, it looks at
what is happening within the organisation, its staff, its objectives, and the needs that arise, as well as being
aware that the continual changes that occur outside of the organisation, in regards to trends, customer needs and
behaviours for example, also directs the organisations decision making. All of these aspects merit attention
when running a hotel or golf complex business.

London School of Science &Technology

REFERENCE LIST
Asong, B. (2012). Understanding the Relationship Between Organisational Structure and Culture,
OBE004 (o). [Lecture Notes]. Influences on Employee Behaviour. Organisations and Behaviour. London
School of Science and Technology, Class Birmingham, 31st October.
Asong, B. (2012). Understand Different Approaches to Management and Leadership, OBE004 (o).
[Lecture Notes]. Leading. Organisations and Behaviour. London School of Science and Technology.
Class Birmingham, 7th November.
Asong, B. (2012). Organisational Structure. [Lecture]. Organisations and Behaviour. London School of

Science and Technology, Class Birmingham, 17th November.

Asong, B. (2012). Management Theories. [Lecture]. Organisations and Behaviours. London School of
Science and Technology, Class Birmingham, 28th November.
BPP Learning Media. (2010). Business Essentials: Organisations and Behaviour. London. BPP Learning
Media Ltd.
Chooramun, D. (2012). Understanding the Relationship Between Organisational Structure and Culture,
OBE004 (o). [Lecture Notes] What is an Organisation? Organisations and Behaviour. London School of
Science and Technology. Room Belfast, 11th October.

Handy, C. (1987). Gods of Management. London, Souvenir Press.

LSST. (2012). LSST Organisational Chart. [Online]. Available from:
https://sites.google.com/a/lsst.ac/student_portal/home. [Accessed 4th January 2013].
Mullins, L. J. (2008). Essentials of Organisational Behaviour. (2nd Edition). England, Pearson Education
Limited.

London School of Science &Technology

PART 2
Question 7

Select two leadership styles (i.e. autocratic, democratic,

free rein/laissez-faire) and explain how they could affect
the motivation of employees when an organisation is
downsizing?

Approx 210
words

LO 3.1

The leadership styles that have been selected for the answer to this question are autocratic and
democratic leadership.
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 managers approval. Every aspect of management, such as,
decision making, procedures for achieving goals, work tasks etc is controlled and decided by the manager
without any discussions taking place with the members of staff before hand. (Mullins, 2008, p268).
Under this command and control, style of leadership, the staff members are not permitted to voice their
opinions, or have an influence on decision making, they are completely reliant upon and under the authority of

the manager, where as, with the democratic leadership style, there is permitted contributions and input from
the staff members and the managers role is integrated among the staff team. This allows for the employees to
play a part in the way the organisation performs and develops. (Mullins, 2008).
This leadership style allows for there to be transparency of the managers role within the workplace, team work
amongst the levels of hierarchy and permits the subordinates to have a voice within the organisation.
When an organisation is downsizing there is the likelihood that some staff will be made redundant, a
reduction will be made in spending and the situation calls for greater managerial efficiency in order to reach the
required outcome. Asong, (2012). This can effect the motivation of employees in a number of ways under the
two leadership styles mentioned.
In the case of the motivation of employees under the autocratic leadership style, staff may become
extremely dissatisfied, divided in views and feel cut off from the decisions being made; The outcome to this
being that the employees may be completely opposed to the changes, causing them to not carry out orders, or
carry out the orders reluctantly. Where as, the opposite may apply in the case of the motivation of employees
under the democratic leadership style; where the staff are more likely to be made to feel a part of the
decision making, support the management and feel like part of a team whilst doing so. 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. Asong, (2012).

Question 8

Compare Taylors and Maslows motivational theories Approx 300

and evaluate which of the two is the most effective for words
managers today?

LO 3.2 &
3.3

Frederick Taylors motivational theory, which came about in 1911, suggested that employees are motivated
mostly by their wages. He offered a selection of methods that managers could use to motivate the workers and
enhance production, such as:

Piece-rate pay

Training

The break down of tasks into segments

Punishments- /if employees did not work hard enough for example.

Where as, In 1954 Abraham Maslow set out the Hierarchy of Needs theory. In his theory, Maslow
acknowledged that there are 5 motivational requirements that are responsible for the reason why people work,
which include:

Physiological Needs

Safety Needs

Social Needs; Also sometimes referred to as Love/Belonging as shown

in the diagram below

Esteem Needs

Self actualization Needs

Asong, (2012)

Maslows Hierarchy of Needs

Source: (Wikipedia, the Free Encyclopedia

2006)
Taylors theory presents tools that can be used to get a higher production rate and cut time and costs by its
efficiency. Due to the monotony of the job tasks workers can soon become dehumanised and lose motivation to
work. Also not every employee is motivated by money, but by using piece rate pay as an incentive, offers an
employee a way of fulfilling other needs, such as those identified by Maslow. Asong, (2012)
To make Taylors theory effective today, managers could apply this theory alongside tools such as positive
reinforcement to staff for a job well done and acknowledgment for the employees contribution in the work
place. 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.
Maslow looks at the psychological aspect as to why people work, that being that they have unmet needs. He
identifies what motivates people, but not how to motivate them in the work place. 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, as the need surfaces, which may be at a different pace for each individual.
Not every employee however, can relate to these factors, for example a person that is employed by an
organisation that works solely for the common good of the community, will not essentially be motivated by
their own physiological needs.
To make Maslows theory effective today, 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. Asong, (2012).

Conclusion:
After comparing the two motivational theories it is clear that both have qualities that can be useful for
managers in todays organisation. When the most appropriate motivational theory is matched to an industry, or
organisation it can be used by management to attain the best out of the worker, whist helping the employee to
meet their own personal needs. 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.
M2

Using a range of sources of information explain how

Approx 180 words LO 3.2
sports such as the Olympics could be used as a motivator
for British Woman?

Over past years, the British sports tradition has been dominated by sports such as cricket, football and rugby,
where men have been the main players. Sport was something that only the privileged were able to benefit from.
It has been found that one in five men exercise on a regular basis compared to British women, where it has
been found that only one in eight women take part in regular exercise. Although the British government has put
in a great effort to Get women moving, a government organisation called Sport England, has found that only
one out of ten British women from underprivileged backgrounds take part in physical exercise on a regular
basis.
There have been a variety of explanations as to why British women have been elusive in sport, those include
factors such as culture, class and the opinion held by women that sport is unattractive. British women were
traditionally taught to be inactive, slim and to look good on the arm of a man. (Washington Post, 1996-2013).
There had been little money invested into British women and sport in the past; In Great Britain any kind of
support or financing has fallen short, when compared to other countries like America. (o2000, 2010-2013).
Over the years that has changed and money has been put into levelling out the imbalance; British women have
been supported to take part in bike riding and netball amenities have been made available throughout various
cities. The excitement of the Olympics being hosted in London has influenced women to take part in physical
exercise.
Women have been motivated by the London 2000 Olympics and have taken to exercising close to where the
games were hosted. (Making Motivation, 2012).
Sports, such as the Olympics, could be used as a motivator for British women as the rewards, such as the
medals, recognition, health, money, lifestyle, discipline etc, represents winning and accomplishment. Being
involved in sports can motivate British women to represent their country whilst gaining the health benefits,
education, team spirit, sense of well being and high levels of self esteem that being physically active produces.
Some British women may even be motivated to take part in sport purely to identify themselves with prominent
sports women. Asong (2013).

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
British women have had about sport, as everyone, both male female, young and old, was seen to be taking part
and getting involved in some way.
Question 9

Explain the nature of groups and group behaviour when

in work?

Approx 210 words LO 4.1

A group can be explained as a set of people that come together for a specific purpose and identify themselves
as being a group. BPP, Learning Media (2010) defines a group by saying, A group is any collection of people
who perceive themselves to be a group.
Within the body of the organisation i.e. the main group, there consist sub- groups. These sub-groups are formed
as people naturally identify with and relate to others, therefore developing personal relationships within a lesser
sized group and where not only does participation gets recognition from others in that sub-group, but also
support is available in regards to tasks or difficulties. The groups of an organisation are referred to as informal;
they come about by similarity of interests amongst work colleagues; who may stick together forming an elite
group at work, individuals who often meet to share knowledge, or friends who will socialise in one way or
another outside of work. Formal groups are created by the organisation allocating tasks to be carried out within
teams. The team may decide upon who leads that team, but the organisation is the one to permit the leader to be
in charge. (BPP, Learning Media, 2010).
In comparison to a crowd, groups have characteristics not seen within crowds, for example, groups perceive
themselves to have a sense of identity, group fidelity, and a reason for them to be led.
When groups come together they have been recognised as going through various stages as they develop.
Tuckman (2001) has explained them as forming; when a group initially assembles. Storming; when the group
members experience differences in opinions, or approaches, this can result in disagreements. Norming; where a
level of co-operation and productivity has been achieved. Lastly, comes performing; the group is able to get on
with the job at hand without the troubles of the initial stages impairing the organisations goals. They have
reached a level of maturity.
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, what the group wants to attain, and the stability of
consistent performance. In the work environment groups can adopt a range of behaviours through out their
tasks and are highly influenced by other members. Also aspects such as:

Organisation size; large organisations may give less consideration to the needs of employees

Management approach; the style of leadership and the overall group attitude towards superiors

Role within a given job; whether or not their task role is defined clearly; do staff know whats expected
of them?

Group unity; how staff relate and interact with each other; how harmoniously and efficiently they reach

decisions or the desired outcome

Stimulation; how motivated the group are towards completing tasks,

all have an influence on group behaviour. Chooramun, (2012).

Groups tend to act in a variety of ways within an organisation; some groups will be competitive, with
individual members striving to be the best, or one group determined to dominate other groups. Some groups
will have cohesive behaviour, work in harmony with each other and have close affiliation and cooperate with
each member within that group, whilst in other groups, members will act and work as individuals within that
group not giving consideration to the other members. All in all groups will have a range of members that either
influence the group or have no influence on the group. There are groups that have no influence upon other
groups or vice versa; groups that make decisions that have an effect on other groups. There are also groups that
are unable to complete the task at hand, verses groups that are high performance groups and are able to
accomplish their objective. Asong (2013).

When a group identifies with the culture, 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, 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. If the
behaviour of the group or sub groups is not managed, then there is risk of groups becoming their own self
governing entity within an organisation. On the other hand if an organisation has competent leaders who are
able to impart the vision or goals of the organisation, influence and co ordinate the tasks and groups, then the
organisation will benefit from the creative strengths and diversity of its group members, groups, sub groups and
their appointed leaders.

Question 10
Complete the table below
Factors that promote effective teamwork in
McDonalds

Defined Roles; each member of the team

Factors that inhibit effective teamwork in

McDonalds

Undefined Roles; staff /team may not underst

understands what is expected of them and the

their role, or a member infringes upon another

task(s) that they are assigned to.

High Supervision And Clear Leadership; there

members role.
Not Influenced By The Group; members ma

is a rank of hierarchy and members are held

have no respect for their management or other

accountable by their team leader.

staff members.

Small Groups/Teams; enables effective

communication amongst members

Unmotivated Staff; members may be lazy and

leave the work to other staff members

Rewards Of Working In A Team; monetary, non

monetary.

Not Enough Resources; where there is a shor

in supplies e.g. tools, equipment, finance, this

be detrimental in staff being able to carry out t

Well Trained To Work In A Team And Staff

required task.
No Sense Of Team Work; staff may be

Training; staff are dedicated to their role within

reluctant to do another team members job

the team and receive relevant training so that they

if the organisation is short staffed.

can carry out their task efficiently.

Asong (2013)

Question
number
Question 11

Approx 120 words LO 4.2

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 4.3

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.
It has affected the way in which employees communicate and interrelate with each other and where these
interactions take place. 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, to smaller scaled
divisions where communication between employees is simplified. Having the use of enhanced
telecommunications means that employees can work away from the main production unit, and staff members
may end up working by themselves at home, or other locations; also meaning that team members could spend
increased time with appliances rather than other employees. (Mullins, 2008). There is the risk that individuals
will feel isolated and that the societal requirements of the employee would diminish, if ways for staff to interact
with each other are not made available. (BPP Learning Media, 2010).
A virtual team is a group of individuals who work across time, space, and organisational boundaries with
links strengthened by webs of communication technology. (BPP Learning Media, 2010, p250.)
The types of technology that is associated with virtual teams being able to carry out tasks range from:
General Hardware; Telephones, PCs, modems, public switched network, local are networks and Software,
such as electronic mail, meeting facilitation software and group time management systems.
There is also conferencing technology and applications which aid the overall organisation of work between
virtual teams, where team members are able to meet virtually with each other through the use of cameras, as
well as:

Groupware Software

Newsgroups, bulletin boards, electronic email

Intranets

Electronic whiteboards

Projectors

Time management systems

Websites.

(BPP Learning Media, 2010).

With the use of the internet and virtual teams, the team functioning of a design and engineering
organisation may have increased access to information, information sharing, equipment, products and
resources that may not have been otherwise available, for example, if there are new designs/technologies in
other countries that would enhance the work of the organisation, 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. Also,
being able to work from different locations whilst designing, creating prototypes and testing and using software
that enables team members to communicate and work on a task simultaneously, or at different times, means that
there is increased flexibility of work hours for the virtual team. The cost of products and the time it would take
to source those products can be reduced. 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. Due to the problem solving approach of design and engineering staff, 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 4.3

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.

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.

Findings:

Types of technology used by employees include: internet, computerized systems, databases, smart
devices; tablets, mobile phones

The Sheraton hotel is made up of teams that are split up and work across various branches of the hotel
chain. Employees are able to use technologies, such as the internet and network systems to
communicate and work together on task. For example, 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. Team members will then be able to have an input, make relevant changes and collaborate in
regards to the new menu.

Web based groups can be utilized to exchange information online between team members without
employees having to meet up in person; emails, Google docs, can be used to produce reports and
contributions towards a task can be made via these methods.

Team members can be kept up to date on the progress of specific tasks, the members can also
collaborate and develop projects and systems by utilizing the various technologies mentioned; members
each have equal access to information and also time, projects and the general operation of the hotels can
run more efficiently. Asong,(2013)

The use of technology has enabled systems such as temperature control, guest bookings; guests
checking them selves in and out of the hotel, security and payroll, to become automated and
computerised. This results in a reduction of man power and enables staff tasks to be completed in less
time. (Schonwalder, 2009)

Conclusion:
The use of technologies such as, computerized systems for handling key functions within the Sheraton Hotel,
such as, pay roll, customer bookings/reservations, security, accessing, sharing and developing information
remotely between staff working in different locations, has contributed to efficient use of resources and
increased transparent communication amongst employees. Asong, (2013)

London School of Science &Technology

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