MANAGEMENT

Organisations and Behaviour

Table of Contents

Introduction3

Task 1- Compare and Contrast Organisational Structure and Culture3

Organisation's Structure and Culture and the Effects on Business Performance3

Influence on Individual Behaviour at Work4

Task 2 - Organisational Theory for Current Economic Environment4

Approaches to Management and Theories of Organisation5

Task 3- Leadership Styles6

The Dictatorial Style6

The Authoritative Style6

The Consultative Style6

The Participative Team Style7

Motivational Theories7

Relationship between Motivation Theory and the Practice of Management8

Task 4-Nature of Groups and Group Behaviour8

Factors That Lead To Effective Teamwork8

Impact of Technology on Team Functioning9

Conclusion9

Appendix13

Organisations and Behaviour

Introduction

Task 1- Compare and Contrast Organisational Structure and Culture

According to the latest news of HSBC, they are intended to slash around 2000 jobs in UK job market which pose several financial hurdles for UK financial sector and unemployment levels in the country (Reimann, 1974, pp.693). Being the largest bank in Europe, HSBC have also previously downsized several employees of around 4,400 due to recover from the losses of global financial crises hitting the banking industry in year 2008. Since HSBC is downsizing at large, the organizational structure that explained such scenario is called Decentralization. The organizational structure of Sports Direct on contrast is moving towards centralization structure based on their latest news publication which shows growth potential for the company in the industry.

Organisation's Structure and Culture and the Effects on Business Performance

Decentralization generally takes place when there is redundancy in staff at all organizational level, especially in middle level management and usually span of control in increased through giving authority to first-line managers and staff which report to one manager sitting at top organizational level (see appendix). The same is the case in HSBC recent step where managers at the bank's Canary Wharf Headquarters and investment advisors are hit from downsizing in an attempt to reduce the annual costs associated with high perks and salaries of these employees (Thompson, 1966). Though management gurus believe that downsizing help achieving the flow of communication of staff and top management, however in the case of HSBC some questions have been raised by employees' rights organization Unite union to oppose their behaviour as staff have helped the bank to earn £13.8bn last year. The same factor decentralization structure has been followed by other banks such as Lloyds and RBS to cut their jobs from market. The growth pattern of Sports Direct on the other hand translates in demand of more jobs at all organizational levels and especially at middle level management which are needed to monitor upcoming events for the company (Tayeb, 1994, pp.429).

Influence on Individual Behaviour at Work

The downsizing can serve the purpose of cost savings for the company, however, company has to address the stake of their employees who help them to earn and therefore negatively affects on its organizational culture. Downsizing proves negative for trusts, employee empowerment and moral levels in the employee (Shane, 1995, pp.47). This is likely that HSBC then move to towards weak culture as other employees feel lack of job security and lack in motivation towards performance of organization. One the other hand Sports Direct is moving towards ...