MANAGEMENT

Managing Organizational Behavior



2

Managing Organizational Behavior3

Comparision and contrast of different organisational structures and cultures3

Critical review of the theories of the nature of organizational culture4

Analyzing the Scenario / Case5

Impact of Scenario on the Attitudes and Perceptions of the People Involved5

Impact of Scenario on Motivation of the People Involved8

A Theory of Motivation by Abraham Maslow9

Frederick Herzberg's Two-Factor Theory9

Group Dynamics: Content in Module 511

Recommendations13

Improving Attitudes and Perceptions of People14

Enhancing Motivation in People15

Actions to Improve Group Dynamics16

Leadership Styles17

The Coercive Style of Leadership17

Oriented Style18

The Affiliative Style18

The Participative Style19

The Imitative Style19

Trainer Style19

Leadership Traits20

References21

Managing Organizational Behavior

Comparision and contrast of different organisational structures and cultures

Culture is such a dynamic and vast ranging notion that surrounds people at all the times. It is formulated and ratified by the interactions and relations of people with one another. Culture in actual refers to the defined set of norms, rules, routines and structures which direct the behavior of the individuals as well as set limitations for the conduct. When this notion of culture is seen and studied at the level of organization, one can easily discern the way in which the organizational culture is formulated, entrenched, developed and eventually maneuvered. It is also discerned the manner in which the culture limits, stabilizes and sets the structure and manner of performing to the groups and individuals in the organizations (Schein, 2004, pp.01-02).

Critical review of the theories of the nature of organizational culture

Different theories and ideas have been proposed regarding the organizational culture. This section of the paper critically reviews some of these theories regarding the nature of the culture of an organization. One of the most famous of such theories is the one put forth by Schein. Schein viewed the organizational culture as being composed of three essential levels. The theory of organizational culture proposed by Schein implies organizational culture does not only include what is visible in the strategy, mission, vision or structure of an organization (Schein, 2004, pp.25-36). Organizational culture is deeper than that. Schein's approach is appropriate in the sense that organizational culture is something that is integrated deeply in the organization. Schein analyzed organizational culture to be made up of three levels. These three levels are artifacts, espoused beliefs and values and underlying assumptions.

Artifacts include everything that is visible in an organization which is indicative of its culture. These include the published values and culture of an organization, the ceremonies, language, physical environment, structure and visible practices. The second level of the organization that is espoused beliefs and values are the underlying norms, values, perceptions, strategies and goals of an organization. The third level of organizational culture identified by Schein is basic underlying assumptions. These are the most basic and deeply embedded in the organization. These are so deeply embedded that they turn out to be taken for granted assumptions (Schein, 2004, pp.25-35).

Analyzing the Scenario / Case

The cases have been analyzed below and based on the assumptions, theories and models they are reviewed. The cases clearly identify two different ...