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Organisations and Behaviour

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Introduction

Assignment 1 Organisations and Behaviour Michelle Grant HND Business and Finance Pat Hollis 27th October 2001 Organisations and Behaviour - Assignment 1 Part A - (1) The Purpose of management is to set collective goals for the organisation and communicate to members of the organisation. They make sure these goals are met organisational structures and systems are designed to make members 'pull' together and so that resources are utilised efficiently and effectively. They also create and sustain a corporate identity and culture; they look after the interests of the organisation's stakeholders too. Managers need to control what goes on in their department, they also need to make sure that everything is co-ordinated otherwise things wont happen properly and problems will start to occur. They are very commanding in order to get jobs done properly and on time and also to show that they are the ones with the authority, i.e. the one who is in charge, what I say goes. Management are given many different types of authority so that they can then implement what they have to do in their role as a manager. They have power, which is the ability to do something or get others to do it. Their authority gives them the right to do something or get others to do it. Along with these comes responsibility, which is where the liability of a person is called into account for the way authority has been exercised. Finally there are also able to delegate, this means that they give a subordinate authority over a defined area of which is within their own scope of authority, they hand over work to someone else but and not rid of the responsibility and work fully. Managers have a number of roles; they consist of interpersonal, informational and decisional. A man called Henry Mintzberg in 1973 identified these roles. An interpersonal role is one that shows leadership, and consists of figurehead, leader and liaison. ...read more.

Middle

Irwin Mitchell's had a very strict set of procedures and plans for what needed to be done in time for the end of the financial year. Their managers were all very co-ordinated in that each department was in some way connected to the one next to it and they quite often had meetings to see how they could get their teams to work more efficiently between them. There was a very big sense of control over the workers in that your manager checked everything you did. The managers were also very commanding as they hardly ever did the work you did they were more into dictating what needed to be done and then expecting it to get done without their assistance. There was a very long chain of command style structure, as you reported to and any problems to your team leader, who then reported it to her/the department manager, who in turn reported it to the site manager who then reported to the directors of the Sheffield branch. The managers had a lot of authority and unity of command in this organisation. Their approach was very structured and hierarchical, in that the higher up the scalar chain you were the more authority, power and command you had. Part B - (1) Organisational culture is known as the way we do things around here. A more detailed version according to Miner (1971, cited in Management and Organisational Behaviour, 1999 p803) would be that organisational culture is "...the collection of traditions, values, policies, beliefs and attitudes that constitute a pervasive context for everything we do and think in an organisation". Organisations reinforce culture through their rites and rituals, patterns or communication, the expected patterns of behaviour and the informal organisation. Schein (1985, cited in Management and Organisational Behaviour, 1999 p803) suggests "a view of organisational culture based on distinguishing three levels of culture: artefacts and creations, values and basic assumptions". ...read more.

Conclusion

If their structure were more flat the managers would be nearer to the consumers and be in a better position to see and adapt to what their needs are. This is what Hertzberg suggests in the Human Relations approach. That the employees should not be treated as another part of the machinery their values and relationships should be seen and heard, this improves the morale of the workforce as they are at last being acknowledged. This acknowledgement of the workers and their values brought about an increase in their motivation and so the performance of the organisation would increase too. Irwin Mitchell solicitors take in to account the human relations approach to some extent as the workers values, relationships and suggestions are taken into account. This is seen by the fact that they hold functions at Christmas time for the employees to attend where they are rewarded for their hard work throughout the year. There is also more delegation in a flat structure as there is usually less managers and they would not necessarily be able to carry out all the work that double their amount of managers would have and therefore delegate some of this work to their subordinates, this improves the employees morale and is a good way of motivating them in to working harder so that the businesses performance will also increase. As Irwin Mitchell Solicitors has a tall structure their employees are less motivated and the morale is not always very good within the teams, meaning that the organisations performance is not as good as it could be. They do operate a Kaizen culture though, this is where the employees can suggest things that they think would help or improve the organisation. These are usually small things and are implemented gradually so that the performance of the firm will to improve gradually. This type of culture improves the employees moral, motivation to the company as they are rewarded for their efforts/suggestions if they succeed. ...read more.

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