Developing Effective Teamwork in Organizations Essay

There are many different opinions and definitions of organizational structure. Structure in a sense is the arrangement of the functions used to do the work. Thompson said the structure â€Å"is the inner structure of the differentiation and the relations.† He referred to the structure as the means by which the organization sets boundaries and limits for the effective performance of its members, by the definition of responsibilities, resource control and other issues. Katz and Kahn said that â€Å"the structure is a series of interconnected events that occur, fill and renew a cycle of activities.† Culture, in an organizational context, can generally regard as the sum of a group or as a nation to think, believe, feel and act can be defined. Culture is the way of life of a group of people. More formal culture includes acquired as a complex whole, knowledge, belief, art, morals, customs and any other capabilities and habits of the members of a society. A corporation may be represented by the members of a nation as well as of members of an organization. Organizational structure and culture of the Uni-Lever Brothers Organizational structure called Unilever is common hybrid. The company operates three regions of the division: two product segments and five functional segments. They developed a simple structure to communication processes and effective use of available resources for the growth of the organization to accelerate. Company executives set up consists of six layers of the junior managers (local officials) to the Manager of the fifth year (the managers Unilever). Apart from this, the company employs many non-executives and cooperatives working in factories. As a multinational company Unilever a common culture for their activities has developed. They believe that all the people who work for their business and their ability to grow. The corporate culture is to believe in the ideas and support. Be a diversified company, they need to create a common working environment by combining carefully the needs of different people, so that they are motivated and proud to work for the company. Unilever is to develop a high commercial principles and code of ethics for the company a good reputation in the industry. Organizational structure and culture of Shaheen PHARMACEUTICALS Shaheen Pharmaceuticals is a drug known and reputable with more than 350 employees from different regions. Shaheen Pharmaceuticals has the distinction of being the first organization in the Swat Valley, which has received ISO 9001:2000 Quality Management is one of the famous and recognized IIC organization in Dubai received, UAE-based Arab countries and the Joint Accreditation System of Australia and New Zealand (JAS-ANZ) in 2007. Shaheen in recent years has initiated the implementation of the reform of the human resources in a structured way. Shaheen Pharmaceuticals successfully the process of human resources development at the beginning, with the changing needs of the organization of knowledge, skills and competencies aligned started. Shaheen pharmacy have a management style, the traditional functional departments are available to perform various activities of the organization. DIFFERENCE OF THE TWO ORGANISATIONAL STRUCTURES AND CULTURES The organizational structure of the Uni-Lever Brothers is a functional the functional structure, the structure is constructed so that each part of the Organization grouped according to their purpose. Functional Structure is well suited for small businesses, in each case where department can count on the talent and expertise of its employees and support. However a disadvantage of a functional Structure the coordination and communication between Services may be limited by the boundaries of the organization have different departments working separately as in the case of Uni-Lever Brothers. Shaheen has a pharmaceutical organization chart the format of a functional structure, but the difference in the two Top organizational structure uni-lever is that brothers have a hybrid Form. These organizations will help projectized Departments. Often report directly to the project Head or as a separate functional group to support specific Functions. The main advantage that a hierarchical organization. The communication overhead reduced, as each team has a Superiors and subordinates. TASK 1b IMPACT OF THE RELATIONSHIP BETWEEN ORGANISATIONAL STRUCTURE AND CULTURE ON THE BUSINESS PERFORMANCE Unilever has such a multi-domestic strategy of decentralization of strategic and operational decisions in every country that the product can be adapted to local preferences. Unilever global geographic structure has its food area that it can be adapted in different countries on trends and consumer demand regionalized. In addition, the company has developed a growth strategy as a â€Å"path of growth† that. During pruning it’s 400 brands of 1600 brands with fierce competition in the world of multinational and national companies to accelerate growth in the next five years. The company has taken to prevent significant restructuring and organizational changes with the organization’s goals. Alignment with senior management goals of the company are divided into two units, the unit of food and home and personal care products unit split. They distributed control subsidiaries with headquarters and selling companies are not profits. Organizational structure of Unilever is commonly a hybrid one. The company operates three regions of the division: two product segments and five functional segments. They developed a simple structure to communication processes and effective use of available resources for the growth of the organization to accelerate. The corporate culture is to believe in the ideas and support. Be a diversified company, they need to create a common working environment by combining carefully the needs of different people, so that they are motivated and proud to work for the company. Unilever is to develop a high commercial principles and code of ethics for the company a good reputation in the industry. Today’s business world has become globalized, the resources left Training strategic internal and external, in order to further the objectives of the organization. The main goal is the company HR strategy with the company to combine a competitive advantage. After major restructuring of business processes Unilever concentrates the use of its resources to its business strategy. They established a work program simply smart people work on three levels: †¢ Manage time effectively and simplify their work with a series of tools †¢ To work in a team within the company †¢ Easy to work in terms of process and organizational commitment of employees Its HR function was restructured into three components, which allows them to remove the complexity of the HR model.. The first is to their day to day transactional problems, manage shared services. Second component included the centralization of units within the company in areas such as education, administration, compensation and organizational development. Third component included development and delivery of HR solutions to solve business problems with the help of a group of human resource management specialists. Unilever is a global name in the world today, and has a large number of employees worldwide. For the company to be competitive in the world market must carefully synchronize their HR policies with the company’s strategy to achieve their goals. Building a corporate culture is part of a key strategy that includes employee passion to win in behavior, attitudes and motivation. What can be achieved in restructuring the organization, employee assessment, workshops and awards? Unilever has a model called competitive leadership for the growth profile, the various components of the process of creating a vision of growth for every person in the company, to motivate them for the purpose of work is developed combined organization. The implementation of this model is a challenge in a specific job, but the goal was also the commitment of the staff to get to work towards. Using factors LGP new company is trying to change the behavior of the manager, to the strategic objective of business growth and development, and recruitment process management (Sustainable Development, 2008) are linked. TASK 1c INDIVIDUAL AND ORGANISATIONAL BEHAVIOR Culture of an organization is very important to play an important role, whether or not the organization is a happy, healthy place for many executives do not deny work, the importance of corporate culture in employee satisfaction, a sudden certainly shaping realize some direct implications it. It is often assumed that cultures are fixed, but this assumption is wrong. It is important that leaders at all levels about their roles and responsibilities in the defense of the positive work environments that can increase employee satisfaction are. Dissatisfaction is the leading cause of revenues and costs, and may have adverse environmental effects on the body. Individual Behavior Individual behavior refers to how individuals behave in the workplace; their behavior is influenced by his attitude, personality, perception, learning and motivation. This also refers to the combination of reactions to internal and external stimuli. Factors affecting individual behavior can be; Demography: Demographic factors, socioeconomic background, education, nationality, race, age, gender, etc. are organizations that people who belong to a higher socio-economic well-educated, young people, etc. because they prefer to be more effective than others probably. Young and dynamic professionals who have a good academic background and effective communication skills are always in high demand. The study of demographic factors is important because managers help you choose the right candidate for a position. Ability and Skills: Physical ability of a person to do something can be described as the ability. Competence can be seen as the ability in a way that allows a person to perform well defined act. Individual behavior and the performance is strongly influenced by the ability and skills. A person may well in the organization if their skills are matched with the job requirements. Managers play an important role in the skills and abilities of employees with the requirements of the position correspond. Perception: It is a cognitive process to interpret environmental stimuli and to make responses accordingly. Each individual on his preferences can base and organize its responses. To interpret environmental stimuli there are several factors that affect the perception of one. The study of perception plays an important role for managers. It is important for managers to create a positive work environment so that employees can perform better. Employees are most likely to succeed if they perceive a positive way. Attitude: According to psychologists, the attitude as a tendency to respond positively or negatively to certain objects, persons or situations are defined. Factors such as family, community, culture, colleagues and organizational factors influence the formation of attitudes. Manager of a company, the variables associated with the task. Working environment in a favorable way, that people are trying to create study form a positive attitude toward their jobs Employees can better in the organization, if they are positive. Personality: Personality as the study of the properties and characteristics of an individual can be the interdependent relationship between them and how a person reacts and adapts to different people and situations. The various factors that influence an individual’s personality are heredity, family, society, culture and situation. It implies that individuals differ in their nature and meets the organizational environment. Personality can be considered the most complex aspect of human behavior that is significantly affected. We can conclude that the study of personality traits is a chance to understand people. It helps them to properly orient their efforts and motivation to achieve the organizational goal. It refers to the fact that various environmental factors to produce different responses. The study of these reactions is very important for the organization. Every organization needs a certain kind of conduct of their employees, and such behavior can be discovered through obs ervation, learning, exposure, education, etc. LEARNING OUTCOME 2 Task 1 Leadership Styles A style of leadership leading provider of consulting, implementation plans and motivate. There are many different types of leadership that can be presented by the leaders in politics, business or other. Authoritarian Leadership Style An autocratic leader has strict custody and tight control over followers by giving the strict regulation policies and procedures, to the disciples. To keep the focus on the distinction between authoritarian leaders and their followers, these kinds of guides are implemented so as to make sure to create a professional relationship separate. Direct supervision, is what they believe to be the key to maintaining an efficient and trailer boat. In fear, unproductive supporter’s authoritarian leaders keep a watchful eye and it is necessary that something be done. Examples of communicative behavior authoritarian stage a traffic cop, a teacher ordered a student to do his duty, and a cleaning supervisor instructed a subordinate workstation. All of these positions require a significant number of features that give the leadership to put things in order or a point of view. Authoritarian features: sets goals individually, engaged primarily in one direction, downward communication, control conversations with the faithful, and the interaction donation. Paternalistic Leadership Style As a paternalistic leader, by taking care of you as a father figure would work to their subordinates as parents. In this way the leadership of the Chief provides comprehensive care for his followers or workers. In return, he gets the full trust and loyalty of his people. Workers under the leadership style should be very committed to what the leader thinks and do not strive and work independently. The relationship between the leaders and colleagues are extremely strong. Workers should stay with a company for a longer period due to the loyalty and trust. Not only do they treat each other like family into the labor market, but also outside. These workers are in a position to the other with all the problems that they are going through something; because they believe what they say, really help. One of the drawbacks of a paternalistic leader is that the leader can begin to play in the decisions favorites. This guide includes workers are more likely to follow and for those who were less fai thful to exclude. Democratic Leadership Style Democratic leadership includes the leaders of the decision-making skills to share with the group to promote the interests of the members of the group and the practice of social equality. This style includes discussions to encourage debate and the exchange of ideas and people feel good about their participation. The boundaries of democratic participation in the rule of the organization or group needs and the instrumental value of these attributes (skills, attitudes, etc.) are limited. Democratic style includes the idea that everyone needs, due to their status as human beings play a role in the decisions of the group. But the Democratic leadership still needs guidance and control by a specific leader. The democratic style requires the leader to decide who should be called within the group and make the right decisions and to participate and vote. Research has shown that this type of leadership is one of the most efficient and creates greater productivity has improved contributions from the members of the group and group increased morale. In situations where the roles are not clear or time is short, the Democratic leadership to lead the communication failures and unfinished projects. Democratic leadership works best in situations where group members are qualified and willing to share their knowledge. It is also important to allow sufficient time to help people develop a plan and then vote on the best way to have effect. Laissez-faire Leadership Style Laissez-faire leadership style was first described by Lewin, Lippitt and White in 1938, and the autocratic leadership and democratic leadership style. The laissez-faire style is sometimes referred to as â€Å"hands off† management style, because the leader delegates tasks to their fans and has little or no significance for the disciples. If the leader moves to its followers, it can sometimes lead to a lack of productivity, satisfaction and cohesion. Laissez-faire leaders loyal to complete freedom can make decisions on the conclusion of their work. It allows supporters a high degree of autonomy and independence, while providing advice and support at the same time the demand. The weary head with the Freedom Tour, trailer with all necessary materials in order to achieve their goals, but do not participate directly in the decision, unless the disciples to ask for their help. Transactional Leadership Style Transactional leadership style was first described by Max Weber in 1947 and later in 1981 by Bernard Bass. In this style he mainly used management to focus on transactional leaders. They guide their followers and motivated them by a system of rewards and punishments. There are two factors that are the basis of this system, rewards and management by exception. Offers rewards contingent rewards, both material and psychological for the efforts and recognize good performance. Management by exception allows the driver to maintain the status quo. Occurs when the subordinates do not meet an acceptable level of performance and corrective intervene to improve performance. Management by exception relieves managers, as they are called in when employees are away from. Comparison of the Five Leadership Styles Authoritarian leadership is best applied to situations where there is little time for group decision making or better informed when the leader of the member of the group. The paternalistic leader promotes the organization because she workers to perform tasks, so you can allow them to stay on top of their work. A worker task that boosts confidence and makes them work harder to achieve a goal and to exceed proved that they work hard. With this style of management can also help a reward system. This system allows employees to better, because there is something for them at the end of the tunnel. While doing this, they will also be able to perform more work in a given period. The democratic style requires the leader to decide who should be called within the group and make the right decisions and to participate and vote. Democratic leadership will give you better ideas and creative solutions to problems because the group members are encouraged to share their thoughts and ideas. Although democratic leadership style is one of the most effective leadership, it has some potential drawbacks. The laissez-faire style effective for use: †¢ The fans are highly qualified, experienced and educated. †¢ The fans are proud of their work and will do it on their own. †¢ Outside experts, such as staff specialists or consultants are used. †¢ The fans are experienced and trustworthy. This style should not be used if: †¢ The followers a sense of insecurity to the unavailability of a leader. †¢ The leader cannot or do not regularly reporting back to their disciples Effective leadership styles Uni-Lever Brothers In large multinational companies such as Uni-Lever Brothers Company endorsed the concept of leadership not only with traditional dimensions such as strokes and styles, but also at the level of the leadership skills developed through the process generated history of organizational learning. It forms what is believed to lead can affect considerable strategic importance, announced the general performance of the multinational Unilever in 2001 â€Å"Path to Growth† of the new strategy by the number of products in its portfolio in 1200 400 to instead Unilever brands create a space for global growth. A key strategy as â€Å"building a corporate culture† aims to encourage employees to gain market behavior due to their state of mind, passion and motivation. This culture has been developed through an organizational restructuring, assessment, workshops and awards. The most important is the strategic reorientation model combines Unilever new skill, leadership for the growth profile (LGP), and the following elements. First of all, everyone in the company should have a vision for growth. Growth is considered the key criteria for the conduct of employees of Unilever. Second, any increase in growth through the implementation and for other growth stimulating. Third, it is important to get the commitment of growth. And defining a new set of skills LGP / factors and the use of management development and recruitment Unilever tries to change the behavior of managers and increase behaviors that are related to the strategic objectives of growth. Unilever said Expatriate Manager Orientation power is lower than the other cultural attribute value to the company. Low score on this scale reflects the heritage management and previous painful realities of economic transition. Effective Leadership Styles in the Pharmaceutical Shaheen The basic goal of the pharmaceutical industry Shaheen is to produce high quality medicines at affordable prices with the latest technology and a highly technical. To achieve this goal, the Company has GLP, GMP and ISO 9001:2000 GWP requirements and continual improvement of their management and marketing tasks. Shaheen Pharmaceuticals by style bureaucratic activities of the HR department, that all core businesses which position a person has only one main HRD activities. Shaheen pharmacy has one of the best systems management career. The Company periodically reviews its employees and as far as the improvement of their career is to be feared, the company has an appropriate strategic planning, through which it raised the level of staff training. The company offers workshops, seminars, visits, key employees and other pharmaceutical training courses that focus on the injection of expertise and professionalism of the staff. TASK 2 ORGANISATIONAL THEORIES Organizational theory as â€Å"the study of organizations in favor of the identification of common themes in order to solve problems, the maximization of the efficiency and productivity and to meet the needs of the stakeholder organization theories are theories of classical, neo-classical and modern. It complements studies of organizational behavior studies and Human Resource Management. Organizational theory aims to understand the structure within organizations. The research aims to find out if it. Better way of structuring organizations, or if it varies depending on the situation. Another goal is to understand what causes. These theories are further categorized into three categories namely classical, neo classical and modern theories. Advantages and disadvantages of the classical theory of management practice Although classical perspective promotes efficiency, it is often to ignore the needs of people criticized. Moreover, it is rarely considered human error or the variability of the performance. One of the advantages of the traditional management structure is a clear organizational hierarchy with three levels of separate management. Each management group has its own goals and responsibilities. One of the advantages of the classical approach to management is the division of labor. The projects are divided into small tasks easy to accomplish. The division of labor leads to increased productivity and efficiency, because the workers should not multitask. According to the classical theory of management, employees must be motivated by financial rewards. Owner of a small business can take to motivate this approach by staff to achieve production. The approach of the autocratic leadership is the central part of the classical management theory. The autocratic leadership approach is generally to be made quickly by a chieftain of small decisions without a large group of people, such as advising a board. Small businesses, sole proprietorships, may have a particular advantage in this approach because they have a strong leader need to grow. Classical management theory was rigid and mechanistic and it is a clear inadequacy of the classical organization theory. Its main drawback is that it has tried to explain the motivation of the people who work strictly for economic success. Another weakness of the classical organizational theory rests on the assumption that all organizations are somewhat similar. Thompson and McHugh (2002: 6) Quote Salaman (1979: 33), which states: â€Å"A real organizational sociology is not by the efforts of some analysts helped organization hypotheses about organizations in general to develop an amalgam of these examples as diverse as voluntary organizations, charities and political organizations. Advantages and disadvantages of neoclassical theory in practice management The human relations movement developed in response to the strong and authoritarian structure of the classical theory. He raised many questions which theory from the classical. The most serious objection to the classical theory is that it created on the compliance and stiffness, wading creativity, personal growth and motivation. Neoclassical theory appears genuine concern for human needs. Neoclassical theory focuses on individual behavior or group, and the relationships determine productivity. The main features of the neoclassical approach are individual group work and participatory management style. Neoclassical theorists have recognized the importance of individual and collective behavior and emphasized human relationships. Based on the Hawthorne experiments, stressed the neoclassical approach, the relationship between the social or human operators, researchers and regulators (Roethlisberger and Dickson, 1943). It has been argued that these considerations were consistent determination productivity as simple changes in working conditions. Productivity gains achieved as a result of high morale, which was affected by the amount of each employee, personal attention and get intimate. Advantages and disadvantages of the modern theory of management practice Modern theories are based on the idea that the organization is a scalable system that must adapt to changes in their environment. Modern theories are systemic approach, the socio-technical approach and the concept of contingency or situation. The systems approach views the organization as a system consisting of a series of interconnected composed and interdependent subsystems. The socio-technical approach is to look up the organization as a social system, the technical system and its environment. They interact with each other and it is necessary, according to balance for the effective functioning of the institution. The contingency or situational approach recognizes that organizational systems are interrelated with their environment and different environments call for different organizational relationships for effective organization. Some major features of the modern approaches of the organization are: †¢ Theses approaches are a systemic and dynamic process of viewing and interaction. †¢ These approaches are multilevel, probabilistic, multi-motivated and multidimensional in nature.