Unit 3 Organizational Structure & Behaviour Assignment Help Online

Introduction

Unit 3 Organizational Structure & Behaviour Assignment Help Online – CAPCO

The way individuals interact with one another within an organisation is referred to as organisational behaviour. Assignment for Unit 3: Organizational Structure & Behavior CAPCO emphasises organisational behaviour using CAPCO as an example. The relationship between organisational structure, culture, and various management and leadership philosophies has been examined in the report. The report also identifies how motivational theories are applied in organisations. The study has also given attention to the organisational teamwork development processes. A company taken into consideration for the study is CAPCO, a premier provider of managed services, consulting, and technology management on a global scale. It employs more than 2000 people and has 20 offices worldwide. On the list of the top 100 enterprises, it is in position 27.

Unit 3 Organizational Structure & Behaviour Assignment Help Online

Task 1

1.1 Compare and contrast CAPCO’s structure and culture with another organization of your choice. Show the differences and similarities in these two organizations.

Unit 3 Organizational Structure & Behaviour Assignment Help Online

Norms, beliefs, shared presumptions, and attitude are elements of organisational culture. Organizational culture is important because it creates a framework for how members of the organisation interpret, perceive, and act (Schein, 2004). The company’s strategy, leadership style, organisational learning, employee reward system, knowledge management, commitment, etc. are all influenced by organisational culture. The pattern of contacts and actions taken by organisational members with the aim of achieving a goal is known as the organisational structure. Because it unifies and distinguishes the activities of each organisational member, organisational structure is important. The structure and culture of the organisation have an impact on its performance, both positively and negatively. CAPCO is a top provider of managed services, consulting, and technology solutions for the financial sector. CAPCO features a flat, nonhierarchical organisation that is team-oriented. This organisational design was chosen because it complements the company’s inventive and entrepreneurial ethos. The organization’s flat organisational structure incorporates a matrix structure whereby employees work on one project for a while before moving on to another once it is finished (Yukl, 2010).

Task 2

2.1 Compare the effectiveness of the different leaderships at CAPCO and any other organization of your choice

On the basis of necessary duties and departmental needs, CAPCO reflects diverse leadership philosophies inside the organisation. The success of the various leadership philosophies at CAPCO is discussed below:

Participatory leadership: At CAPCO, group members are welcome to offer suggestions and take part in the decision-making process. The staff members discuss ideas and opinions among themselves. This style of management motivates staff to take part in decision-making (Rice, 2010). It increases employees’ creativity, motivation, dedication, and sense of belonging (Nyland, 1995). The organization’s production is increased as a result of this kind of leadership.

Classical strategy: The classical strategy focuses on management concepts, technical organisational requirements, and planning. The absence of personality element consideration in the building of organisational structure is a criticism of the traditional method. The scalar principle, functional principle, and coordination principle are the guiding principles of the traditional approach. Additionally, CAPCO maintains a flat organisational structure to promote effective planning and communication among staff members (Luomanpaa, 2012).

Task 3

3.1 Discuss the impact that different leadership styles may have on motivation within period of change

Employee motivation is a collection of internal and external elements that improve employee performance. The factors, expectations, or wants of the employees that drive them to perform better must be understood by the managers. The need of the employee, supervision, responsibility, the work environment, rewarding, feedback, effort, and the individual’s training and development are significant elements that affect employee motivation level (Luomanpaa, 2012). The following leadership philosophies affect motivation:

Unit 3 Organizational Structure & Behaviour Assignment Help Online

Task-oriented leadership refers to the extent to which management establishes the responsibilities, objectives, and communication style for workers. This style of leadership encourages workers to complete tasks and reach objectives (House, 1996). This type of leadership develops a problem-solving mindset, lessens stress, gives employees a positive direction, and increases employee motivation.

Task 4

4.1 Explain the nature of groups and group behaviour within CAPCO or your chosen organization.

A group is any interaction or cooperative effort involving two or more individuals toward a common objective. Group communication is referred to as group dynamics. Interacting with one another is a social trait of humans. Team dynamics, normative group dynamics, and group building are the three different types of group nature. The manner a team is governed and performance is carried out is defined by the normative nature of the group. Group building is a method of instructing participants through role-playing and self-managed groups (Yukl, 2010). Team dynamics refers to a group’s internal dynamics.

Conclusion

Because of the flat organisational structure of CAPCO, there is better control because the chain of command is short and the area under control is large. Effective and transparent communication is encouraged by the organisational culture of CAPCO. On the basis of necessary duties and departmental needs, CAPCO reflects diverse leadership philosophies inside the organisation. There are both official and unofficial groups at CAPCO. Within CAPCO, group behaviour comprises group viability, member happiness, and top-tier performance. Because of effective leadership, helpful communication, diversity, and a framework for disagreeing decision-making, the teamwork in CAPCO is successful. Interpersonal skills, supportive feedback and open communication among team members, the right team makeup, and a dedication to team accountability are all traits of the CAPCO team.

References

Journals and Books

Alvesson, M. (2002).Understanding Organizational Culture. London, UK: Sage.

Aaker, D.A. and Joachimsthaler, E., 2012. Brand leadership. Simon and Schuster.

Boone, L.E., & Bowden, D.D. (1987). Great writings in management and organisationalbehaviour (2nd ed.). New York: Mcgraw-Hill, Inc. p. 47.

Cohen, A. R. (1993). The portable MBA in management. New York: John Wiley & Sons, Inc.

Daft, R., 2014. The leadership experience. Cengage Learning.

De Guinea, A.O., Webster, J. and Staples, D.S., 2012. A meta-analysis of the consequences of virtualness on team functioning. Information & Management, 49(6), pp.301-308.

Dow, G.K. (1988). Configurational and Coactivational Views of Organizational Structure. Academy of Management Review, 13(1), pp. 53-64.

Fleishman, E.  and Harris, E.  (1962). “Patterns of leadership behavior related to employee grievances and turnover,” Journal of Personnel Psychology, vol. 15, pp. 43-56,.

Fiske, S.T. and Taylor, S.E. (1991).Social Cognition. New York, NY: McGraw-Hill.

Goffee, R., & Jones, G. (1998). The character of a corporation: How your company’s culture can make or break your business. New York: HarperCollins Publishers, Inc.

Herzberg, F., Mausner, B. and Snyderman, B.B., 2011. The motivation to work (Vol. 1).   Transaction publishers.

House, R.J (1996) “Path-goal theory of leadership: Lessons, legacy, and a reformulated theory,” Journal of the Leadership Quarterly, vol. 7, pp. 323-352,

Martin, J. (2002). Organizational Culture: Mapping the Terrain. London, UK: Sage.

Nyland, C. (1995). Taylorism and hours of work.Journal of Management History, 1, 2, 8- 25.

Koopman, P. L and Wierdsma, A (1998) “Participative management,” Personnel Psychology: Handbook of Work and Organizational Psychology, Hove, UK: Psychology Press, 1998, vol. 3, pp. 297-324.

Luomanpaa, R (2012) “Employee motivation at Tommy Bartlett, Inc,” B. thesis, Dept. Applied Sciences, Haaga- Helia Univ., Wisconsin Dells, USA,