Introduction
Unit 3 Organizations & Behaviour Assignment Help Online – CAPCO
The study of attitudes and behaviours of groups and individuals toward their fellow employees at work, which have an impact on the productivity and functionality of the company, is regarded as the most important part of organisational behaviour. Consequently, the Unit 3 Organizations and Behavior Assignment The identification of the comparison between an organization’s culture and structure is of utmost importance to CAPCO. This study will aid in understanding how the relationship between the organization’s culture and structure affects business performance. Additionally, it would pinpoint the elements that affect how people behave at work. Along with the organization’s business philosophies, the report would also emphasise how effective leadership is. It would assess managerial need for understanding of motivational theories and their application inside a company. The report will also focus on how well a team works together in a business and how technology affects that. However, in order to acquire a deeper knowledge of CAPCO’s capabilities, a recognised consultancy that works with the global financial sector.
Unit 3 Organizations & Behaviour Assignment Help Online
Task 1
1.1 Compare and contrast CAPCO’s structure and culture with Britannia organization
The contrast between culture and structure shows how each has an effect on how an organisation operates. The impact of managerial methods on employees’ attitudes, positions, and ethical beliefs determines the workplace culture. In many ways, CAPCO’s culture and organisational structure are comparable to Britannia’s. Analysis revealed that both the organization’s structure and workflow are similar. Additionally, both organisations adopt comparable communication strategies to interact with their workforce. Performance management at CAPCO, however, takes into account a person’s actions and work habits as an additional factor in addition to organisational goals when determining overall performance. However, Britannia’s performance is solely evaluated based on task fulfilment. Both organisational factors have an impact on the performance scale (Du.et.al.2013). Britannia favours an autocratic style of leadership, while CAPCO favours a democratic style to increase employee acceptance and effectiveness of choices.
Both organisations’ cultures differ in certain ways and overlap in others. Britannia and CAPCO employees are adaptable in their work environments. Both organisations’ staff members handle the diversity. However, CAPCO’s administration is more capable of utilising a range of ability. CAPCO is flexible in how teams are formed based on requirements, whereas Britannia concentrates on improving employee skill sets for specific tasks.
Task 2
2.1 Effectiveness of different leadership styles
To successfully and efficiently accomplish the organisational goal, leadership is crucial in directing the human resources in the right direction. The CAPCO organisation employs a variety of leadership philosophies to inspire and direct workers under various business circumstances.
Autocratic leadership style: In the CAPCO organisation, organisational structure is required to make important choices quickly. As they solve issues and seize opportunities, leaders make decisions based on their perception, skill, and experience. It is not typical for followers of authoritarian leaders to provide suggestions or thoughts. At CAPCO, autocratic leaders are capable of making important decisions without being swayed by employee input (Hatch and Cunliffe, 2013).
In order to manage corporate objectives and structures with respect to inner and outer situations, it is vital to maintain the power centricity.
Transactional Leadership Style: To finish the assignment on time and to the required standard of quality, CAPCO supports transactional leadership style. With the assistance of knowledgeable group members, transactional leaders are accountable for carrying out the directives of management and authorities. They oversee and direct team activities in order to accomplish organisational objectives. The success of the team leader affects the team’s productivity and performance since they serve as the group’s source of direction and inspiration. With regard to market conditions, transactional leaders at CAPCO are efficient in managing increased production and quality requests.
Unit 3 Organizations & Behaviour Assignment Help Online
Task 3
3.1 Impact that different leadership styles may have on motivation within period of change in the CAPCO
A management can motivate their staff to use better methods and produce better outcomes. It is a useful tool for boosting an organization’s productivity and efficiency. A good manager manages the team in a way that encourages good performance and helps the company reach its objectives. By delivering both monetary and non-monetary benefits, motivation is the act of meeting an employee’s needs. An effective alternative is then offered by the leader after the employee’s problems have been identified. Encouragement is key to effective leadership. Motivate others by praising their spirits at work (Luna, 2015). To inspire its workforce, CAPCO employs a variety of leadership philosophies, including democratic, laissez-faire, and dictatorial. Autocratic leadership: Autocratic leadership gives group members and employees the freedom to make decisions without the leader’s input. The employees have a platform to take initiative in the operations and offer suggestions to the leader thanks to this leadership style. At different stages, including the decision-making process and the implementation of new policies, it links the leader to his followers. Autocratic leadership establishes a clear course for the company in a variety of ambiguous circumstances (Du.et.al.2013). Making employees a part of the decision-making process helps leaders to inspire them.
Task 4
4.1 Nature of groups and group behavior within CAPCO
Group composition: CAPCO has created a variety of groups to produce the desired outcomes. The group members are allowed to take initiative and interact with one another to advance achievement while working toward the same objective. Different groups engage with one another in different ways (McShane and Von, 2015). Each group has a unique perspective on the other group. One is a normative perspective that shows how to manage a team and promote activities. The second perspective, known as group dynamics, describes how role playing, teamwork, situational play, etc., works.
Conclusion
The aforementioned report has led to the conclusion that organisation behaviour encompasses the analysis of groups’ and individuals’ behaviour toward one another at work, which affects the operations and functionality of the company. Assignment for Unit 3: Organizations and Behavior The impact of managerial methods on employees’ attitudes, positions, and ethical beliefs is what determines the workplace culture, according to CAPCO. It has been discovered that CAPCO’s democratic culture encourages employees to voice their unrestricted opinions about the company. A positive level of penetration and coordination between organisations as they work toward shared goals are made possible by the link between structure and culture. The relationship between culture and structure was also noted in the report as having a favourable effect on performance, helping CAPCO achieve its goals while maintaining the required level of profitability. It was discovered that CAPCO had used motivational theories to enhance staff effectiveness and strive to boost productivity. To inspire the team members, the CAPCO boss alluded to a number of motivational notions. The report also showed that technology has made a significant contribution to the organization’s efficiency. Even so, it has been discovered that modern technology boosts employee job happiness and raises overall productivity.
References
Books and journals:
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Unit 3 Organizations & Behaviour Assignment Help Online
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Du, S., Swaen, V., Lindgreen, A. and Sen, S., 2013. The roles of leadership styles in corporate social responsibility. Journal of business ethics, 114(1), pp.155-169.
Du, S., Swaen, V., Lindgreen, A. and Sen, S., 2013. The roles of leadership styles in corporate social responsibility. Journal of business ethics, 114(1), pp.155-169.
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Hatch, M.J. and Cunliffe, A.L., 2013. Organization theory: modern, symbolic and postmodern perspectives. Oxford university press.
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