Assessing the Organizational Manners and structures

Organizational composition can identify as a hierarchy of the responsibilities and job account. Structure depends completely on the organizations aims and the strategy chosen to achieve them. If all decisions are taking from the most notable management can name as a centralized structure. There are a few issues arising for this reason method and presented decentralized method. Beneath the decentralized structure the centralized power delegating to later phases of the composition.

Under the theoritical backgroung we can understand thre are three mjor structuers as traditional, devisional and matrix structuers.

Some structures derive from functional section and departments. They are the type of structures that follow the organization's guidelines and techniques. These buildings call traditional constructions. We can categories them with precise specialist lines for those levels in the management as Lines structure (kind of composition that has a very specific type of command), Lines & Staff Structure (suitable for most organizations, especially small ones) and Useful Structure (classifies people in line with the function they perform in their professional life or in line with the functions performed by them in the business)

Divisional structures based on the different department in the business calls divisional composition. These constructions can be further split into few set ups as product, market and geographic. Beneath the product framework can discuss that it is based on organizing employees and focus on the basis of the different types of products. If the business produces three different kinds of products, they have three different divisions for these products. Market structure is employed to group employees based on specific market the business sells. Geographic Structure is using for large organizations have offices at different place. Matrix composition is a mixture of function, and product constructions calls Matrix framework. This combines both best of both worlds to make a competent organizational structure.

Organizational Culture

Organizational culture mainly can separate into 04 areas the following;

Hard Macho Culture - This culture is big rewards and quick reviews. This kind of culture is mainly associated with monitory activities like brokerage and forex trading and also be related to activities, just like a athletics team or branding of an athlete, and also the police team. This sort of culture is considered to transport along, a higher amount of stress, and people working within the organization are expected to possess a strong mentality, for success in the business.

Work Hard Play Hard culture - The business does not require much risk as the organizations already consist of a firm base along with a strong client romantic relationship & this type of culture is mostly putting into action by large organizations which have strong customer service. This sort of organizations culture is equipped with specialized jargons and is also licensed with multiple team conferences.

Bet your business Culture - This sort of company makes big and important decisions over high stakes efforts. It takes time to see the outcome of the decisions. Companies that postulate experimental projects and researches as their key business, adopt this type of culture. This sort of culture can be used by the company planning experimental armed forces weapons for example.

Process Culture - Process culture will not include the process of feedback. In this kind of culture, the organization is extremely wary of the adherence to laws and prefers to follow them. This culture provides steadiness to the business and is good for public services.

1. 3 Individual Habit at work

The understanding Individuals in Group is more important. Psychological Contract as the overall set of goals held by a person with respect to what she or he will donate to the business and what the business will provide in exchange is usually to be considered. Also the Person-Job Fit magnitude to that your contributions made by the individual match the inducements proposed by the organization and the nature of Person Difference as personal traits that vary from one person to some other should consider in decision making.

Personality and Individual Behavior also taking major part. Personality means the relatively long lasting set of mental and behavioral features that distinguish one person from another call personality. The "Big Five" Personality Features are a favorite personality framework based on five key qualities as Agreeableness (person's capability to be friends with others), Conscientiousness (amount of goals which a person concentrates), Negative emotionality (scope to which a person is poised, calm, resilient and secure), Extraversion (person's comfort and ease with interactions) and Openness (person's rigidity of values and selection of pursuits). The Myers-Briggs Construction - approach to understanding personalities in organizations Other Personality Qualities at the job as Locus of control, Self-efficacy and Authoritarianism. Emotional Cleverness (EQ) also some degree to which people are self-aware, can control their feelings, can motivate themselves, express empathy for others and own social skills

Attitudes and Specific Tendencies are complexes of beliefs and feelings that individuals have about specific ideas, situations or other people. Can also consider cognitive dissonance caused when a person has conflicting behaviour. Also some work-related Behaviour should think about. Job satisfaction or dissatisfaction can be an attitude that reflects the degree to which an individual is gratified by or fulfilled in his or her work and Organizational Commitment is an attitude that reflects an individual's recognition with and attachment to the business itself

Task 02

GE Matrix (Barbican Middle UK)

Based on the Barbican's breadth and product range the GE Matrix is the most appropriate tool for collection management. Within the context of the market where the Barbican manages in, it is crucial that non financial factors are taken into account; the GE matrix unlike its counterpart can take these factors up to speed. Despite there being truly a degree of subjectivity when weighing the factors which impact business durability and market attractiveness, the Barbican ensures that factors are decided on carefully and are the result of an considerable environmental evaluation. In recognition of the constraints of the GE Matrix, it is not the sole method of portfolio analysis but it one of the most suitable tools that can be tailored to meet the Barbican's corporate targets.

The GE Matrix allows for the Barbican to include factors which are applicable within the framework of the London arts market, apart from cash use and cash technology. The GE Matrix considers for a broader selection of factors apart from just the marketplace growth rate that can determine the attractiveness of a market. For example, macro factors like technological advances especially in terms of online marketing are vital to the Barbican's success and can be dealt with the GE Matrix, providing valuable research which is specific to the arts sector.

Factors including the high relative brand strength and customer devotion are crucial to the Barbican's success and can be addressed in the GE Matrix in conditions of business unit strength unlike the BCG Matrix where market show is really the only dimension by which the competitive position of each SBU is assessed. It's important to consider factors apart from market talk about which can determine the competitive power of the SBU; the GE Matrix addresses these factors. But the strategic implications for both models are the same (build, hold, harvest, divest), since the GE Matrix has wider range of variables it provides the Barbican with a broader opportunity of strategic versions within these categories allowing for a more prepared decision making in the marketing planning stage

Some of the Barbican's SBUs operate in niche marketplaces such as Barbican Education and Barbican Film. Because the GE Matrix is a more suited to analysing niche markets, it provides a very important tool when examining Barbican's product stock portfolio. For instance, Barbican Education provides educational resources and plans for colleges, local neighbourhoods and family members and while it dominates a little niche, they have a very low market show in the overall industry. Whereas the BCG Matrix categorises it as a 'Dog' because of its low market share and low growth rate (a potential prospect for divesture), the GE Matrix recognises that as it does succeed as niche market operator and still worth investing in. Furthermore, Barbican Education presents the Barbican's worth and enhances its Corporate Public Responsibly (CSR); the GE Matrix calls for these factors into consideration.

Ansoff Matrix

Eg: Samsung Electronics

There can be an increase in demand on LED TV on the Kazakhstan Market. SEK has well prepared marketing plan that ought to focus on both drive and yank strategies. Since Samsung is a first company to create new product on the market, there is a competitive advantage from this point of view. But this may be easily defeat by challengers, since no huge assets in product\brand awareness has been made.

If we look at Ansoff matrix, it's clear that in '09 2009 Samsung was playing in "Product development" quadrant, launching new product to the market, however in 2010, when competitors start to positively work in the same area, strategy will be mover to the "market penetration" quadrant, because there is already demand on the merchandise, market is familiar with an creativity and there's a clear goal to increase market share and guarding existing occupied stocks from rivals penetration. Here huge purchases are required in order to support the strategy from both - thrust and move strategies point of view


In days gone by they may have used a diversification strategy whereby they launched Polish and Indian current accounts to Polish and Indian immigrants surviving in the UK and a market development strategy whereby they designed their student profile and created it to international students living in the united kingdom, however given their current financial situation it is too risky for us to adopt these strategies soon.

RBS uses all three competitive strategies across its UK Retail division. Because they are a huge company they can afford to achieve cost command through economies of level, e. g. RBS mortgages are often a few of the cheapest in the UK market. They use the diversification strategy and try to put in a unique selling point to all of their products, e. g. RBS teenage accounts (Adapt and Revolve) come with a selection of benefits that are suited to 11-18 year olds, all free of charge. None of the competitors offer this on the children accounts. Finally over a select handful of our UK products we choose the concentrate strategy, where were appealing to a wealthy niche market, e. g. their Private Bank service. Strict conditions must be achieved in order to be eligible for Private Banking so that as it is so exclusive with great rewards customers are willing to pay reduced price.

Task 03

3. 1 Action-Centred Leadership Model

John Adair's (1998) Action-Centred authority model is based on three parts

Defining the task

Managing the team or group

Managing individuals

Good managers and leaders must have full order of the three main areas of the Action Centred Leadership model, and really should be able to measure the situation and use each one of the elements accordingly. The capability to do all these things will keep the right balance, achieve results, improve quality, build morale, develop clubs and improve production. This is actually the mark of a successful manager and leader.

This is displayed by Adair's hallmark, three overlapping circles, which illustrate the importance of teamwork

Three Group Diagram (TM John Adair)

The Action Centred Control model shows the three elements are mutually dependent, as well to be separately necessary to the overall control role. Adair further packages out the core functions of control that are central to this model

Planning - seeking information, defining and allocating tasks, setting seeks, initiating, briefing, setting up standards.

Controlling - maintaining standards, ensuring improvement, ongoing decision-making.

Supporting - individuals' contributions, encouraging team nature, reconciling, morale.

Informing - clarifying responsibilities and plans, upgrading, receiving opinions and interpreting.

Evaluating - feasibility of ideas, performance, allowing self-assessment.

The Action-Centred Management model, therefore, does not stand-alone; it must be part of an integrated approach to managing and leading. There should be a strong focus on applying these ideas through training. Unlike various other theories, Adair promotes a '50:50 guideline', whereby, drive is the responsibility is 50% from the average person and the other 50% from exterior factors with control being area of the factors. When it comes to team development the 50:50 guideline can also apply where in fact the team creates 50% of the success and 50% from the leader. John Adair's theory gets to the center of the control role and is simple to observe how it works in a multi-dimensional way. Although the theory have been around for some ages, it is still relevant for today's world management.

3. 2 Evaluation of the Adair's Theory (Predicated on the "Network" - middle for serious mental health issues)

Organizations are facing a huge challenge, the composition of the mental health care that they are being used to was to be phased out and be changed by a complete new service model never attempted by any mental health service before. All those things was offered by the initial levels was the directive, which explained that care directed at mental health service users must be 'Socially Inclusive'. It is now right down to the whole team to get on their knowledge and knowledge to redesign a Socially Inclusive attention package suited to the various different facets of mental disorder.

The Network director go about making a list of her tasks

Identify goals and perspective for the team, goal and course by defining the tasks

Identify resources, people, procedures, systems and tools including funding, market planning and technology

Create the plan to achieve the tasks that is deliverable, measurable, within timescale, with the right strategy and tactics

Establish responsibilities, targets, accountabilities and methods by agreement and delegation

Control and keep maintaining activities against parameters

Monitor and maintain overall performance against plan

Report on improvement on the group's aim

Review, re-assess, modify plan, methods and focuses on as necessary

It is down to the manager to identify her obligations to the group and also to each individual. The team placed some meetings to establish a comprehensive care bundle that can cater for the many components of mental health conditions. It was then agreed that each professional is to be responsible for drafting out a health care package relevant to the region of his / her know-how to be provided in the next team interacting with for approval.

As there is no experienced marketing staff within the team, a new person was recruited for marketing, PR functions to help build a marketing strategy using various marketing mixes within the confines of a good budget, to converse a positive note to stakeholders and services users. The supervisor provided the marketing personnel with a short, budget and time frame for the duty, and then held regular meetings to discuss ideas and keep an eye on progress.

The Network performs on the rules of quality care and continuous improvement with an overall focus to provide a affordability service to their customers. With this thought the team keeps weekly meetings for each department to have the opportunity to revise the rest of the team using their weeks improvement, ideas and challenges. During these conferences it is prompted for individuals to add ideas and reviews for open discourse. Each member of the team comes with an individualized supervision ending up in the manager on the someone to one basis to discuss progress, another task, training where necessary and anybody issues or concerns. It is also a period for the director to encourage and support the staff member to boast morale and self-confidence thus should increase production and quality of service.

Recommendation and Justification for Team Leadership Improvements

Even though a business has a good team command, it might be good for consider the next issues to be able to make and develop from the existing success in to the future

Encourage more constructive opinions as this rises self-awareness, offers options and induces development - it is real human nature not to want to say anything that can be interpreted as negative and to cause annoyed or misunderstanding. However, as long as this is work related and constructive, participants of the team should feel safe enough to discuss and question such reviews.

The staff is usually to be mostly trained specialists in remedy, hence it is second characteristics for them to always start with positive, this has contributed to the success of the organisation's change and it should be noted to be able to encourage and maintain such culture.

Be specific - It triggers confusion and is also not helpful when reviews are generalised. Being specific when behaviour is not acceptable or when determining what the person have done well and behaviour that needs to be praised will earn the leader understanding and value.

Refer to behaviour that may be altered - always give reviews about something that the person can transform; this will offer you the person opportunity to progress and do better.

Offer alternatives - if negative reviews is given, it's important to suggest how it could be done in different ways, thus turning a poor situation into a confident.

Be descriptive alternatively than evaluative - clarify to the individual the result of what you found or heard got you. By stating something is good or bad will not facilitate a deeper understanding of the problem.

Own the opinions - it's important to take responsibility for the feedback we offer. Claims that generalise aren't seen as fruitful.

Leave the receiver with a decision - because of the changes which may have taken shape with the Network, the supervisor and team have all experienced interior and external amount of resistance to various feedbacks. It is crucial to keep to provide skilled reviews so people can have a choice to act or never to action and the possibility to examine the consequence of that decision

It is natural during change for folks to feel unsettled, damage direction, emphasis and can cause low self-esteem and confidence. The administrator being the first choice of the organisation must continue to be the lynch pin for the team and offer support, direction and encouragement.

3. 2 MARS model

Jerald and Baron (2003) said that Organizational behaviors should be analyzed at three levels particularly Group process (communication), Specific action (attitude) and Organizational process (framework).

MARS model assists as a useful initiating point for learning individual behaviors and its results within organizations. As four letters of the name of model denotes it includes four key areas, Drive, Ability, Role perception and Situational factors. It's the synergistic effect of these four factors that strengthens or enhances the performance of employees in organizations.

Employee motivation

Islam and Ismail (2008) explained that word motivation comes from the Latin word "Movere" which means move. Inspiration is the driving a car make that directs activities. Luthans (2008) described drive as "a process that starts off with a physiological or mental insufficiency or need that activates a tendencies or a drive that is targeted at an objective or motivation" (p. 158). Further Mcshein elaborated Motivation as the internal forces of somebody who influence his route, depth, and persistence of voluntary patterns. Therefore that inspiration is not adhoc alternatively random behavior but an objective driven behavior. Intensity refers to the quantity of effort exerted for the achievement of the target. Persistency identifies the continuation of such efforts for a particular time frame.


Another factor which could influence worker performance and behavior is their capacity. Potential includes natural aptitudes and learned capacities required by an employee to complete a given task successfully. Skills can be either physical or conceptual. There's a romantic relationship between natural aptitudes and learned capabilities since the former can boost the latter.

Role perceptions

McShane, explained that role perception is a person's belief about the precise tasks given to them, their relative importance and preferred way or means of achieving these responsibilities. Meek, Meek, Palmer & Parkinson (2007) mentioned that Task comprises of two element, Task characteristic and Process information. Task characteristic includes properties of Activity such as Measurability in terms of cost, time resources and efforts, out put, time durations, and the person responsible for achieving the task. Activity information includes description of process, assumption or preconditions, inputs, required skills and resources, obligations and predicted time. Today's organizations are in never-ending pursuits in finding ways to enhance role perceptions.

Situational Factors

This identifies the conditions that are beyond employee's controllable area. It can have either boosting or constraining impact on employee action or then your performance. Situational factors can be divided into three categories Global, Organizational and Personal. Global situational factors consist of macro environmental elements such as Technological, Sociable, Political and Economical. Both the organization and the individual get afflicted but there is very little either can do about any of it. Organizational situations are within the organizational boundaries and there is a lot of people can do about compared to the Global situations. Personal situations encompass all the micro level factors that influences on person and gets the higher control over it.

Task 04

Key HRM Roles (personality and team jobs)

Belbin recognized nine team assignments and he classified those roles into three categories as Action Oriented assignments, People Oriented assignments, and Thought Focused roles. These entire team role is associated with typical behavioral and independently strengths. We can categories directly into a nine tasks as follows;

Action Oriented Roles:

Shapers (SH) - the personal capabilities of individuals who can issue the team to improve are call shaper. They can be dynamic and usually extroverted people who enjoy rousing associates, finding norms, and locating the alternatives for problems. Also they are the one who shakes things up to be sure that all opportunities are considered and that the team will not become satisfied.

Implementer (IMP) - Implementers can be introduced as people who get things done. They go round the team's ideas and implementing actions and preparing ideas. They are usually traditional, disciplined people who work methodically and proficiently and are extremely well organized.

Completer - Finisher (CF) - this is of the Completers-Finishers are the people who observe that tasks are completed thoroughly. They ensure there were no problems or oversights plus they pay attention to the tiniest of details. They are very worried about deadlines and can motivate the team to be sure the job is completed promptly without any delay.

People Oriented Assignments:

Coordinator (CO) - the role of the Coordinator is taking on the original team-leader role and referred to as the chairmen. They instructing to the team on what they understand are the targets. They are generally listeners and they are naturally in a position to recognize the worthiness that each team member and primarily coordinate and giving directions.

Team Staff member (TW) - The individuals who provide support and organizing preparations for team success call a team innovator. Team staff are filling up the role of negotiators within the team and they are elastic, tactful, and perceptive.

Resource Investigator (RI) - Tool Investigators are impressive and wondering. They explore available choices, organize contacts and work hard with respect to the team. They are simply enthusiastic team members, who identify and use external stakeholders to help the team accomplish its objective. These are outgoing and tend to be extroverted, and therefore others tend to be receptive to them and their ideas.

Thought Oriented Roles:

Plant (PL) - Plant is the creative innovator who comes up with new ideas and techniques. They thrive on praise, but criticism is especially hard to allow them to deal with. In generally this category often introverted and prepared to work in addition to the team. Because their ideas are so novel, they could be impractical at times. They could also be poor communicators and can have a tendency to ignore given variables and constraints.

Monitor - Evaluator (ME) - these players are the best at analyzing and evaluating ideas that other folks (often Crops) come up with. These folks are shrewd and objective plus they carefully weigh the professionals and cons of all options before finalizing and employing a conclusion.

Specialist (SP) - as the ultimate initiator Specialists are individuals who have specialised knowledge that is required to complete the job. They pride themselves on the skills and expertise, and they work to keep their professional status. Their major role is o is a filled person in the area, and they commit themselves completely to their field of experience. This may limit their contribution, and lead to a preoccupation with technicalities at the expense of the larger picture.

Recommendations to boost HR Planning and Developments

For the improvement activity the team members and professionals mutually agreed to a perspective and a specific set of worth that would identify the Georgetown vegetable.

Establishment of any value "cards system" to be able to give immediate responses to anyone in the business, including managers, if they were not following values. The cards worked like those that are being used for a sports referee. Each team member acquired a pocket-sized booklet that included a couple of prices, the expected conducts, and three cards in the colors of green, yellow, and red. Whenever anyone witnessed someone demonstrating the principles of the company, like preventing what they were doing to help a teammate, these were greeted with a inexperienced card. A yellow cards was used to "warn" another person or the complete group if indeed they were getting near to the "line, " while the red was used to allow others know that the "line" had been crossed.

Instead of involving with administrative activities HR people need to be encouraged to move to the ground to work straight with management and manufacturing. All the professionals have to talk to clubs that are sitting right near them so that the teams will cover all the functions. Further they have got cable connections with central HR. Which means managers don't need to worry about that.

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