Weisbord Six-Box Model Organisational Behaviour - Essay Example

? Organisational Behaviour In production in an organisation, there are factors that influence the performanceof individual employees as they participate in various activities that aim to boost their life as well as that of their employer. In most cases, people participate in different activities in an organisation as could be motivated by other issues that could enhance or challenges their output, which does not only affect their individual performance but also that of the company (Brooks, 2003, p.73). The explanation as to why people behave the way they do can be different according to the perspectives of different people because they are not from a single factor of the environment but various issues in the wider organisation. Organisational behaviour is a field of study that explains the impact the different things that a person undertakes in an organisation and how they affect the relationships between them and others. This explains why individuals, groups and structures within an organisation have a great impact on the on employees and employers and the impact on the performance of the organisation. Organisational behaviour explains the effectiveness of the organisation as effects of the conduct of any individual in the organisation in doing various things that are in accordance to their mandate. This concept is used in determining the different things into which an organisation can engage so that it can improve its performance and increase its productivity and profitability. The analysis of different relationships, the organisational culture and organisational structure of Coca Cola and comparing them with those of the PepsiCo gives an insight into the importance of these aspects of an organisation to its performance. Organisations adopt different theories that help them to establish their businesses in various areas and with prediction that it will have profitability in the future. Methodology In explaining organisational culture and structure, there are various theories that explain the kind of systems that could exist in and organisation because these determine relationships that exists between different members of the society. To help to understand the relationship that exists in a company, using the Leavitt’s model will be necessary because it explains how different systems in the organisation relate and enhance productivity in it (Brooks, 2003, p. 133). This relates the technological, structural and individuals and their roles in developing the strategies that are likely to enhance development of the people (see appendix 1). Weisbord Six-Box Model is one of the common models that will enhance the understanding of the different factors that exist in Coca Cola Company and they interact to influence performance. The model will be helpful to analyse the various incentives, rewards, and plans that a company has that helps individuals to perform well in it (Mullins, 2005, p.508). The other model that will be important in analysis of organisational behaviour by focusing on organisational structure and culture is the McKinsey 7S framework. Robert H. Waterman, Jr. and Tom Peters developed the model to help in monitoring internal changes in an organisation to explain performance potentials of an organisation. This model of analysis provides seven factors that mutually interrelate to influence the performance of individuals in the organisation and therefore, affect the outcomes of a company’s investment in a venture. The 7S that correlate to produce a properly performing organisation with motivated employees include strategy, skills, structure, style, staff, systems and subordinate goals, which are also known as shared goals (See appendix 2). This model will help to understand the various interrelationships that happen to Coca Cola Company as an operational company within the market. Burke-Litwin model of organisation performance and change relates either the internal and external factors that affect positively or negatively the performance of an organisation. Through the analysis of various internal factors like the individual competencies, structures of the organisation and the relationships within it, which form the organisational culture, it will be possible to explain their effects on performance (Brooks, 2003, p.231). On the other hand, the external factors that could influence performance include competition in the market, and cost of input, which influence the planning, and development of strategies to address the issues at hand. Findings Coca Cola Company has an organizational culture that defines the way employees relate among themselves as well as the things that which influence relationships that determine the productivity of the company. These core values include leadership, passion, integrity, collaboration diversity, quality and accountability and these form the guidelines to the people who work in the company as they focus their goals to attainment of the standards (Valluri et al, 2010, p. 8-9). According to Weisbord Six-box Model, the purpose in this case, which is to fulfil the core values of company, is the main motivation for employees to adopt a certain kind of behaviour system when they are working. The other aspect of the organisational culture of the Coca Cola Company is the teams, which incorporate various members of the company in smaller groups that coordinate various tasks (Valluri et al, 2010, p22). In analysing the organisational structure of the Coca Cola Company, it is clear that it operates under a hierarchical structure that is made of at least six levels. These levels include the divisional level, the regional level heads, office of Chief Finance Officer (CFO), the office of the General Counsel and the Chief Executive Officer (CEO), who is the head and the topmost officer of the company (see appendix 4). However, it is possible to assume that other leaders take charge of the different lower levels of the company, below the level of the division level because there are numerous branches in different countries in the world. Through the leadership, the company establishes its communications through the hierarchical levels to reach the lowest employee from the topmost CEO’s office (Valluri et al, 2010, p. 17). Through time, the company has suffered from the long hierarchical levels through which information has to go and therefore, it adopted a strategy for decentralisation, which would help them it to focus on challenges that emerge at the local levels. For instance, it has established divisional managers and unit managers in the same region. Through these offices, the divisional managers focus on the long-term goals of the company and the unit managers have to focus on the daily operation of the branches over which they are in charge. This has facilitated the flow of information that the company is able to adapt to different environmental needs that different markets pose (Valluri et al, 2010, p18). Main Body LO1 Understanding the Difference between Organisational Leadership and Culture In analysing the different aspect of a company, there are main aspects of the company which an analyst can observe according to the way an organisation operates in the in the market. Some of the main aspects that can be used in this differentiating organisation are the organisational structure and culture. Organisation behaviour of different companies lies in their organisational culture, the structure that exists in the various sectors and the kind of management systems that exist in it. Organisational behaviour suffers influence of the individuals’ personalities because some are easy to conform to the culture of the organisation while others are not (Brooks, 2003, p. 355). Different organisations have their own different organisational cultures, which affect their performances and with which they can predict their future productivity and profitability. There are various things that characterise the organisational structure of any operational company, which according to Henry Mintzberg add up to six levels, which include the strategic apex, middle lineoperational core, technostructure, supportive staff and the ideology. These parts of the organisational structure support each other to realise the goals of the organisation and they ensure that the organisation has performing culture. In accordance to Max Weber, organisational cultures imply the organisational bureaucracies that include the various things that characterise processes of attainment of goals. 1.1 In this case, Coca Cola and PepsiCo companies have different ways through which they survive market according to the various the systems they have that help them to exploit the environment to produce what they want. In comparison of organisational structures of both Coca Cola and PepsiCo companies, they have systems that exist that help them to make the work easy during productions (Alveveson, 2012, p. 178). The two companies’ organisational structures have forms of leadership that direct the implementation of decisions that they reach from in meetings. Both companies’ organisational structures have a form of decentralisation to allow quick implementation of decisions of the managements and attend to suggestions. As a contrast, while the organisational structure of the Coca Cola Company is hierarchical, that of the PepsiCo is a flat system with few levels from the lowest employee to the highest employee (see appendix 5). While Coca Cola Company is decentralised from ins some departments and centralised as the whole company, the organisational structure of PepsiCo is fully decentralised In relation to comparison between the organisation cultures of the Coca Cola and the PepsiCo companies, both motivate their employees to improve their production. Both companies make the working environment for working conducive to ensure freedom of employees as they do various activities through establishing friendly relationships between workers (Alveveson, 2012, p. 175). In contrast, while the organisational culture of Coca Cola Company allows freedom of employees to interact with their families, motivation to increase production causes employees to prioritise their job rather than families in PepsiCo. Another contrast is while Coca Cola Company’s define their organisational culture diversity according to the style and culture of people, PepsiCo define diversity in terms of birth and is therefore, uniform. 1.2 When a company has wants to succeed in production, it will, it will need to establish its business in ways that conform to the things that they do as a team of employees. Organisational structure of a company enables the ease of implementation of the strategies of that it formulates to ensure that it continually make income through the production venture. The leaders in any organisational determines the best way to motivate employees to continue in productive ventures and on the other hand, organisational culture of a company helps the employees to focus on the accomplishing the goals and expectation that the company has on them to ensure. Organisational cultures helps in setting unwritten targets, which individuals do not have to be supervised to fulfil in the course of the life of the company, and this reduces the cost on supervision. The method of relationship between the different aspects of the organisation helps to understand the organisation structure and culture and how they would bring about good performance. Marvin Weisbord’s Six-Box model can be used to bring explanation to the importance of organisational structure in an organisation and its contribution the performance. The model has six boxes of explanation that include; the purpose of the company, the structure, relationships, rewards, leadership and helpful mechanisms that involves the technologies that are in place to facilitate working (See appendix 3). Through the six boxes, it is possible to determine the motivations of different people to perform well in the company with regard to the things that influence them to behave in a certain ways. For this reason, it will be possible to explain whether it is because of fear of the other group members or it is the influence of an innate motivation of employees to perform. 1.3 As a way of explaining the behaviour of individuals in an organisation, a person can cite the organisational culture, which defines relationships between different people; organisational structures, which places different people in different ranks. Other people can talk of the management styles of organisations that determine the conduct of different people in an organisation and build relationships that exist for long between the leaders and junior employees among other factors that can lead to a direct or indirect impact on individuals in an organisation. Some causes of certain ways of behaviour may include the personality of a person, which makes a person to live according to what they are able to do best. Some people choose their behaviour system according to the different rules and regulation or codes that exist in the organisation or the context in which they are taking an action, without these rules such a person cannot be consistent in his or her behaviour. On the other hand, people choose their behaviour if they expect a reward for behaving in a particular way or if they have fear to be punished for not doing a particular thing or doing it the wrong way. According to different theorists, people behave in different ways because of some diverse issues, which may be different in them and which contribute to the livelihood of the people. According to Meyer Briggs’ framework, people behave in different ways because they have different personality, have different attitude or according to their different perspectives about life. This framework explains why people in an organisation that has a similar organisational culture may take different courses of action in a similar situation. The personality of an individual may be extraversion, who may be highly excitable, agreeablenesss personality, which helps employees to build trust, conscientious individuals who tend to focus on implementation of the set goals for the benefit of the organisation. Openness personality helps employees to develop interest in different things while neuroticistic personality makes an individual very thoughtful about various issues and experiences in the organisation. According to Brigg’s framework, understanding these differences will help to address different employees in ways that optimise conveyance of information. LO2 Difference Approaches to Management and Leadership In different organisations, different management and leadership accomplish the purposes an organisation plans to accomplish in a certain environment. Leadership can be differentiated according to the different ways it influences the employees to participate in production in the organisation and improve their personal life. Robert Blake and Jane Mouton developed a grid known as the managerial grid, which indicates the relationship that exists between the organisational leadership style and the level of influence it has on the employees who work under certain leaders in an organisation. According to the managerial grid, there are five styles of leadership, which include country club, team, middle-of-the-road, impoverished and produce or perish style and choosing one of these has different implications on the performance of an organisation in which it is implemented. According to Blake and Mouton grid, the focus of the leadership may be towards production or toward the employees. In this case, the impoverished style has minimal concern for the people or production and the produce or perish style has little concern for the people but high regard for the processes of production. On the other hand, the country club style of leadership places a lot of concern on people but little concern on production of the organisation. The Blake and Mouton Managerial grid indicates that a Middle-of-the-road style balances it concern on both the processes of production and the individuals but it does not have a lot of it to any of the two. Team style of leadership shows maximum concern for the people and that of the processes of production and therefore is the optimum method of organisation. 2.1 In this case, therefore, different management and leadership styles differentiate organisation and this has influence of the motivation they have of the young people in the organisation. In Coca Cola Company, leadership style is hierarchical with different levels of leadership at various levels, these leaders manage different levels of the organisation in which they serve and they are semi autonomous with others in the different department. For instance, a branch manager of one outlet of Coca Cola Company in a country is not the same with another one in another place in another country yet they have the same goals in operation as set out by the company. In this case, for information to be implemented to touch the whole company, orders have to come from the topmost office of the CEO. On the other hand, PepsiCo Company a flat management and leadership style in which information exchange can take place between the topmost and the lowest worker in the company through the groups that are there in the organisation. This makes it easy for the organisation to work on organisational issues that affect them in the course of the exchange in the organisation and the style allows all employees equal opportunities to give their views concerning the organisation. 2.2 Organisational theory underpins the practise of management in that it offers insight into the issues that an organisation can engage into to maximise of the human resources they have. Organisational theory provides the options that an organisation can take to re-establish the confidence and motivation of the employees in the company for the success of its ventures. Proper analysis of the organisational theory helps a management team to understand the different point it should emphasise in order to increase productivity and profitability. It helps a management team to discover its weaknesses in its concern for the process of production or individuals in an organisation. 2.3 Different organisations have diverse approaches to manage its employees, and help them to keep motivated to the processes of production and ensure that the company is adaptable in different organisations. For example, PepsiCo, uses producer or perish style of management of its organisation to control the employees. This style of management explains why employees have to give their jobs their first priorities as so that they can remain productive even when it has to contravene the freedom of employees. If an employee is unable to conform to this culture, they cease to work for the company because the company focuses on increasing its productivity rather than considering the impact the whole process may have on them. On the other hand, Coca Cola Company uses team management style, which enables the company to remain focused at fulfilling the needs of its employees as well as keep the productivity of the company very high. The team management style may be a cross-functional teams or departmental teams but the company makes them to facilitate the internal environment and facilitate high productivity of the people. LO3 Ways of Using Motivational theories in organisation When a person behaves in a certain way, they are driven by various issues to behave in a specific way in accordance to the choices they make in the society. A person in an organisation chooses how to behave they know that the result of a particular behaviour is expected to in a certain way that is likely to be good or bad. A person chooses the behaviour that is more desirable to him or her according to the different aspects of life of the person at the time of choosing where, he or she expects specific behaviour to produce a favourable outcome to them. In this regard, Victor Vroom advanced the expectancy theory, which is essentially the theory of motivation where individuals make choices that are in accordance to the mental processes that run according to the cognition of individuals. Vroom argues that motivation of a person is a way of governing choices of individual who could be having many alternatives and the choice of any one of them depends on the individual making choices to do something or to fail to it. On the other hand, Fredrick Herzberg theory of motivation argues on the bases of satisfaction that an individual derives from a certain venture in the organisation. According to Herzberg, factors that cause satisfaction in an organisation are not the direct opposite of those that which cause dissatisfaction in individuals in an organisation. Leaders will need to have a clear understanding of the people that they lead so that they can understand the various strategies they need to use in motivating them for better performance of their company. The need for motivation of different company employees is on the bases of the theory X and Y as suggested by Douglas McGregor who argues that the pre-assumptions of the managements may determine the methods that they will use in motivating employees. If a management team goes by theory X which presume that employees are inherently lazy, it is going to motivate them by punishment and on the contrary using theory Y which presumes that employees can be have a self motivation to work, it will happen that it will reward as a motivation. 3.1 A style of leadership can easily influence the motivation of employees through their diverse ways when change in the organisation is taking place. For example, while employees who freely interact with their leaders are likely to adapt easily to a change in leadership, employees who do not interact with their leaders may take long to adapt to changes. This implies that in leadership styles that adopt departmental teams, there is ease of transformation of employees as they are motivated through direct interaction with leaders during team meetings. According to Herzberg, satisfaction is an impact, which a leadership style can use to determine the performance of the employees in an organisation, which has diverse activities. 3.2 While some companies motivate employees by rewarding them through promotions, commission, conducive environment, insurance covers and high pay, some other companies set goals, set punishment and penalise employees who do not fail to perform in the work place. All these plans are targeted to ensure that the company is able to succeed in keeping the working productive at all times, although sometimes these methods may de-motivates some of them. Some leadership team employs the methods of creating satisfaction in its employees according to Herzberg theory of motivation and by creating alternatives as could be seen in expectancy theory of Victor Vroom. 3.3 Managers in an organisation will need to understand their employees so that they know the specific methods of motivating employees that can work for them at different circumstances. Various theories of motivation help managers to assess the level of freedom and satisfaction employees have that can enhance their participation in an organisational activity. For example, not all employees will be motivated by pay increase to continue in their productivity and therefore, punishment will work for such people. According to Abraham Maslow in his theory of hierarchy of needs, there are different things that motivate individuals to don different thing the way they do them and exploiting these, an organisation is likely to realise motivated employees that will commit themselves to good performance in the company. In the same way, interpreting the theory of labour of John Locke shows that the sense of ownership people develop on an organisation makes them to participate actively in the business and cause performance to rise. This becomes a cause of motivation too all the people in that organisation for all the employees and leaders who have developed a sense of ownership for the company in which they are working. LO4 Mechanism for Developing Effective Teamwork in Organisations In order to establish a strong team that has members that will work together for the success of a company, which will influence the performance, people will need to consider various factors that can bring people together and sustain them. The organisational culture of the company plays an important role in this by creating identity and commitment in the minds of employees in the same organisation. According to Weisbord in his Six-Box model, there are different interrelationships that exist within an organisation, which allows them to develop into organisational structure with a similar culture that helps in developing and performance in an organisation. Weisbord argues that in order that an organisation to perform well, all the six aspects of the organisation need to play their parts in a considerably proper way that will enhance participation of all the people in the society. In teams of sustaining a team that is fully functional in an organisation, there the roles of the team members ought to be observed in the process to ensure that they do not conflict with each other. In this respect, Raymond Merdith Belbin argues that different members of an organisational team have different roles they play in the team so that they can realise success and these include any of his nine roles that makes it functional and well established. Belbin argues that the success of a team in depends on the the performance of the roles of different team members as could be set in the beginning because these put them conscious of the activities of the team. On his side, Michael Maccoby developed a theory of explaining the effectiveness of the performance of different parts of the organisation so that it can improve the interrelationships where people perform according to the different systems in the organisation. For instance, Maccoby emphasises on the importance of technology in establishing the organisational culture as well as establishing teams that exist in an organisation to perform various tasks. According to his theorisation, technology enhances the effectiveness of an organisational team that uses it in different processes because it improves both its efficiency and effectiveness. 4.1 While some groups may be formed according to the different organisational departments, some other groups are formed with the motive according to experiences they may have together within the company or out of the company while still, others are formed along gender lines. These groups are sustained together by the common goals they need to achieve or some others teams are formed to give support to team members while others teams are instituted by the company constitution which give the mandate to different individual members for example leadership group. According to Myers Briggs, individuals in any team have their inherent differences from each other that could be important in determining their behaviour patterns. These issues are transferred in an organisation and may determine the different organisational cultures of the people in a team 4.2 Teams within an organisation can be either strong or weak some factors that may lead to development of effective teams in an organisation may include communication systems, goals of the team, level of interactions of members, nature of interactions between members (formal or informal) and leadership of the team. These factors influence the different ways through which people in a team exchanges different organisational team information from different people assist. The different technological systems in a team enables a team to increase the participation of employees and record, and retrieve the information at a faster rate than it would be with other methods. 4.3 Technology in a team can produce both negative and positive effects, which may lead to the improvement or failure of the team in which it is used. For example, technology will improve the efficiency of communication between team members, it may increase the effectiveness of communication, it may increase chances of life participation to a team meeting even from distant places but also technology may increase the number of people who miss meeting because people who are sure to get the discussed information. Conclusion Organisation strategies that enable continuous good performance depend of the factors of the company and these influence participation of the people in the company. Organisational structure may promote competitive advantage of an organisation or it may cause its failure because it characterise the leadership, which may be able to enhance the activity of employees. The organisational structure determines the effectiveness of the organisation in response to the market dynamics that arise with time because if it has many bureaucracies, it will mean that it will take long to respond to an issue. On the other hand, organisation culture determines the motivation of people to perform various activities that could be beneficial to an organisation. This will mean that every aspect of the relationships that people have within an organisation determines their motivation to produce and therefore, increase the rate of performance of an organisation. Recommendations In order to increase the competitive advantage of Coca Cola Company, the leaders will need to increase the level decentralisation, which will increase their rate of response to a change in the market. This will ensure that they avoid unnecessary losses when the market does not favour their method of working or they can maximise on the opportunity in case the market favours it products. Decentralisation will reduce the number of levels information will have to go before a response is implemented and a solution to the problem obtained which will help protect the company from danger of losses. Appendices Appendix 1: Leavitt Model Diamond Appendix 2: The McKinsey 7S Model Appendix 3: Weisbord Six-box Model Appendix 4: Organisational Chart for Coca Cola Company Appendix 5: Organisational Chart of PepsiCo References Alveveson, M. (2012). Understanding Organizational Culture. London, Sage Brooks, I. (2003). Organisational behaviour: Individuals, groups and organisation. Harlow: FT Prentice Hall. Mullins, L. J. (2005). Management and organisational behaviour:7th ed. Harlow Prentice Hall. Valluri, H., Nahata, H., Jangalwa, A. & Sethi, G.R (2010). Coca-Cola Company 2010. Retrieved 19th July 2013. < http://www.scribd.com/doc/37483762/Organizational-Structure-of-The-Coca-Cola-Company> Read More