Management and Organisational Behaviour - Essay Example

?Management and Organizational Behavior Introduction The functioning of any business organization greatly depends on the existence of an organizational structure. The structure of an organization is observed to be the backbone of the organization’s potency to perform. Structure of an organization depends to a great extent on the size and the nature of operation of the company. In deciding the pattern of the organizational structure the understanding of the company’s culture signifies a paramount importance. It is because understanding of the organizational culture specifies the growth path of the company. Again, the relationship between a company’s business structure and cultural parameters throw light on the performance potential of the company. The structural pattern of small business units is generally flat owing to the reduced hierarchy levels between the employees and owner of the company. However in case of big concerns the structural system attains a much complex pattern with the creation of several functional departments. It signifies a specialized performance pattern of the business unit. The difference in the organizational structures is also closely associated to the degree of control exercised over the people or employees in achievement of organizational objectives. The different organizational structures underline the nature and extent of responsibilities entrusted on the employees which also calls for rendering of rewards and punishment. Similarly the employees working together in groups design the organizational culture and cite the norms and ethics of the company. The cultural system of a company is flexible and is decided between the mutual understanding of the upper and lower management levels depending on circumstances and situations. Both the structural and cultural parameters work together in designing the norms of business leadership for efficient performance of the organization (Rollinson, 2008, pp.4-5). Organizational Structure and Culture and People’s Performance The making of an organizational culture and structure render proven impacts on the performance parameters of the individual workers in achieving business objectives. In fact the body of organizational culture hints on the set of values and norms depending on which the employees interrelate with each other and also along the different hierarchical levels. The set of organizational values also indicate the behavioral and communicating patterns of the employees with external interested parties like the customers, government and similar other interest groups. Further the existence of organizational culture helps in encouraging the people to work in a group network in order to achieve organizational objectives. The behavior and attitudes of the group of people working closely with each other are governed by the cultural parameters set by the company which in turn helps in the fulfillment of business objectives. On the other hand the group dynamics of the different individuals are also governed by the system of organizational structure. The system of organizational structure governs the level of interaction between the people at different organizational levels in order to achieve business objectives. The structural parameters of an organization help the employees to coordinate with each other and also to communicate in an effective manner with other hierarchies. This renders a sense of support to them to work more effectively in fulfilling business goals (Jennifer, 2009.p.6; Mullins, 2008, pp. 66-70). Organizational Culture and Leadership Organizational leadership centers on the maintenance of the core values and business philosophy of the concern as distinct from other companies performing in the external environment. These core values and visions upon which a business functions are formulated through the development of organizational cultures. Development of organizational cultures also enhances the ethical and loyal parameters in the behavioral patterns of the employees within an organization. These organizational cultures are amenable to change at times when it draws conflicts with the need to develop the business cycle to achieve further efficiency. They must not be taken as words penned in a paper but rather incorporates distinctive ideologies of different people in the concern. Development of organizational cultures is done keeping in mind the accomplishment of strategic objectives of the concern. Thus the preparation of the cultural parameters of a concern done on the basis of practical and scientific implications help the people to define business targets and achieve such in an effective manner. The identification of the accomplishment of business objectives based on organizational values helps in locating the areas in which the employees falter. This helps to take a corrective action which in turn helps workers to perform more efficiently in the near future. Similarly it also helps to identify the people who have excelled in their performance areas keeping in mind the cultural goals. These people turn out to be the business leaders who guide the organizational performance. Thus the system of organizational culture helps in rendering solutions to various business problems through the encouragement of a collaborative business atmosphere. The cultural parameters of an organization in the light of the concern’s strategic objectives reinstate the system of ‘best practices’ which produce business efficiency. The employees in an organization based on its cultural parameters can work together in groups in rendering effective decisions at the sight of any problem. Thus strong organizational culture helps in enhancing the potential of team building to achieve the business objective based on organized effort (Kefela, 2010, pp. 1-3, 6; Martin, 2005, pp.336-340; Arnold, 2005, pp.572-580). Organizational Structure and Leadership The study of the organizational structure helps a person to understand the mode of operation of such concern. In fact, the organizational structure works as a backbone in helping people perform effectively to achieve business objectives. The existence of a proper organizational structure becomes imperative for generating proper organizational control. Business leaders through the use of organizational structure can better communicate with individuals in different hierarchy levels to make group decisions in achieving tasks entrusted. Business leaders through the implementation of proper business structures looks forward in enhancing their performance parameters for the betterment of relationship with external stakeholders like customers and suppliers. The process of business leadership entrusted through organizational structures focus on channelizing the business goals and objectives along with its cultural philosophy both upward and downward the organizational ladder. Business leaders can also encourage the growth of informal groups in different levels of business hierarchy wherein employees can join together to discuss problems and postulate business solutions. The leadership role of the manager is proper entrusted through the organizational structure in that greater amount of team work is assured. The managers or business leaders must widely encourage the growth of collaborative relationship and work standards at all levels to make the employees work in a participative manner. Increased amount of employee participation both among each other and with higher managerial levels helps in growing the factor of employee loyalty towards the concern. The collaborative atmosphere of people’s performance helps in modification of the cultural parameters of the business organization. The leadership role of the management is also responsible for deciding on the right cultural mix in the organization which can be regularized through the planning and execution of different organization structures. (Marquis & Huston, 2008, pp.287-288). Factors Determining Effective Leadership The effectiveness of business leadership in motivating a group of workers or people in helping them achieve specific business objectives is determined by a number of factors. The y can be enumerated as follows. Effective managerial leadership is determined by the degree of openness of the individual towards external changes and in obtaining newer information. Leaders must have an open ear to different type of suggestions and also must welcome them from junior management levels. Leaders must incorporate other people’s views through readily sharing information which helps in team building. Leaders must also incorporate a sense of vision in them which in articulating a business philosophy to be followed by many. Business leaders must also look forward for the total betterment of all the people working in an organization to generate a sense of loyalty. Finally business leaders must follow and reflect a sense of self discipline which helps in binding the factors for achieving the objectives of organizational growth (Quirk & Fandt, 2000, pp.16-18; Bloisi, 2007, pp.50-56). Factors governing Human Capital Management and Organizational Leadership The changing face of businesses due to the advent of internationalization has led to the emergence of factors which govern both the management of human resources and leadership styles within an organization. Firstly the advent of globalization has made the business transcend national boundaries and encompass people pertaining to different cultures. This strictly affected the leadership and managerial patterns. Growth of work specializations has led to the modifications in the organizational structures of a concern making them composite and complex. This in turn also affects leadership and management styles. In modern periods the process of business accounting takes into consideration assets like goodwill. Thus enhancement of the company’s position also instigates a change in the leadership and management styles making them more focused. Further enhancement of the impact of globalization has led to the emergence of broader markets along different geographic boundaries of the goods and services produced by the concern. These world markets are in turn managed by trade bodies like World Trade Organization. Thus it creates a huge impact in changing the management and leadership styles of different companies (Ashby & Miles, 2002, pp.3-6, 8; Buchanan & Huczynski, 2007; Robbins, 2008, pp.6-9). Local Exchange Trading Systems The Local Exchange Trading Systems is considered as a process through which the goods and services produced by a company are purchased and sold employing local currencies. Before the advent of world trade the goods and services produced by local and regional companies were bought and sold only through local currencies. Hence the system speaks of a traditional note. The model was newly introduced again through some modifications in Canada. It gained popularity among several developed countries of Europe, United Kingdom and United States. The Local Exchange Trading Systems program works on parameters like availability of credit, demand and supply chain interactions and a proper administrative system (Ouytsel & Vaqnderweyden, 2004, pp.73-75). The Local Exchange Trading Systems program helps in developing of payment standards within an organization. The system incorporates the mingling of traditional and modern sophisticated payment systems to promote the welfare of the working groups. This system further helps in development of the skills and efficiencies of the people within a concern. It also excites people’s interests in the development of small business enterprises and thus takes entrepreneurial decisions. In cases of non-governmental organizations the people perform in informal groups to achieve business objectives. Collaborative management styles are increasingly practiced in such organizations. Such concerns largely abide by the legislative policies of the country which create a competitive environment for the organizations to function in. Similarly the activity of other type of non-governmental concerns also impacts the activities of the said concern. In, United Kingdom the program is being largely employed for the development of community schemes in the region through the generation of income gateways. Estimates show that the total amount of turnover obtained through the system in United Kingdom amounts to around 1.4 million pounds on an annual basis. On an average basis the total turnover renders around 65 pounds to the people working in such community sectors (Aldridge & Patterson, 2002, pp.371-372). Conclusion Any organization works on the basis of certain cultural patterns ingrained into it by the activities of the people or organizational staff. These set of cultural patterns help in the designing of the set of values for the concern which ought to be strictly adhered to by the people while working together to achieve business objectives. Similarly, different types of business organizations have different organizational structures. These organizational structures form the backbone of the cultural mix of the concern. The business concern can achieve the goals of business leadership through the proper management of the cultural and structural patterns. In fact the development of work groups within a concern is governed through the creation of different organization and work structures. Further with the advent of globalization and specialization the structural forms within an organization constantly vary and become more interdisciplinary and scientific in nature. The use of the Local Exchange Trading System which gained due impetus in the traditional periods is continuously being developed to take hold of developed nations like Europe and America. With the advent of this system the workers are entitled to increased wage benefits. Further this system helps in the development of community circles and also helps the individuals to handle entrepreneurial decisions. Reference 1. Rollinson, D. (2008), Organizational Behavior and Analysis, Harlow: Addison-Wesley Longman. 2. Jennifer, G. (2006), Understanding and Managing Organizational Behavior, New Delhi: Pearson Education India 3. Mullins, L. (2008) Management and Organisational Behaviour, Harlow: Pearson Education Ltd. 4. Kefela, G. (2010), “Understanding Organizational Culture and Leadership -Enhance Efficiency and Productivity”, PM World Today, Vol.12, no.1, pp.1-14. 5. Martin, J. (2004) Organisational Behaviour, London: Thomson Business Press. 6. Arnold, J. (2005) Work Psychology, Harlow: Prentice Hall. 7. Marquis, B. & C. Huston (2008), Leadership Roles and Management Functions in Nursing: Theory and Application, Australia: Lippincott Williams & Wilkins. 8. Quirk, M. & P. Fandt (2000), The 2nd language of leadership, New York: Routledge. 9. Bloisi, W. et al (2007) Management and Organisational Behaviour, (2nd edition) Maidenhead: McGraw-Hill. 10. Ashby, M. & S. Miles (2002), Leaders talk leadership: top executives speak their minds, Oxford: Oxford University Press. 11. Buchanan, D. And HUczynski, A. (2007) Organisational Behaviour: An Introductory Text , Harlow: Prentice Hall. 12. Robbins, S. Et al (2008) Organizational Behaviour, Harlow: Pearson Education Limited. 13. Ouytsel, J. & k. Vaqnderweyden (2004), “Weighing up Local Exchange Trading Systems and wage labour”, Work & Family Vol. 7, No. 1, , pp. 71-93 14. Aldridge, T. & a. Patterson (2002), “LETS get real: constraints on the development of Local Exchange Trading Schemes”, Area, Vol. 34, no. 4, pp. 370-381. Read More