Unit 04 Organizations and Behaviors Assignment with Capco & Iceland (GC0838)

Table of Contents

Introduction.

Task01.

1.1 Compare and contrast CAPCO organizational structures and cultures with Iceland.

1.2 Explanation of how the relationship between structure and culture impacts CAPCO performance

1.3 Discuss the factors which impact individual behavior in Iceland.

Task 02.

2.1 Compare the effectiveness of different leadership styles in different organizations.

2.2 Organizational theory underpins the practice of management

2.3 The different approaches to management used by CAPCO and Iceland.

Task 03.

3.1 Impact different leadership styles on motivation within a period of change.

3.2 Compare the application of two motivational theories within organizational settings.

3.3 Necessity motivational theories for managers in the business.

Task 04.

4.1 Nature of groups and group behavior within Iceland.

4.2 Factors that may promote the development of teamwork effectiveness in business.

4.3 Impact of technology on team functioning within Iceland.

Conclusion.

References.

Introduction

Organizational behavior (OB) is the method of individuals cooperation in the organization. Usually, this learning is used in an effort to make a more well-organized business organization (Bratton and Gold, 2012). The plan of the learning of organizational behavior is that a methodical way can be used in the organization of employees. Organizational behavior assumptions are applied for HR principles to increase productivity from managers and team members. This report is grouped into four main tasks.

In the first task, CAPCO organizational structures and cultures with Iceland are described. Then, the relationship between structure and culture impacts on CAPCO performance is discussed. After that, the factors which impact individual behavior in Iceland are explained. In the second task, the effectiveness of different leadership styles in different organizations is described. Moreover, organizational theory underpins the practice of management is explained. Further, different approaches to management used by CAPCO and Iceland are discussed. In the third task, the impact of different leadership styles on motivation within a period of change is described. Subsequently, the application of two motivational theories within the organizational setting is explained. Next, necessity motivational theories for managers in business are described. In the fourth task, the nature of groups and group behavior within Iceland is explained. In addition, factors that may promote the development of teamwork effectiveness in business are discussed. Lastly, the impact of technology on team functioning within Iceland is explained.

Task 01

1.1 Compare and contrast CAPCO organizational structures and cultures with Iceland

Organizational structure

The structure can be definite as the method possessions are put out in an administration to it contain teams as well as persons functioning jointly to gain a general object for the administration. Organization structure informs about administration culture like vision, hierarchy, aims, objectives, goals give data about the culture of perfect administration. As Mullins (2014) notes, organization structures are categorized as a flat structure, matrix structure, tall structure.

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Flat structure

The flat structure is delivering a tall structure. There is a cut-off number of employees which might lead to unemployment. There is a short line of communication and a wide process of the span of control (Mullins, 2014).

Diagram: Flat structure Source: Mullins (2014)

Matrix structure

The matrix structure is a mixture of divisional and functional structures. In this type of structure, there is decentralize decision making, a good environment but at the same time it as the high cost of administration and increase in conflicts (Mullins, 2014)

Diagram: Matrix structure Source: Mullins (2014)

Tall structure

The tall structure is having a lot of levels in the hierarchy. Line of communication is larger or long it might lead to a delay in the process of completion of a job due to delay in the communication process (Mullins, 2014).

Diagram: Tall structure Source: Mullins (2014)

Organizational culture

Charles Handy (1976) recognized in Mullins (2014) with connecting organization structure to organizational culture. Four kinds of cultures are described as below:

Task culture: teams are formed to solve particular problems. Power is derived from the team with the expertise to execute a task. This culture uses a small team approach, where people are highly skilled and specialized in their own area of expertise. (Mullins, 2014).
Power culture: concentrates power among a small group or a central figure and its control is radiating from its center like a web. Power cultures need only a few rules and little bureaucracy but swift decisions can ensue (Mullins, 2014).
Role culture: in this culture organizations allocates roles and responsibility. for every single staff. In this culture, team members have the opportunity to make decisions focusing on the business aims and objectives. Authorities are delegated as such within a highly defined structure. These organizations form hierarchical bureaucracies, where power derives from the personal position and rarely from an expert power (Mullins, 2014).
Person culture: formed where all individuals believe themselves superior to the organization. It can become difficult for such organizations to continue to operate since the concept of an organization suggests that a group of like-minded individuals pursue organizational goals (Ruiz, 2015)…………………

Organisational Behavior