ORGANISATIONS AND BEHAVIOUR
Unit code: QCF level: Credit value: Organisations and Behaviour H/601/0551 4 15 credits
The aim of this unit is to give learners an understanding of individual and group behaviour in organisations and to examine current theories and their application in managing behaviour in the workplace.
• Unit Abstract
This unit focuses on the behaviour of individuals and groups within organisations. It explores the links between the structure and culture of organisations and how these interact and influence the behaviour of the workforce. The structure of a large multi-national company with thousands of employees worldwide will be very different from a small local business with 20 employees. The way in which organizational structures and organises its workforce will impact on the culture that develops within the organisation. This system of shared values and beliefs will determine and shape the accepted patterns of behaviour of an organisations workforce. The culture in organisations that differ in size, for example, or are from different sectors of the economy can be very different. The structure and culture of an organisation are key factors which contribute to motivating the workforce at all levels of the organisation. The Japanese were instrumental in developing a culture of ‘continuous improvement through teamwork’ in their manufacturing industry. This culture has now been exported around the world and encapsulates the way in which structure and culture contribute to patterns of behaviour in the workplace. This unit will develop learner understanding of the behaviour of people within organisations and of the significance that organisational design has on shaping that behaviour.
• Learning Outcomes
LO1.Understand the relationship between organisational structure and culture.
LO2. Understand different approaches to management and leadership. LO3.Understand ways of using motivational theories in organisations LO4. Understand mechanisms for developing effective teamwork in organisations.
1. Understand the relationship between organisational structure and culture Types of organisation and associated structures: functional, product-based, geographically based, multi-functional and multi-divisional structures, matrix, centralisation and decentralisation; organisational charts; spans of control; internal and external network structures; flexible working Organisational culture: classification of organisational culture – power culture, role culture, task culture, person culture; cultural norms and symbols; values and beliefs; development of organisational culture Diagnosing behavioural problems: concepts; principles; perspectives; methodology Perception: definition; perceptual selection; perception and work behaviour; attitude; ability and aptitude; intelligence Significance and nature of individual differences: self and self-image; personality and work behaviour; conflict Individual behaviour at work: personality, traits and types; its relevance in understanding self and others.
2. Understand different approaches to management and leadership development of management thought: scientific management; classical administration; bureaucracy; human relations approach; systems approach; contingency approach Functions of management: planning; organising; commanding; coordinating; controlling Managerial roles: interpersonal; informational; decisional Nature of managerial authority: power; authority; responsibility; delegation; conflict Frames of reference for leadership activities: opportunist; diplomat; technician; achiever; strategist; magician; pluralistic; transformational; change.
3. Understand ways of using motivational theories in organisations Motivation theories: Maslow’s Hierarchy of Needs; Herzberg’s Motivation – Hygiene theory; McGregor’s Theory X and Y; Vroom and Expectancy theories; Maccoby, McCrae and Costa – personality dimensions Motivation and performance: rewards and incentives; motivation and managers; monetary and non-monetary rewards Leadership: leadership in organisations; managers and leaders; leadership traits; management style; contingency approach; leadership and organisational culture Leadership and successful change in organisations: pluralistic; transformational; communications; conflict.
4. Understand mechanisms for developing effective teamwork in organisations Teams and team building: groups and teams; informal and formal groups; the purpose of teams; selecting team members; team roles; Belbin’s theory; stages in team development; team building; team identity; team loyalty; commitment to shared beliefs; multi-disciplinary teams Team dynamics: group norms; decision-making behaviour; dysfunctional teams; cohesiveness Impact of technology on team functioning: technology; communication; change; networks and virtual teams; global and cross-cultural teams.
Learning Outcomes And Assessment Criteria
On successful completion of this unit a learner will:
LO1 Understand the relationship between organisational structure and culture
1.1 Compare and contrast different organisational structures and culture .
1.2 Explain how the relationship between an organisation’s structure and culture can impact on the performance of the business.
1.3 Discuss the factors which influence individual behaviour at work.
LO2 Understand different approaches to management and leadership
2.1. Compare the effectiveness of different leadership styles in different organisations.
2.2. Explain how organisational theory underpins the practice of management.
2.3. Evaluate the different approaches to management used by different organizations.
LO3 Understand ways of using motivational theories in organizations.
3.1 Discuss the impact that different leadership styles may have on motivation in organizations. in periods of change 3.2 Compare the application of different motivational theories within the workplace
3.3 Evaluate the usefulness of a motivation theory for managers
LO4 Understand mechanisms for developing effective teamwork in organisations
4.1 Explain the nature of groups and group behaviour within organizations.
4.2 Discuss factors that may promote or inhibit the development of effective teamwork in organizations. 4.3 Evaluate the impact of technology on team functioning within a given organisation.
This unit links to the following units within this specification Unit 21: Human Resource Management, Unit 22: Managing Human Resources, Unit 23: Human Resources Development and Unit 24: Employee Relations. This unit also links to the Management and Leadership NOSas mapped in Annexe B.
There are no essential or unique resources required for the delivery of this unit.
Employer Engagement And Vocational Contexts Centres should develop links with local businesses. Many businesses and chambers of commerce want to promote local business and are often willing to provide guest speakers, visit opportunities and information about the operation of their businesses.
Order BTEC HND assignment help from us with below features:
- – Originality report
- – Affordable cost
- – Good content quality
- – Experts with a higher national diploma
- – Proper referencing
- – Multiple feedback handling systems
- – Pricing as per pass, merit and distinction grad