This is a solution of Unit 3 Organisations and Behaviour Assignment in which we discuss Developing business
Unit 3 Organisations and Behaviour
|Qualification||Unit number and title|
|PearsonBTEC Level 5 HND Diploma Business||Unit 3: Organisations and Behaviour|
|Student name||Assessor name|
|Date issued||Completion date||Submitted on|
|03rd February 2014||30th May 2014|
|Assignment title||Unit 3: Organisations and Behaviour|
|Learning Outcome||Learning outcome||Assessment Criteria||In this assessment you will have the opportunity to present evidence that shows you are able to:||Task no.|| Evidence|
|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 a business|
|1.3||Discuss the factors which influence individual|
behaviour at work
|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 organisations|
|LO3||Understand ways of using motivational theories in organisations||3.1||Discuss the impact that different leadershipstyles may have on motivation in organisations 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|
|4.1||Explain the nature of groups and group|
behaviour within organisations
|4.2||Discuss factors that may promote or inhibitthe development of effective teamwork in organisations|
|4.3||Evaluate the impact of technology on team functioning within a givenorganisation.|
|I certify that the work submitted for this assignment is my own and research sources are fully acknowledged.|
Student signature: Date:
|In addition to the above PASS criteria, this assignment gives you the opportunity to submit evidence in order to achieve the following MERIT and DISTINCTION grades|
|Grade Descriptor||Indicative characteristic/s||Contextualisation|
|M1Identify and apply strategies to find appropriate solutions||Effective judgements have been made.|
An effective approach to study and research has been applied.
|To achieve M1, you will make effective judgements about factors affecting organisational structures and culture in the two organisations in the case study.(Task 1)|
|M2 Select / design and apply appropriate methods / techniques||Appropriate learning methods/techniques have been applied.||To achieve M2, you will have used suitable techniques to explore the nature of organisational culture in two organisations and the details will have been used to inform the presentation and the briefing paper for the managers and staff of the two organisations in the case study. (Task 1)|
|M3 Present and communicate appropriate findings||Communication is appropriate for familiar and unfamiliar audiences and appropriate media have been used.||To achieve M3 the work you present will be presented in suitable business formats and will use business terminology accurately.(Task 2)|
|D1 Use critical reflection to evaluate own work and justify valid conclusions||Conclusions have been arrived at through synthesis of ideas and have been justified.|
Realistic improvements have been proposed against defined characteristics for success.
|To achieve D1 you will have drawn conclusions which draw out the links between culture and management style and organisational objectives and the impact of the organisations’ structure, culture and leadership on organisational performance of businesses. You will provide an evaluation which will suggest how this knowledge could be of value to senior staff to help improve the professional performance of staff at the two organisations in the case study.|
(Tasks 1 & 2)
|D2 Take responsibility for managing and organising activities||Activities have been managed.||To achieve D2 you will have demonstrated an effective approach to independent research and study and will have met the deadline to submit the tasks and achieve the unit assessment criteria.|
(Tasks 1 & 2)
|D3 Demonstrate convergent /lateral / creative thinking||Relevant knowledge gained from previous units has been incorporated in this unit, to demonstrate a synoptic understanding of the business environment.||To achieve D3 you must show that ideas have been generated and decisions taken by the student, that self-evaluation has taken place, that convergent and lateral thinking have been applied to problems, that innovation and creative thought have been applied, that receptiveness to new ideas is evident in your work. (Tasks 1 & 2)|
|Unit number and title||Unit 3: Organisations and Behaviour|
|Qualification||Pearson BTEC Level 5 HND Diploma in Business|
|Start date||03rd February 2014|
|Deadline/hand-in||30th May 2014|
|Assignment title||Unit 3: Organisations and Behaviour|
|Purpose of this assignment|
Students must demonstrate an understanding of organisational structure, organisational culture, different leadership styles, key motivation theories and the contribution of individuals and teams in the effective operation of two contrasting organisations.
|Case study for: Unit 3: Organisations and Behaviour|
Please note: The two companies included in the case study are City College and Enterprise.
|Task 1: LO1 (LO1.1, LO1.2, LO1.3)|
Prepare a PowerPoint presentation of twenty slides which addresses the following actions:
a) Define the term organisational culture and the various types of culture that are available to an organisation stating advantages and disadvantages of each of them. Identify and describe the different types of organisational structures and compare and contrast, including an argument for and against the structures of City College and Enterprise. (LO 1.1)
b) Explain the relationship between an organisation’s structure and culture and the effects that both culture and structure haves on an organisation’s performance. Citing examples from the case study identify the effects that both culture and structure have on the performance of City College and Enterprise. (LO 1.2)
c) Define the various factors that might influence the way individuals behave at work. Using different examples from the case studies, discuss what you would identify as the influencing factors in the way staff at City College and Enterprise behave.(LO 1.3)
|Task 2: LO2 (LO2.1, LO2.2, LO2.2),LO3 (LO3.1, LO3.2, LO3.3), LO4 (LO4.1, LO4.2, LO4.3)|
Write a report which identifies different leadership styles, motivation theories and the effectiveness of teamwork in organisations. Using information in the case study compare how City College and Enterprise may use these factors to manage their respective organisations.
a) Compare the effectiveness of different leadership styles and consider how each style would impact on the two organisations.(LO 2.1)
b) Explain how organisational theory is linked to the style of management which is most likely to be practised in the two organisations.(LO2.2)
c) From your understanding of the different approaches to management and leadership theories, explain which of these theories you think that both City and Enterprise have adopted. Evaluate the different approaches used by City College and Enterprise. You may include examples from other organisations to support your evaluation.(LO 2.3)
d) Discuss the impact that different leadership styles are likely to have on the behaviour of staff at City College and Enterprise. (LO 3.1)
e) Compare the application of the different motivational theories that City College and Enterprise might adoptand discuss what effect this would have on their respective workforces. (LO 3.2)
f) Evaluate how the management of both City College and Enterprise’s workforcecould apply these motivation theories and practices and what, if any, benefitshave the companies derived from their chosen motivation practices (LO 3.3)
g) Explain the nature of groups and group behaviour within the workforces of City College and Enterprise.(LO 4.1)
h) Using the case study, identify the various factors that could make a team effective and also those factors that may be likely to threaten the success and effectiveness of a team. (LO 4.2)
i) Explain the role of technology in the success of a business that you know. In view of your argument, evaluate the impact of technology on the performance of City College and Enterprise. (LO 4.3)
Company A: City College
City College was formed in 2002 as a private college in North West London. It is now part of City group plc. In 2012 city group had an estimated 2.5 million in revenue and employed over 200 staff. In 2010 City group was acquired by new owner ship through a private investor, named Mr Wakefield. City group PLC owns 19% of the private college market. The College is run by the Principal, Mr Wakefield.
City College operational functions can be split into three Departments:
· Teaching Department: Staff are involved with producing and delivering higher education courses that are designed to be inclusive to all learners from diverse backgrounds.
· Human Resource Department: This department is concerned with developing and maintaining the college’s workforce. City Colleges encourages employees to come up with good ideas, so these can be discussed, adapted and implemented throughout the business.
· Administration Department: responsible for student enrolment, publication of documents and instructional leaflets, finance and property management.
Organisations like City College are no longer mere small private colleges and provide many learning opportunities for many students. They are organisations that have serious objectives tied to a commitment to achieving them. City College is also dedicated to working with the local community. Working in a busy college environment like City College is varied. There are many departments that work together, e.g. an admin assistant working with the Human resource manager, who in turn works with a production controller.
Company B: Enterprise
Enterprise Rent-A-Car (Enterprise) employs more than 75,000 employees and operates a fleet of cars exceeding one million vehicles worldwide. It has become one of the foremost car-hire companies and is the largest purchaser of cars in the world. Jack Taylor founded the company in St Louis in 1957. The owner had a simple belief: ‘Take care of your customers and employees first and profits will follow.’
This case study focuses on leadership within Enterprise. It shows how its managers use a range of management and leadership styles to support Enterprise’s focus on customers. Read more about : Business Decision Making Assignment
• Enterprise does not sell a product. It provides a service – the use of a car. To deliver great service Enterprise needs well-trained and motivated staff. As the company grows, it opens new local offices and creates new opportunities for employees.
• Customers expect to be treated in a particular way by a service-orientatedbusiness. Enterprise uses its Enterprise Service Quality Index (ESQi) to measure the quality of service it provides. Satisfied customers will come back and give repeat business. They may also recommend the service to others.
• This leads to growth of the business and greater profitability.
Leaders are also managers. For example, an Enterprise General Manager leads a regional group of City Managers. City Managers are leaders of their front-line management employees. Andy Taylor, the current Chairman and Chief Executive Officer (CEO) of Enterprise, was a manager for his father Jack Taylor. He carried out the processes and systems his father set up. Today, Andy leads and manages the business. There are many different management styles. These styles influence how leaders communicate with employees. For example, Enterprise operates an ‘open door’ policy. This enables everybody within the organisation to have direct contact with senior managers.
Enterprise employs motivated individuals with the potential to become good leaders. When recruiting, Enterprise looks for leadership qualities in candidates. It considers leadership to be a core competence. It recognises that the skills and capabilities to lead others are essential for business growth. Recruits learn how to run parts of the business. The focus is on making decisions that improve customer service. General Managers are empoweredto make decisions covering a region. Branch managers have the authority to deliver good customer service locally. Each local branch operates like a small business. Managers make decisions that support the needs of their customers. Front-line management trainees are encouraged to use the best management style to suit different customers. An autocratic styleof leadership is when a leader makes a decision alone. The leader conveys the decision to staff and they have to work within the scope of that decision. For example, in order to deliver good customer service, managers instruct all staff to follow Enterprise’s guidelines for dealing with customers.
Management is about getting things done. Leadership is about achieving goals by creating a direction for a business and inspiring employees to take initiative and make the right decisions. Enterprise managers need the skills to motivate, lead and influence others. Enterprise aims to employ people who can take on a leadership role and help to grow the business for the longer term. Its management and training programmes help to provide employees with the skills necessary to lead others. This case study illustrates that within a business, there are leaders at different levels within the hierarchy. Depending upon the circumstances, leaders will use different leadership styles. By developing leaders who are able to make decisions at a local level, Enterprise can respond more closely to customer needs within a competitive service industry. Its high levels of customer service provide it with a competitive advantage over its rivals.
Douglas McGregor in 1960 used the terms Theory X and Theory Y to identify two very different forms of management style: • A Theory X manager tells employees what to do and supervises their work. This involves using strict controls within the business. This reflects an autocratic style. • In contrast, a Theory Y manager believes employees want to do well. The manager provides individuals with the opportunity to take control of their work. They can contribute towards solving a problem or issue. This helps motivate them to do better. Enterprise needs its employees to use their skills to deliver high levels of customer service. This means an autocratic management style is inappropriate in daily routines. A branch manager sets the standards for the team but encourages team members to be flexible and responsive to each customer. This ensures that customers get the service they expect. However, there are many examples of autocratic style in use at Enterprise. These relate to issues which affect the whole organisation or which are central to the business. For example: • Andy Taylor insisted all branches use ESQi, the customer satisfaction measure, because it met the business objective.
This independent approach enables Enterprise employees to have ownership of many of their activities. This acts as a motivator for staff. In 1943, Abraham Maslow, looking at motivation, identified a hierarchy of needs for individual employees. Everyone has needs for water, food, warmth and safety. These have to be met before a person can move on to fulfilling their higher needs. When employees are empowered to make decisions, this improves their sense of worth and self-esteem. It also helps them to use creative skills within their role and motivates them to perform better. Making decisions at a local level helps to meet customers’ needs and enables individuals to take a pride in their job. This recognises that employees are motivated by factors other than financial ones. These include praise, recognition or having more responsibility. Enterprise’s emphasis is on satisfying customers to grow the business. It also rewards hard work. To increase motivation, employees who achieve high levels of customer satisfaction have the opportunity of promotion. In addition, staff who performs well or who make the biggest improvement are recognised through the Enterprise newsletter or by membership of the Enterprise ‘Elite Club’. This reinforces self-esteem.
|Evidence checklist||Summary of evidence required by student||Evidence presented|
|Task 1||Presentation (PowerPoint, guideline: 20 slides)|
|Task 2||Report (Word document, guidance 2,500 words)|
|Qualification||Pearson BTEC Level 5 HND Diploma in Business||Assessor name|
|Unit Number and title||Unit 3Organisations and Behaviour||Student name|
|Criteria Reference||To achieve the criteria the evidence must show that the student is able to:||Achieved?|
|Compare and contrast different organisational structures and culture|
|Explain how the relationship between an organisation’s structure and culture can impact on the performance of a business|
|1.3||Discuss the factors which influence individual|
behaviour at work
|Compare the effectiveness of different leadership styles in different organisations|
|Explain how organisational theory underpins the practice of management|
|Evaluate the different approaches to management used by different organisations|
|3.1||discuss the impact that different leadership styles may have on motivation in organisations 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|
|4.1||explain the nature of groups and group behaviour within organisations|
|4.2||discuss factors that may promote or inhibit the development of effective teamwork in organisations|
|4.3||evaluate the impact of technology on team functioning within a given organisation.|
|Higher Grade achievements (where applicable)|
| Grade descriptor|
|Grade descriptor|| Achieved?|
| M1: Identify and apply strategies to find appropriate solutions|
|D1: Use critical reflection to evaluate own work and justify valid conclusions|
| M2: Select/design and apply appropriate methods/techniques|
|D2: Take responsibility for managing and organising activities|
| M3: Present and communicate appropriate findings|
|D3: Demonstrate convergent/lateral /creative thinking|
|Formative Feedback: Assessor to Student|
|Feedback: Student to Assessor|
| Assessor Signature|
| Student Signature|
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