organisation and behaviour

7/18/2019 Organisation and Behaviour

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BTEC

Organisation and Behaviour

Unit : 3


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Task : 1

LO : 1

1.1

Com

pareandc

ontrastdiferento

rganizat

ionalstructure andCulture

Organizational culture

is more of a

larger picture,

a more general

term that refers

to a large

umbrella of

smaller topics

and issues

within anorganization.

The structure

refers to the

infrastructure

and the various

methods and

practices within

that

infrastructure.

That helps anorganizational

culture run with

the efficiency

and

consistency

which should


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be

th

e

ha

llm

ark

of

an

y

he

alt

hy

or

ga

nizati

on

al

str

uc

tur

e,

wh

et

her it

is

in

a

co

rp

or

ati

on

,sp

ort

s

te

a

m,

or any other

set up that is

large enough

to create its

own

organizationalculture.

This

makes the

structure an

integral part of

any

organizationalculture, but also

narrows out a

very specific

segment of the

culture as its

own

responsibility.

Organizational

structure will

deal primarilywith the set up

of the culture.

How

management

works, which

specific

responsibilities

supervisors

have, how a

complaint ispassed through

the ranks-these

are all issues

within the

organizational

culture that are


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b

e

havior of

employees.


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1.2

Relationship between an organisationsstructure and culture

Organizational structure and organizational culture have a dependentrelationship with one another. %n the business world, management structure determinesthe behaviors, attitudes, dispositions and ethics that create the work culture. %f acompany&s organizational structure is strictly hierarchical, with decision-making power

centralized at the top, the company&s culture will likely reflect a lack of freedom andautonomy at the lower levels. %f a company&s management structure is decentralized,with shared power and authority at all levels, the culture is likely to be moreindependent, personalized and accountable.

The way a company allocates power and authority determines how employeesbehave. These choices manifest in a company&s organizational structure andorganizational culture. Organizational structure is the the way a company arranges itsmanagement and lines of authority. %t determines roles, responsibilities and the flow ofinformation within the company. !ork culture results from those decisions.

'ost companies use a hierarchical structure that looks like a pyramid on paper.The chief executive or president sits at the very top of the pyramid. His direct reports,usually the vice-presidents, are on a line under him. Their direct reports are on a lineunder them. The pyramid stretches outward and downward based on the number oflevels of management the company needs to operate according to its ob"ectives.

(pper management uses organizational structure to control who has power and

authority in the company. $or example, if a company president only wants to deal withthe most important decisions and wants to leave the day-to-day decision-making tosomeone else, the organizational structure would have the president on the top line withthe vice-president of operations sitting alone on the second line. This effectively meansthat the vice-president of operations is the only executive with a direct line to thepresident, and everyone else reports to him. %n this scenario, the vice-president ofoperations has a great deal of power.
http://www.wisegeek.com/what-is-an-organizational-structure.htmhttp://www.wisegeek.com/what-is-an-organizational-structure.htmhttp://www.wisegeek.com/what-is-an-organizational-structure.htm


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1.3

Factors which inuence individualbehaviour at wor

)ccording to *ohn %vancevich and 'ichael 'attson, the ma"or factors that

influence individual differences in behavioral patterns are demographic factors, abilities

and skills, perception, attitudes and personality. +et us discuss them and they are as

follows-

1. emographic $actors The demographic factors are socio economic background,

education, nationality, race, age, sex, etc. Organizations prefer persons that belong to

good socio-economic background, well educated, young etc. as they are believed to be

performing better than the others. The young and dynamic professionals that have

good academic background and effective communication skills are always in great

demand. The study of demographic factors is significant as it helps managers to pick

the suitable candidate for a particular "ob.

2.)bilities and kills The physical capacity of an individual to do something can be

termed as ability. kill can be defined as the ability to act in a way that allows a personto perform well. The individual behavior and performance is highly influenced by ability

and skills. ) person can perform well in the organization if his abilities and skills are

matched with the "ob re/uirement. The managers plays vital role in matching the

abilities and skills of the employees with the particular "ob re/uirement.

3. 0erception The cognitive process meant for interpreting the environmental stimuli in

a meaningful way is referred to as perception. #very individual on the basis of his1he

reference can organize and interpret environmental stimuli. There are many factors that

influence the perception of an individual. The study of perception plays important role

for the managers. %t is important for mangers to create the favorable work environmentso that employees perceive them in most favorable way. The employees are likely to

perform better if they are going to perceive it in a positive way.

4. )ttitude The factors such as family, society, culture, peers and organizational factors

influence the formation of attitude. The managers in an organization need to study the

variables related to "ob as to create the work environment in a favorable way that


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employees are tempted to form a positive attitude towards their respective "obs. The


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employees can perform better in the organization if they form a positive attitude.

2. 0ersonality 0ersonality can be defined as the study of the characteristics anddistinctive traits of an individual, the inter-relations between them and the way inwhich a person responds and ad"usts to other people and situations.

(a)

Advantages and Disadvantages

Advantage:

uccess can be won or lost through company culture, but not everyone knows

how to cultivate it. That3s why we like looking at outliers 4 the people who are innovating

and taking risks when it comes to culture.

0eople like 5etflix, whose approach to performance management is to weed out all but

the top performers, 6oogle, whose openness and flexibility is designed to encourageinnovation, and 5ike, which offers numerous perks to gain a recruiting advantage.

7appos is another company that attributes its success to culture. )s #O Tony

Hsieh says, 8Our whole belief is that if we get the culture right, then most of the

otherstuff, like delivering great customer service or building a long-term

enduring brand will just happen naturall on its own.9

Disadvantage:

ustomer-focused businesses operate

solely on customers& needs and wants,

which can have a negative impact on a

company&s creativity. !hen companies are

customer-focused, they may resist coming

up with ideas to improve products or create

new
http://www.generatorgroup.net/blog-page/bid/266066/Is-Netflix-the-Apex-of-Corporate-Performance-Managementhttp://www.generatorgroup.net/blog-page/bid/294619/Google-s-Culture-Is-Innovative-But-Does-It-Workhttp://www.generatorgroup.net/blog-page/bid/294619/Google-s-Culture-Is-Innovative-But-Does-It-Workhttp://www.generatorgroup.net/blog-page/bid/212557/Turn-Your-Corporate-Culture-into-a-Recruiting-Advantagehttp://www.marketplace.org/topics/business/corner-office/zappos-ceo-corporate-culture-and-happinesshttp://www.marketplace.org/topics/business/corner-office/zappos-ceo-corporate-culture-and-happinesshttp://www.marketplace.org/topics/business/corner-office/zappos-ceo-corporate-culture-and-happinesshttp://www.generatorgroup.net/blog-page/bid/266066/Is-Netflix-the-Apex-of-Corporate-Performance-Managementhttp://www.generatorgroup.net/blog-page/bid/294619/Google-s-Culture-Is-Innovative-But-Does-It-Workhttp://www.generatorgroup.net/blog-page/bid/212557/Turn-Your-Corporate-Culture-into-a-Recruiting-Advantagehttp://www.marketplace.org/topics/business/corner-office/zappos-ceo-corporate-culture-and-happinesshttp://www.marketplace.org/topics/business/corner-office/zappos-ceo-corporate-culture-and-happinesshttp://www.marketplace.org/topics/business/corner-office/zappos-ceo-corporate-culture-and-happiness


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products, so they begin to lack innovation. !hile customers may know what they

want, companies should use research and development to come up with ideas

customers may not think of on their own when surveyed about their needs.

The purpose of running a customer-focused business is to truly focus on creating

products and services that are in your customers& best interest. This includes ensuring

that you provide customer service that helps educate your customers and lead them to

sales. ustomer-focused businesses can become self-serving, causing businesses to

indulge in their needs and wants, such as focusing solely on profit, with thoughts of

the customer trailing far behind. To be truly customer-focused, each strategy and idea

you execute should put the customer first.

1.

Traditional hierarchical structure

The world isn3t flat 4 but maybe your company should be :usinesses withouthierarchies may actually perform better. Online retailer 7appos is the latest company todo away with hierarchy. :y the end of ;, #O Tony Hsieh plans to replace

7appos3 traditional structure with Holacracy, a flatter operating structure with no "ob titlesor managers.

To empower all of its =2


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8There is a growing body of evidence that shows organizations with flat structures

outperform those with more traditional hierarchies in most situations,9 wrote Tim

?astelle in the Harvard :usiness @eview.

$lat structures work best when a company3s main point of differentiation is innovation,

said ?astelle. They also work well when teams need to be more nimble to respond to

a rapidly changing environment, and when the organization has a shared purpose, he

added.

The company, now with over =


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%nstead of having managers and subordinates, 7appos will be made up of >


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employee involvement. #mployees may feel some disconnect with this style.


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0articipative +eadership #ffects

)lso called democratic leadership, this style is usually considered the best option for

most companies. The opposite of autocratic leadership, this style emphasizes that

management offers guidance to its teams and departments while accepting input from

individual staff members. +eaders reserve the right to make final decisions butencourage feedback, ideas, and suggestions from all employees.

elegative +eadership #ffects

This style, also called laissez-faire leadership, is typically considered the least effective

option. %n stark contrast to the other primary styles, delegative leaders rarely make

decisions, leaving this function up to the group. These leaders seldom offer guidance tothe team and delegate decision-making to trusted team members. !hile offering few

advantages, this style often creates some disadvantages. *ob descriptions and lines of

authority become blurred and confusing. ) loss of motivation and positivity often

accompanies the confusion of team members.

orporate ulture #ffects

)lso called organizational culture, corporate culture defines Ethe way we do things.E

+eadership styles have strong effects on corporate culture because employees tend to

act in ways that mirror their leaders. taff also subconsciously wants to please

supervisors and management. Over time, leaders and employees usually become

EcomfortableE with each other, which can cause some Eculture frictionE when new

leaders take over. #very business, regardless of size, has a culture. %t can help or hurt

operations, often dependent on the strength and efficiency of leadership.


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$%$

he organisational theor that underpins the practiceof management

Organizational theory and management theory is used in many aspects of a working

business. 'any people strive to adhere to the theory to help them become better at

their "obs or more successful in life, although this may lead to them having to sacrifice

some of their personal principles in order to succeed. One example of followingorganizational theory in the financial sector would be an employee or manager who

wants to know how to achieve goals by having a set structure to follow. %n addition,

someone in a human resources sector will have to make decisions through their

working day that will undoubtedly change the structure and practice of a working day of

all other employees in the company. %f an individual gets so wrapped up in trying to fit

the mold of what the interpret their role should be in terms of organizational theory, they

may start to neglect others areas of business. %n the some way, management theory

may also underpin the personal values of some individuals. $or instance, they may

disagree with a particular rule or regulation that has been introduced by the company,

however in order to carry out their "ob as a manager effectively and professionally, they

need to move away from their principles and execute the "ob. %t is difficult to try to

execute both management and organizational theories as a psychological contract

between the employer and employee still needs to be maintained. This will need to

consider how fairly the company is treating the employee and how Ifairly3 the employee

is treating the company, i.e. are they actually putting =


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$%

he different approaches to management

)s mentioned in the earlier sections, management was influenced by various disciplines

like sociology, economics, political science, anthropology, psychology, and even literature.ue to such multidisciplinary influences, even authors like Harold ?oontz

K=AL=M referred to management as a I"ungle3. #ven then, differences exist in the

classification of approaches. )lthough one of the ways to classify management

approaches is from the analysis of *ohn 6. Hutchinson K=A=M, which considers the

development of management from five different perspectives, the history of

management can be broadly classified into three groups K=M the classical approach,

K;M the neo-classical approach, and KNM the modern approach.

The classical approachhas conventionally implied traditionally accepted views. This

approach emphasizes organizational efficiency to increase organizational success. %t

believes in functional interrelationships, following of certain principles based on

experience, a bureaucratic structure, and a reward-punishment nexus. The classical

school of thought developed in three different directions the scientific management

approach, the administrative approach, and the bureaucratic approach, which alsofalls under the administrative school of thought. The bureaucratic approachwas

pioneered by !eber K=A;


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*ompare and contrast the leadership andmanagement stles of +appos with its parentcompan Amaon :

Online retailer 7appos has long been known to do things its own way. Thecustomer-service obsessed company calls its executives 8monkeys,9 hasstaffers ring cowbells to greet guests, and offers new employees cash to /uit asa way to test their loyalty.

7appos vision is clear and simple Kthough in no way extra-ordinaryM. Here it is1One day, N


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0oor performers, @obertson says, stand out when they don&t have enough ErolesEto fill their time, or when a group of employees charged with monitoring thecompany&s culture decide they&re not a good fit.

ince )pril, 7appos has moved =< percent of its employees to the new system.5ow that it&s official, :unch expects that the rest of the company&s employees willtransition by the end of ;. He acknowledges that it could take up to sixadditional months, though, for people to fully understand its complexity. EThere3s notwo ways around it C this is a difficult system to grasp. !e3re so ingrained in thetraditional work paradigm.E

Of course, /uotes taken out of context are always "ust that - out ofcontext. :ut, they generally give a window to the soul of the leadership style of a

founder or the person who&s in charge of an operation. onsider the following/uotes attributed to )mazon founder and #O *eff :ezos and then hit me in thecomments or in an email reply with your favorite

8o % need to go down and get the certificate that says %3m #O of the company toget you to stop challenging me on thisJ9

8)re you trying to take credit for something you had nothing to dowithJ9 8%f % hear that idea again, %3m going to have to kill myself.98!e need to apply some human intelligence to this problem.

Task : 3

#O:

%&

he impact of different leadership stles


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+eadership goes beyond management. 'anagement involves getting thingsdone using the resources of the organization, and the formal patterns and rules withinthe organization. +eadership, on the other hand, sometimes involves driving throughchanges and new initiatives, which may be unpopular in some /uarters. %t is possible toidentify a range of approaches to leading change in an organization, depending on theuse of authority by the leader, and the amount of freedom given to subordinates.

The power of the leader is very important in motivating others. There area number of sources of power

1. 0ersonal power is possessed by certain individuals and is sometimes termed&charismatic& or &referent& power. ome individuals have tremendous charisma and are

able to build up personality cults.

2. +egitimate power is based on people having positions within a structured framework.%n a particular culture, power will be delegated to different offices or positions and thiswill be accepted by members as being legitimate.

3. #xpert power is based on the specialized knowledge possessed by certainindividuals. %t fre/uently arises where there is complex knowledge that can begained only through education and training.

4. 0olitical power stems from being supported by a group. To gain political power theleader will need to be able to work with people and social systems to gain supportand allegiance from them.

'otivational leadership involves striking the right balance between these four sources ofpower, and using them when appropriate.The culture of an organisation is the pattern of relationships and typical behavior withinthat organization. %t is sometimes referred to as &the way we do things around here&.

%$

Application of different motivational theories


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There are many factors that motivate people in the workplace. There are many different things that

motivate stress and conflict in the workplace. How a person handles the stress is what will make or

break a working relationship. Intrinsic Motivation Theory, Theory of Scientific Management, and

Motivation-Hygiene Theory give people the initiative and drive to do their job well and to help

relieve stress at the workplace.

Intrinsic Motivation Theory is sed by management teams to motivate people with intrinsic rewards.

!nder this theory employees desire to do a good job becase they are prod of what they are doing,

and want to be a part of something good. "or e#ample a $isney Imagineer feels satisfaction when he

or she creates a new ride. The feeling of being a part of something so spectaclar motivates him or

her to do a great job.

The Theory of Scientific Management has a different view of workers and what motivates them. This

theory states that workers are motivated by their prodctivity. %hereas with the Intrinsic Theoryworkers are motivation to create a job well done, this theory strives for workers to prodce a lot of

prodct in a specific period of time. %orkers are paid more if they prodce more. This theory works

best in bsinesses that re&ire high prodctivity and mass prodction, sch as atomobile

manfactrers. This theory does in time lead to workers who are dissatisfied, becase they feel more

like they are machines than people. The Intrinsic theory promotes a happier workplace than the

Scientific Management Theory.

Style More Effective Less Effective

Achievement Seek: To excel; may avoid both low- and high-risks as a result, in order to ork alone or with

!ursue meaning"ul success. other high achievers

#ower Seek: $ither !ersonal or institutional !ower. $ither way they want to direct %irect others

others, but the institutional !ower is in service to the institution&s success,so those with that "ocus tend to make better managers.


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A""iliation

Seek: 'armonious

work relationshi!s, toacce!t, to be acce!ted,

and to ork in settings withinclude others. They can be more com"ortable con"orming to grou! norms. signi"icant !ersonal

interaction

The Motivation-Hygiene Theory is similar to the intrinsic theory in that it promotes people taking

pride in something. However, in this theory workers are motivated to take pride in their physical

appearance and hygiene. This theory promotes employee benefits given by how clean a person is.

This theory has not been very sccessfl becase it does not promote employee motivation at

work. However, it can help to give an employee more self esteem which does help them to perform

better. The best motivator thogh is the pride an employee takes in a job well done.

Many different factors motivate people in the workplace. It is important that companies find

sccessfl ways to motivate employees. It is also important that employees find ways to relieve stress

and make the work day more rela#ed. 'll of these things will make for a pleasant and more

prodctive workplace


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%

he usefullness of motivatioanl theor

'otivation is derived from the word 8motive9 which means needs, desires, wantsor drives within the individuals. 'otivation is a process that begins with physiological orpsychological urge or re/uirement. %t is a tool that helps to stimulate an action or a drivethat is aimed to achieve some goal or incentive.

%t is a process of stimulating people into actions that are helpful to accomplish thedesired goals. %n the work goal context psychological factors stimulating the people3sbehavior can be

esire for money

*ob satisfaction

Team work

@ecognition

uccess

The most important function of managers and leaders in an organization is to createwillingness amongst the employees to perform to the best of their abilities. Thus, it is therole of leaders to arouse interest of employees towards their "obs. The process ofmotivation consists of three stages which are

rive or a felt need.

) stimulus in which needs have to aroused.

!hen needs are satisfied, the accomplishment of goals.

Therefore, we can say that motivation is a psychological phenomenon which describesthat wants and needs of the individual have to be tackled by framing an incentive plan.

%n modern society, one of the significant problems for all cultures and organization is toprovide "obs for all those who want and are able to work. %n fact employee motivation isvery popular among the management circles. %t is a key factor in arbitratingmanagement style as well as in determining productivity.


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'otivation by many writers1authors has been defined as the drive or gear to makepeople convince in do some actions to achieve certain goals. The drive to do somethingcan be from internal sources or external sources. 'oreover we can say that motivationis the available factors that are given to individuals to satisfy their wants wither personalor professional.

(a)

ompany culture is something that many corporations take for granted, not realizinghow important it actually is to employee morale, work /uality, and overall profits. %norder to build a great company culture, the leaders of the organization need to infuse itinto all areas of the company. %n other words, culture is not "ust a sign on the wall or abullet-point list on the company website telling us what they stand for. 7appos.com, ledby #O Tony Hsieh, has a uni/ue company culture, one that nurtures its workers andmotivates them to provide the best customer service in the industry. :eing veryinterested in his ideas on how he cultivated 7appos& company culture, % decided to readHsieh&s latest book, elivering Happiness ) 0ath to 0rofits, 0assion and 0urpose.5ow, % almost never finish business booksP a chapter or two is usually all % can take. :ut% eagerly read Hsieh&s book from cover to cover.

He provides advice and insight we rarely receive from our most successful businessleaders.

Hsieh&s account of his transformation from a Harvard student entrepreneur throughhis years as a dot.com wunderkind to the creator of a formidable brand is not uni/ue.:ut he deserves a lot of credit for building his first internet company +ink #xchange in

"ust over two and a half years and then selling it to QahooR in =AAA for F;L2m.

Then, as the tech boom burst and Hsieh confronted the dwindling pile of cash left overfrom the sale of +ink #xchange, his story began to come alive.

One of his most promising startup investments was 7appos.com, a shoe retailer. *ustas disaster struck the company, Hsieh stepped in. @ecounting the stress of operating insurvival mode, we get the inside story of how he revived the company, from thedeliberations behind li/uidating his assets to fund the company in its darkest days tothe risky decision to seek out an ==th-hour loan.

:y the time 7appos was ac/uired a decade later by )mazon for more than F=.;bn,Hsieh and his team had built a uni/ue corporate culture dedicated to employeeempowerment and the promise of delivering happiness though satisfied customersand a valued workforce.
http://www.guardianbookshop.co.uk/BerteShopWeb/viewProduct.do?ISBN=9781455508907http://www.guardianbookshop.co.uk/BerteShopWeb/viewProduct.do?ISBN=9781455508907


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Hsieh focuses on three critical areas that businesses typically fail even to consider intheir strategic plan culture, training and development, and customer service are at theheart of his success.

'ost business advice books focus on issues like maximizing profitability, @O%, productinnovation, operational efficiency, and beating the competition, so it is a breath of freshair that Hsieh barely even acknowledges these topics.

Over time, 7appos& number-one priority, culture, became even more important than theircommitment to customer service. The heart of their success story lies in thecommitment the business made to consciously and intentionally build a culture thatembraces the business&s key values. ulture is a tough topic. There are no road maps,and the path for one business is by definition uni/ue to that particular company. ultureis a long-term investment. %t cannot be regulated by a board of directors.

7appos annually produces a Eulture :ookE that&s shared with anyone interested in

its content 4 from employees to vendors and customers.%f you were to visit the 7appos office, you&re likely to find a nap room, a petting zoo, amakeshift bowling alley, employees doing karaoke, or a popcorn machine dressed upas a robot. %f you happen to visit on E:ald S :lue ayE you&d find employees shavingeach other3s heads.

(b)1 There is an employee who is known as the 86oals oach.9 Herresponsibilities

include meeting with employees and holding them accountable for a personalgoal that they want to achieve for N< days like learning spanish or kickboxing.

1They believe in a personal and emotional connection with customers. )ndthe people handling customer service do not use a script for as they say 8youcan3t script a conversationR9 This was my favorite communication take-away.

2)ll merchandise is photographed on a humans, not manne/uins. That way the consumercan truly see how the dress looks like as a true size B.

3#very order received is packaged and sent within two hours if the items are in thewarehouse which is located in ?entucky, right next to (03 main hub.

want to acknowledge in some way. They can send a card, a cookie basket orflowers to any customer of their choosing. They also can tape a video singingHappy:irthday to a 7appos consumer. !ho wouldn3t love that special attention.

5 #xecutives do not have flashy titles nor offices and sit in cubicles rightbetween the entire staff. #mployees can talk to them at anytime for they don3thave a 8closed-door policy.


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1ince the company is ;>1, they offer food in the cafeteria and drinks non-stop. )lso, if you get a bit sleepy and can3t drive home, there3s a room where youcan take a nap.

2#ven though as you walk the floor it appears that people are "ust havingfun and chatting with other workers, but there is work being done. This funatmosphere motivates others to do the best they can for they love their company.

3 The benefits are top-notch and 7appos pays all medical monthly dues for theemployee. They also offer adoption perks among many others.

(c)

1 #mployees usually respond to bonuses and other financial incentives as a

way to reward great performances.

2 % saw good responses to perks that weren3t simply financial, such as casual

days at the office, half days, office parties, and social activities outside of the office.

7appos is a perfect example. 7appos might not offer the most lavish perks for

employees, but Tony is focused on creating a corporate culture that makes

employees happy and builds loyalty.

Task : 4

LO:

.1

The nature of gro!us and grou!s "ehaviour
http://www.inc.com/magazine/20090501/the-zappos-way-of-managing.htmlhttp://www.inc.com/magazine/20090501/the-zappos-way-of-managing.html


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6roup behavior is the behavior of human groups, from formation to dissolution.)long with many other organisms, human beings tend to group up and engage incooperative activities. The behaviors of a group can be highly variable, as can thefactors that put pressure on the group. ocial psychologists study group behavior. Theirwork contributes to everything from the development of advertising aimed at specificgroups to the understanding of how crowds react to dangerous situations.

6roups can vary widely in size and composition. %ndividuals tend to drift to people withlike characteristics, and the composition of a group that arises organically may be morehomogeneous. %n contrast, a group with enforced membership, like an assigned groupof people in a class who must complete a pro"ect together, will be more variable.Darious activities may facilitate bonding within the group, one reason manyorganizations use retreats and ice-breaking exercises to get their members to worktogether.

%$

!actors that effect on teamwork

The success of teamwork is an integral part of any organization wishing tosucceed in the global community. %n order for organization to achieve any desired goalsit should know its status thus, background and the impact or importance of teamwork inan organization. Teamwork enhances the organization to operate and function to itsbest ability as well as to understand crucial issues such as factors promoting teamworksuccess and the disadvantages inhibiting teamwork success.

The most dominant and popular factor promoting teamwork success is inter-group competition meaning is competition among groups in the company for examplea group from +impopo province competing with a group from 6auten. %t instill groupeffectiveness and cooperation because when groups turn to compete with each othermembers are most likely to conform to the rules and values that a particular teamuphold in order to reach effective teamwork.

%

echnolog impact on +appos

There&s no denying the fact that customer service is important to a small or mid-sized business. The /uality of that service will either enhance or degrade customerloyalty to your brand and your business. !ith the economy in recession, customershave more alternatives than ever. The business that proves to be responsive tocustomer /uestions, complaints, or other needs can gain a clear competitiveadvantage. That&s why it&s so important to understand how new technologies can help


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you


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anticipate customer needs, tailor business processes to best serve customers, andultimately improve the efficiency of your business 4 the latter of which can keepcosts down.

*ustomer "ervice echnolog

There are a few ma"or areas in which technology now is able to help provide keyadvantages to businesses in engendering customer loyalty by improving customerservice

1 .ebsites% 0roviding areas on your website where customers cananswer theirown /uestions or seek answers from others.

2 '-mail% (sing e-mail as a way to improve customer service and more/uicklyrespond to certain needs or help re/uests.

3 *ommunications% (nifying communications so that you know that thecustomerwho left a voice mail also sent an e-mail with the same re/uest a few

days ago.4 "oftware% :etter managing customer relationships with more

sophisticated data-gathering tools, such as customer relationship managementsoftware.

(a)

+appos/s group formation and teamwork

There are three types of task interdependence. 0ooled interdependence existswhen team members may work independently and simply combine their efforts tocreate the team3s output. $or example, when students meet to divide the section of aresearch paper and one person simply puts all the sections together to create onepaper, the team is using the pooled interdependence model.

1 :e )dventurous, reative, and Open-'inded.2 0ursue 6rowth and +earning3 :uild Open and Honest @elationships !ith ommunication

4 :uild a 0ositive Team and $amily pirit5 o 'ore !ith +ess6 :e 0assionate and etermined7 :e Humble

8 ) training team trains employees in each core value. o, everyemployee hears the same message, learns the values, and learns the behaviorthat is expected to livethe values every day at work. The trainers are availablefor training value gaps.


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(b)

0mpact of technolog on teamwork in +appos

%n an effective team culture, the concept of context is addressed. Team membersunderstand why they are participating on the team and how the team fits within theirorganization. %n an effective team culture, team members understand where the workof their team fits in the total context of their organization&s strategic plan and successgoals.

!hen the organization culture supports teamwork, team members understand how the

strategy of using teams fits in the total context of their organization&s strategic plan andsuccess goals. Team members understand why using teams will help their organizationattain its business goals. %n fact, they understand the context of a team culture so well,they are convinced that teams are the only way their organization will excel.
http://humanresources.about.com/od/organizationalculture/g/what-is-culture.htmhttp://humanresources.about.com/od/organizationalculture/g/what-is-culture.htm


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1eferences:

&%*ompare and *ontrast Different Organiational "tructures and*ultures2online3 available at:htt!:((www.studymode.com(essays()om!are-And-)ontrast-%i""erent- *rganisational-Structures-++1+.html accessed:/ay,1+,01+2

;.ompare and contrast different organizational structure and ultureUonlineVavailable athtt!:((www.ukessays.com(essays(business(com!are-and-contrast-di""erent-organi3ational-structure-and-culture-business-essay.!h!4ix3351h'gag67accessed:/ay,1+,01+2

3.!hat "s the Relationship #etween $rganizational %tructureand $rganizational Culture&'online( available at)http://www.wisegeek.com/what-is-the-relationship-between- organizational-structure-and-organizational-culture.htm[accessed:Ma!14!2"14#

*.!hat +re ,he Factors !hich "nuence "ndividual #ehaviour +t!or&'online( available at) http://emploment.blurtit.com/1$44%%&/what-are-the-'actors-which-in(uence-indi)idual-beha)iour-at- work[accessed:Ma!14!2"14#

-.$rganizational Culture %ocialization and /entoring'online(available at) http://highered.mcgraw-hill.com/sites/dl/'ree/""*&13*2"$/$2$&**/+ample,hapter.pd'[accessed:Ma!14!2"14# [accessed: Ma!14!2"14#

0.appos) elivering appiness to

%taeholders'online( available at)http://danielsethics.mgt.unm.edu/pd'/appos2"ase.pd'[accessed:Ma!14!2"14#

4.!hat +re the +dvantages 5 isadvantages 6or 7ver8 Compan8#ecoming a Customer9Focused #usiness&'online( avaible at)http://smallbusiness.chron.com/ad)antages-disad)antages- compan-becoming-customer'ocused-business-2%10".html[accessed:Ma!14!2"14#

:.appos ;oes Flat ;ets Rid o6 /anagers'online( available at)http://www.inc.com/issie- lapowsk/zappos-gets-rid-o'-managers.html[accessed:Ma!14!2"14#


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6he- 1$3"111.html[accessed:Ma!14!2"14#
http://www.studymode.com/essays/Explain-How-Organisational-Theory-Underpins-The-1930111.htmlhttp://www.studymode.com/essays/Explain-How-Organisational-Theory-Underpins-The-1930111.htmlhttp://www.studymode.com/essays/Explain-How-Organisational-Theory-Underpins-The-1930111.html


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organisation and behaviour

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