Individual and Group behaviours

Understand mechanisms for developing effective teamwork in organisations

The factors which influence the behaviour of an individual at work

The main problem of every organisation is how to determine the hard work and impact of these people that hard work and effective, who is responsible for managing the society must appreciate the way human do. The world of human behaviour with an individual’s work performance in some situations (Cole, 2002). The greatest organistional factors that affect the singular behaviour are as follows:

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  • Ethics – ethics in the workplace depends on the individual. Principles of ethics

that they must be honest, accept advice, diligent working, productivity and pride in their work.

  • Skills and abilities – each person must have ability of listening, reading, writing

and speaking, furthermore, there are high levels of skill such as analysis, reasoning and problem solving.

  • Personality – a unique environment of individual as people collects and

collaborates with others.

  • Attitudes – they represent a positive or negative evaluation depends on the

employee.

  • Perception – this is the reason that each detection method, information from the

environment, using the sense of it and manage it.

  • Demographic factors – businesses need employees with appropriate economic

and social backgrounds, which have a science degree, they will be considered to be acting better. A dynamic and professional than others based on the theory and ability to communicate, the operation is always in a good mandate.

I would like to explain the factors mentioned above, is a former employee of the organisation called “British Gas”, which business is not affected by demographic factors, because this is an organisation that has a cultural diversity and have hired workers from 18 to 70 years old. At the same way of Treehouse Company, the management in the organistion holds high level of ethics, British Gas and Treehouse Company have created an ethic of employees from the beginning of their career in an organisation, according to company policy. For example, there are some employees who are unable to attend the meeting in time because some situations so that the company’s executives have made working time flexibility. Special training will be provided at all levels in the company continued to improve and create a better personality, have a better attitude and perception that employees become more analytical and problem-solving in British Gas and Treehouse Company. That is how both companies increase the performance of their positive and it also has to take care of the human behaviour better for their influence in the workplace.

The nature of groups and group behaviour within organisations

Work as an activity that uses the group and if the organisation will work to effectively work as a team member and a strong influence over the group manager is required to have a high standard of work and increase efficiency (Mullins, 2007). Members of group have a common goal and mutual dependency. The human relations approach to management is considered as an important factor of social structure. Pressure groups and acceptance may be a stronger incentive than salary (Fox, 2006). There are several organisation in nature and may have different interests groups that do not need to participate in the two functions of the group is working and maintenance (Bennett, 1994).

 

Group

According to Robert Kreitner of individuals from two or more are gathered by which they are able to interact freely and individuals who come together to share a common set of goals and the characteristics of the group (Weightman, 1999).

The figure below show the difference between group and team:

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The groups are two main types:

  • Formal – created with orders from the management to realise the purpose of the organisation (Quinn, 2009).
  • Informal – gathered by voluntary caused that person to contact interaction (Quinn, 2009).

    In British Gas, the employees were selected by the manager of the company.

Everyone formed a group is called “Formal”. After many members have found their soulmate, which is better than others, this is the “informal” team within the group, because the performance of the team. Group breaks in with the knowledge that there is nothing doing. A set of personal characteristics of team members play an important role in the success. Checking carefully to make the best team indicated. Indeed, individual members assumed the role with little success to not work.

 

Factors that may promote or inhibit the development of effective teamwork in organisations

France and Bell (1998) said interest in working as a team with the increases in the past, and there is increasing pressure in developing a manual handling and supervision teams to improve quality, flexibility and morale of employees.

The development of group

Many researchers have confirmed that the group with the stage of development is quite predictable. Understanding these steps can help executives to participate in the group. Most known methods for the analysis of the development has been suggested by researchers called Bruce W. Tuckman, he believed that the development of the group is four main stages (2006). This is shown in the diagram below:

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  • Forming – the step comes bundled may have been assigned to work together or

combined with mutual benefits.

  • Storming – members adopt the idea openly. They are prepared to disagree,

therefore, there may be a conflict and debate.

  • Norming – members have contingent started the unity and cooperation, have a

good relationship.

  • Performing – groups can work, there is a fully functional performance.

Implications from research on Group Dynamics

  • The impact that personal efficiency in learning new things and fulfill the demand of social.
  • Group affects the efficiency of the organisation. There are more ideas and skills that help increase efficiency in decision making and control to work.

 

Team Role

I will mention Belbin team roles are used to identify people’s behavioural strengths and weakness in the workplace (2010). This information can be used to:

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The social consensus on the number of people who interact on the basis of need to complete the unification achieved by different people, it is their responsibility and have different functions (Brooks, 2003). The diagram below illustrates the Belbin’s roles:

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In British Gas, there are also great diversity among these employees might have the opposite leads to limitation of effective teamwork, because of the differences in opinion and perception. Halverson and Tirmizi (2008) argue that the cultural differences might not mean the team will not have effect, but consideration will be taken in this situation, a variety of social and cultural could mean that lack of understanding and consistency, which may occur between the team members.
The impact of technology on team functioning within a given organisation

Recently the progress of technology has a great management of the administrative process could be achieved through the method of remotely or automatically, Storey (2007) said an independent team to make more in their own work and their own decisions, while higher management in contact. British Gas can use this to provide freedom in their labour. It also enhances their commitment to the team, at the same time, motivating team to work better. Moreover, Treehouse Company also used advances of information technology to promote communication among employees, thus making his diverse members will become closer together as a team.

Technological advances that may inhibit the interaction of humans and create distance between team members (Bratton, Sawchuk, Forshaw, Callinan, & Corbett, 2010). The company’s employees will find that is not enough to replace human contact with connectivity technological and it might be a fear that they could be made redundant so technological advances lead to a loss of motivation, the dissatisfaction in the workplace.

Conclusion

            Organisational behaviour is a discipline of several aspects, which is very important in the business management effectively in the environment of the present world dynamic. Leadership styles, Motivational theories and factors that affect a person’s behaviour must be carefully studied and used to find the balance to fit to individual organisation. Teamwork, group and technology are also the role of managers in creating a working culture and structure that allows employees to contribute to the best of their organisations, while helping them achieve personal growth and satisfaction.

Bibliography

(2006). Retrieved December 28, 2014, from http://www.gotoknow.org

Associates, B. (2010). Belbin teamroles. Retrieved December 28, 2014, from http://www.belbin.com

Bennett, R. (1994). Organisational Behaviour. London: Pitman.

Bratton, J., Sawchuk, P., Forshaw, C., Callinan, M., & Corbett, M. (2010). Work and Organizational Behaviour. Second edition, Palgrave Macmillan.

Brooks, I. (2003). Organisational Behaviour: Individuals, groups and organisation. Harlow: FT Prentice Hall.

Cole, G. (2002). Personnel and Human REsource Management. London: Fifth edition, Continuum.

Fox, W. (2006). Managing Organisational Behaviour. Cape Town, South Africa: Juta & Co.

French, W. L., & Bell, C. H. (1998). Organization Devevelopment: Behavioral Science Interventions for Organization Improvement. Sixth edition, Prentice Hall.

Halverson, C. B., & Tirmizi, S. A. (2008). Effective Multicultural Teams: Theory and Practice. Springer.

Mullins, L. J. (2007). Management and Organisational Behaviour. Pearson Education.

Quinn, C. (2009, February). Retrieved December 26, 2014, from http://www.learningsolutionsmag.com

Storey, J. (2007). Human Resource Manament: A Critical Text. Cengage Learning.

Weightman, J. (1999). Introducing Organisational Behaviour. New York: Addison Wesley Longman.

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Motivation and Teamwork

Understand ways of using motivational theories in organisations.

3.1 The organisation that I will be evaluating is British Gas and Treehouse Company which I mentioned the most important leadership styles in 2.1:
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The leadership styles that British Gas’s managers use autocratic that this style would not allow employees to participate to an extent. Moreover, the manager has the right to the final decision. In part of the team of Treehouse Company sit democratic that consult with employees before making decision, this leadership style will help encourage staff to put forward ideas and increases motivation.

One of the main tasks of managing personality capable of creating motivation is encourage people to work more efficiently and use their own potential. Therefore, knowledge of the different views of the mechanisms and methods of motivation is a vital element in the preparation of leaders and experts in the management of human resources. Motivation is the process of pushing yourself and others with activities that contribute to the achievement of personal goals and objectives. In the production organisation of employees or workers are determined by motivation, which refers to the desire to make contributions.
Managers can create high motivation among their employees with the below three approaches:
– Traditional approach where the salary will be used to stimulate labour.
– Human relations approach: Membership in a particular social group; satisfied with the work.
– A methodology for participation and collaboration with organisations to increase motivation. It is necessary to distinguish between motivation and incentives. While the stimulus is intrinsic motivation to action, any external stimulus representation which serves to motivate.

In the paragraphs below, I will discuss the impact that might have led to different incentives in the organisation in the period of change. In order to overcome the problems encountered during the crisis. British Gas must develop their anti-crisis and objectives of open communication and active feedback and organisational culture to adapt to change in strategy. The approach used in the autocratic management. In this way, it would not have allowed workers to participate in the decision making process. In times of change, this case can demotivate employees. In my opinion, this is not good for the company, especially in a crisis, any democratic leaders at Treehouse Company adapt their workers to better performance. They allow workers to participate in decision-making and promote them because managers know that this will influence them. These effects on employees and the company as a positive, especially in times of change.

3.2 The application of Maslow theory of inspiring working environments of Abraham Maslow in 1940 issued his book “Hierarchy of Needs” his theory on the hierarchy of requirements that are described in this book that I mentioned below and illustration as a pyramid. It is the starting point for practical action in the organisation and promotion of an employee to comply with the exchange’s requirement. Maslow believes that many people have many needs and these needs can be divided into five groups

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Physiological needs – They are necessary for the physical survival of human beings. Needs, including food, water, rest, sex in the workplace. These requirements include salaries and working conditions. Both British Gas and Treehouse Company are using the same method by pay bonuses and compensation payment rates (incentive) to become motivating employees.

Safety or Security needs – protection from physical and mental harm environment. These requirements are reflected in the availability of home life insurance. That guarantees a higher pension. In assessing business needs them in order to create safe working conditions.

Social needs – In the workplace, this need to be related to the desire to communicate with other employees satisfaction of this requirement is expressed primarily in the cohesiveness of the team due to the ongoing meeting. Activities of people outside the organisation, creating a spirit of life in the workplace.

Esteem needs – the demands of honor and power, Treehouse Company has decentralised (empowerment) to each employee’s hierarchy of command. In British Gas, the employees have the authority to manage the duties and responsibilities. Most of employees based on personal motivation.

Self-actualization needs – It is necessary to cause the growth potential and as a person. Self-development is not necessary, which makes it possible to develop and demonstrate the potential of the individual.

Herzberg’s Hygiene theory:

Frederick Herzberg (1966) took the view that Man lives at two levels, the physical level and the psychological level (Cole, 2002). Also known as Herzberg’s theory is a hygiene theory. Herzberg recognised the features that make people happy and satisfied with their jobs, and those disgruntled and unhappy he called  ‘satisfiers’ and ‘dissatisfiers’.

The diagram illustrates Herzberg’s two factor theory:

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The satisfiers factors which make people continuing motivation and make them enjoy working:

* The type of work – employees should have the feeling that their work is interesting to do.
* Promotion prospects – employees should have achievements were recognised with the other people agree.
* Having responsibility – employees have to be responsible for themselves and their work.
* Sense of achievement – employees should get work done which may be in whole or in part.
* Personal development – employees should have the potential to progress in their work.
* Gaining recognition – employees must be aware that they have a chance to learn from the work to increase the skills or expertise.
The ‘dissatisfies’ or hygiene factors need to be operating well in an organisation but according to Herzberg do not ultimately motivate people. However, if they are unsatisfactory then they do demotivate people.

These are:

* Salary – employees feel that work-compensation terms are appropriate.
* Working conditions – employees feel good about the work done and the conditions of the workplace.
* Relationships with others – supervisors have the good sense to subordinates.

* Company policy – employees feel that management is good communication with the employees. Employees also have a good sense of organisational and policy management.

3.3 The usefulness of motivation theory for the managers

Motivation is “driving force within individuals” (Mullins, 2001) , therefore, managers should influence the factors that motivate employees receive a higher level of productivity. I will discuss at theories of motivation:
McGregor’s Theory X and Y:

Douglas McGregor (1960) get his views on the two alternatives in dealing with people as elements of the organisation, described in his book “The Human Side of Enterprise”, which he called Theory X and Theory Y. It led to a fundamental revolution in management (McGregor & Gershenfeld, 2006).

This is a diagram of McGregor’s Theory X and Y:

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Theory X, which according to McGregor (2006) is traditional, based on several fundamental plays. People were looked negative that British Gas has penalties, starting from oral warnings to stay out of work. It is provided in the rules and regulations of the company. However, the company is looking positively by employees, based on Theory Y is enthusiastic in work, the pursuit of responsibility which group of people chosen from among this company’s process. The company team must use positive incentives, such as reward and praise both monetary and non-monetary. Also to create a work environment (Decenzo, Robbins, & Verhulst, 2012).

From the theory used by the company to employees, most of the employee’s own benefit, but also the relevant factors and influence the customer is rather high because it is a factor that can cause incentives both to the positive and negative aspects of each employee.

Customer satisfaction is evaluated as a percentage. This will affect the compensation paid to employees. The criteria of customer satisfaction are 97%.

Vroom’s Expectancy theory:
According to Vroom there are three basic conditions for motivation. The diagram will show below:

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The expectations of the probability that the event is put into the effect. Relevant to the targeted one of the many choices of behaviour that interest will be initiated by different values, which are obtained by the result of the work (Cole, 2002). The Victor Vroom model has been successfully used in the practice of British Gas and Treehouse Company that use them for their own motives. Meanwhile, the leaders of each company can apply the characteristic function in daily work to build and maintain the expectations of their employees, for example, part of his competency as manager. To be successful, they need to know the capacity of the expectations and the different methods of creating certain expectations of them. It is very important for managers to use the theory of motivation to show the best performers in their work, they also stimulate the production of people as well. In British Gas, the managers are using the McGregor`s theories. It is forbidden for employees to share and tell anyone of their salary. The leaders of both teams have evaluated the performance of different every month, six months and at the end of the year. Depending on the performance of the leader that will establish goals for the next evaluation and includes their bonus. If the worker is more than 80% of the target from six times a year, their salary has been reviewed. This is update the employee’s personality and urged their happy with their work for the company.

Bibliography

Cole, G. (2002). Personnel and Human Resource Management, fifth edition. New York: Continuum.

Decenzo, D., Robbins, S., & Verhulst, S. (2012). Fundamentals of Human Resource Management. Wiley.

McGregor, D., & Gershenfeld, J. (2006). The Human Side of Enterprise. McGraw-Hill.

Mullins, L. (2001). Management and Organistional Behaviour, Sixth edition. Financial Times/ Prentice Hall.

Leadership and Management

Understand different approaches to management and leadership.


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

Leadership is the art. It is the behavior and activities reflect the importance of the people who are interested in any of them. The styles of the leadership are:

Autocratic – Leaders make a decision and order problems alone are responsible to perform one-way communication and suppression of individual initiative. Necessary for deciding the goals set by the leadership is not targeting their subordinates.
Laisser- faire or also called “Interference Leaders” are those who deny responsibility and have a power all its own to the group. In a group that includes leaders of Laisser-faire horizontal communication characteristics in cases where there are no group leaders are still active and labor productivity is low.
Democratic – Leaders can help their subordinates to take part in the decision to delegate some of their rights, but it still has the responsibility for them. In a group that resembles democracy is carrying two-way communications group members are committed to the goals and decisions.

Source: < http://igbusinesss.blogspot.co.uk/2011/04/chapter-13-motivation-at-work.html&gt; [Accessed 22 November 2014]

This is a diagram to summarise the leadership styles:

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Different leadership style may also be effective depending on the situation (Hall, Jones, & Raffo, 2004). To compare the effectiveness of different leadership I will use British Gas and Treehouse Company that I selected on assignment 1. Each manager in British Gas and Treehouse Company has their own approach to leadership. I am going to take a sample of PR Manager- Energy for British Gas who uses autocratic leadership style that he takes options above based on an understanding of him and give it to the team leader for the operations. After that, they use the handling time and delivered to their team. In the section of the Treehouse Company uses democratic leadership style, in cooperation with the desk-supervisors of them all in a format that is also used by boss because they want to deal with employees who have experience and have been employed. This means that they will use the authoritative leadership for employees who have been employed, they also use as a leader in the democracy that is experienced, they have more knowledge, skills and perspectives of work and being a leader or commander can use their guide will benefit the company in the opinion of the two forms of leadership that brought the company its own positivity in.

2.2 Organisational theory underpins the practice of management.

To define the mission and objectives for the organisation, managers must deal in the organisation is the main task of generating functions are working to be more productive and to control the impact of the public.

Functions of the manager are shown in the diagram below and descriptions of them will be explained later.

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Henri Fayol, the French management theorist, listed a number of functions or elements of management (Hall, Jones, & Raffo, 2004).

Planning

– Activity aims to inform to proceed and advice of company plan includes setting goals and objectives of the system and the means to achieve them. In the operation process and facilitate the process of making decision.

This is a diagram of planning as a function of management:

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Organizing

– Activities related to the creation of the company’s structure, responsibilities, and authority to govern the formation of a company or business enterprise regime, management, technical, technological, professional and economic system.

 

Directing

– Ensure consistency between the different areas of the system that strives to provide the best quality and the relationship of the volume. Suggest that direct use of the decision taken to solve the problem. These concepts include: communication, behavior management and activities.

This is a diagram of directing as a function of management:

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Staffing

– Route managed to get employees who have been evaluated, create, maintain and pay to the busyness can select the person most valuable for the exact spot, and at a certain time in the company to arrange. My opinion is one of the most valuable functions to handle because people are hired and working for a company with effect which moves each company.

Controlling

– The design, implementation and use of the relationship between the progress and development of regulations, standards, guidelines, procedures, and plans developed and implemented a system to monitor the implementation of the decision.

As I was dealing with the administration under the British Gas, I can give a real example for managers and their behavior. Managing different methods are used for different events general, the scope and the factors that influence well with management, personality and ability of the Manager, British Gas is not connected closely with the failure of business. Treehouse Company has taken the initiative of employees in a positive, such as the ability to participate in management decisions and the decision on hours of operation. The concept is very different in management, in other words, even if the employees are treated well, they are not completely motivated to do what is best for the company, it is unclear what might be affect motivation. But it may be the presence of a large group that hinders the development or employee loyalty because it was not profitable enough or too high a share of the difference between the salary and salary reduction down. I want to explain how to put the power and authority of British Gas, which is closely connected with the personality of the manager, he will have to use them to achieve their business goals of the company.

Below are the approaches which originally underpin the practice of any business organisation:

Scientific management approach: The scientific management and performance are the responsibility (Brooks, 2006) of the course. Inspired by various scientific preparations and updating of the staff and the division of labor between them and supervisors.

Classical administration approach: The main focus in a way that leads to better management of the organisation as Henry Fayol management principles to the following formula: the division of labor authority and responsibility, discipline, unity of direction. The subordination of the interests of the parties to include employee compensation.

Bureaucratic approach: At the heart of the concept of dominance. The ruling by a competent knowledge of the extent that saw the power of their own, and the object of the Government’s debt.

Human relation approach: Emphasis on human relationships in order to increase customer satisfaction and productivity for the participation of the individual in the management of their organisation and decentralisation.

To recap above, I can be successful in business, general manager behavior. This assumption leads to the question depends on how and what should be the way of the manager. I need to do lots of research on this, because the environment is changing rapidly. The design concept is based on the needs of existing industries and the creation of certification based on the future of industrial relations in the company.

2.3 The different approaches to management used by different organisations.

Management Styles

A better supervisor, it is important to know the different management styles employed in general, and which one is best suited for the personality of the manager. There are many opinions and writing in the management or leadership styles that are available. In my opinion the best split of the following different styles.

The Four basic styles are:

Autocratic style –The manager alone has the power in decision making and policy.

Bureaucratic style Decided by enforcing the rules.

Democratic style – The focus of the group with more power and greater collaboration within the group.

Laissez-faire style When the managers left the group to work on their own. They can help if needed.

 

Leadership versus Management (Huczynski & Buchanan, 2007)

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There are many different aspects of management roles in the organisation. Mintzberg’s research from 1973 shows ten, the Boddy (2010) highlights more. They are divided into three categories: informational, interpersonal and decisional as described in detail below, these roles work together and are more or less important. Depending on the level of management and the type of organisation.

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Despite differences in management, British Gas and Treehouse Company can all be very proud of their accomplishments in their respective industries. There will always be some similarities and differences when discussing such large corporations and the styles that they have implemented in order to be successful. The primary differences between British Gas and Treehouse are in their treatment of employees. Treehouse Company is known as one of the best employers in America because of their system of participatory management. While managers and hierarchies do exist, the staff is treated well and given special perks in order to keep motivation high. British Gas, a typical entrepreneur, used a very authoritative approach in running his business, which did not always keep everyone happy, but did keep the profits high. Finally, Treehouse Company can provide a good example of participatory management. Staffs at Treehouse Company are given full rights to work with management in a circular system which focuses on democracy, information, and profit sharing instead of the classical top down approach. Therefore, Treehouse Company is an excellent example of an unorthodox managerial system that operates effectively and is beneficial for employees and upper-management.

Conclusion

It is very clear that the style of leadership and management practices can affect productivity at work, each company will decide which style of leadership that is more appropriate in the circumstances to achieve positive results. The higher and lower management influence within the organisation because the leaders have a vision for their employees; they will have to meet people through their vision. In times of rapid change in the organisation, leaders must be ready to decide which style or even a combination of the model is more suitable to solve the problem.

Bibliography

(2011, April). Retrieved November 22, 2014, from http://igbusinesss.blogspot.co.uk/2011/04/chapter-13-motivation-at-work.html

Boddy, D. (2010). Management: An Introduction. Harlow: Fifth edition, Financial Times Prentice Hall.

Brooks, I. (2006). Organisation Behaviour: Individuals, Groups and Organisation. Essex: Third Edition, Pearson Education Limited.

Hall, D., Jones, R., & Raffo, C. (2004). Business Studies AS Level. Lancs: Third Edition, Causeway Press Limited.

Huczynski, A. A., & Buchanan, D. A. (2007). Organizational Behaviour. Essex: Sixth Edition, Pearson Education Limited.

Organisational Structures and Cultures

Executive Summary

British Gas and Treehouse company are two large organisations with many organisational factors, have set up for a number of goal, they have many same points as well as their structures that ways to work. British Gas is the UK’s principal supplier of energy; in addition this company provides services of solar panels, plumbing and drainage. For a long time served British customers with their products, British Gas have founded a popular situation and standing in its own country. About Treehouse company is an online interactive education stage that provides courses in website, mobile and business development.

Its courses show how to start business and have many business educations in the technology industry.

1.1 Compare and contrast different organisational structures and cultures

Each organisation has its own structure, culture which affect how the organisation works and why it is successful. Structures and cultures of the organisation, it has an influence on the way people look at each organisation. The ability to adapt to each organisation. Associated with British Gas and Treehouse Company’s two of them will be successful when they choose. Their organisational structures and cultures can use it effectively in their work. Their organisational structures and cultures are represented in the chart below:

Organisational structures

logo-blue

t

Tall & Centralisation

Treehouse_logo_transparent

r

Flat & Decentralisation

Organisational cultures

e

Compare and contrast – about organisational structures

Treehouse Company has been controlled by CEO Ryan Carson and other directors as the highest level of management. They give orders to subordinates, “if all subordinates do similar tasks, or task is substantially automated or computerised, a wide span is possible. However, if close group cohesion is desirable, a narrow span of control might be needed.” (BPP Learning Media Ltd, 2010, p. 62). So their structures are flat and decentralization – opposite with British Gas. In these days, many organisations have an increasing in their mean span of control, reducing management levels and then become flatter, so as that they can decrease demand for middle managers to handle or analyses information. Treehouse is going on this way very early, that is real decision. Any expense for middle process will be removed. The boss will have most benefit, and also employees. But they can make many people become unemployed because they just used a little number of employees who are skilled as their high requirements. British Gas with their centralisation structure cannot have some advantages as Treehouse Company, but they make many people have jobs. Thus we can realise that Treehouse Company and British Gas have different structures, with many advantages and disadvantages. In my opinion, if they can join all type of structures to balance the amount of advantages and disadvantages, then they can get information about a suitable structure which increases their most advances, it will be very good for their organisations.

Compare and contrast – about organisational culture:
                Treehouse Company has task culture in some cases. When employees work in specific areas, they must do many short term and long term or projects that they can get money from each finished missions. Employees work with team mates in a group to finish their tasks on time. In addition, this company has role culture. As a big company with many kinds of jobs and the work is happening in a way that would be expected, role culture is very suitable for doing their business. CEO Ryan Carson had chosen this rational culture which pleasing to this company, he did many things in order to slowly make it become the most esteemed company. British Gas has role culture with the same reasons like Treehouse Company. In a large organisation, task cultures are not suitable because of many reasons. Factors in task cultures are not suited to British labours and the way this company do.

1.2 Explain how the relationship between an organisation’s structure and culture can impact on the performance of the business
– The relationship between the structure and culture of Treehouse company that can affect the performance of organisational structure’s the business is a manifestation of how the company presents itself and the mode of operation in order to be effective, so it can impact on the performance.
Treehouse Company’s structures are flat and decentralisation; this company may have advantages when conducting their business. Using of this type of organisational structure in Treehouse Company has a skilled staff. Moreover, directors who can make decisions that are right and true understanding of what they must do for their company. In the section of the Treehouse and the subsidiaries have little or no supervision by the head office. Each year he sent a letter to general targets CEOs outline level, and very few need to be reported, or status updates. “There have been many efforts to classify different cultural styles. One of the best known is the classification” (BPP Learning Media Ltd, 2010). I think organisation’s culture and style of organisation will provide an organisation with aims and effects of what is organisation. Therefore, Treehouse Company’s organisational culture is always using the role culture, which can work easier than using other types of cultures. Referring to CEO Ryan Carson says that “Treehouse has a 4-day work week. There are no managers and open distribution. Although Treehouse as follows 4 days a week, normally work maintain throughout the week” (Carson, 2014). He co-founder founded a short work week in an effort to prevent burnout and reward employees by limiting the number of hours they work.
Employees are trained to think like a Treehouse, the owner of the company each day. An email was sent to all employees on the new project is about to start. They can be added as necessary for the project. They can decide whether they wish to participate or not to create a dynamic where employees choose what they are doing, rather than to dictate what to do employee communication used within the arena-style platforms. (Carson, 2014)

              – The relationship between the structure and culture of British Gas can affect the efficiency of energy usage levels. The structure of a business is often structured as sources of energy, so the company is affected by the method of management.
Using the organisational structure and their organisational culture until now has large numbers of employees. With high production capacity is large, often working under the terms of the Covenant and the severe rules if energy resources are not organised that way. This company does not have access to the current success due to low labor costs. Unable to recruit employees who have the ability or skill graduated from a famous University, so a flat organisation with British Gas, they are unable to select a wide range of controls and, of course, In fact they are not. Use a high structure and centralization as a way to develop for the future. (Bui, 2014)

Bibliography                                                                                                 

__________ (2014, 04). amybui1993. StudyMode.com. Retrieved 04, 2014, from http://www.studymode.com/essays/Amybui1993-50266158.html

BPP Learning Media Ltd. (2010). Organisational Culture. Business Essentials, Organisations abd Behaviour (p.104). London.

BPP Learning Media Ltd. (2010). Organisational Structure. Business Essential, Organisations and Behaviour (p. 62). London.

John Child. (2008). Organization Contemporary Principles and Practice. Oxford: Blackwell Publishing.

Ryan Carson. (17 October 2014). http://en.wikipedia.org/wiki/Treehouse_(company)#Culture. 23 October 2014 form  http://en.wikipedia.org: http://en.wikipedia.org/wiki/Treehouse_(company)

Let me introduce myself….

Hello! everyone

My name is Maliwan or you can call me Dream; this is my nickname.(Listen so sweet name,right?)

I come from Naknon Si Thamma Rat,Southern Thailand.Now, I live in London for studying HND Business Management at Ealing,Hammersmith& West London College.

Many people asked “Why did I study in London?”

>>>> I always tell them, I love there, I feel freedom when I come here and no more reason to study other places.

 

Now! I have to go to study English for international student.

I will continue to write later for improving my English and send my assignments.

 

Many thanks