Study Of Organizations Behavior

Study Of Organizations BehaviorFormal and cozy framework of policies and rules , within which an organization arranges its lines of authority and communications , and allocates rights and duties. Organizational building determines the manner and extent to which roles , power , and responsibilities atomic number 18 delegated, chinkled, and coordinated, and how information flows between levels of management . This organise depends entirely on the organizations objectives and the strategy chosen to achieve them. In a centralized structure, the finis make power is concentrated in the top layer of the management.Structure is the pattern of relationships among positions in the organisation and among members of the organisation. Structure makes possible the diligence of the process of management and creates a framework of order and command by which the activities of the organisation stool be planned, organised directed and controlled.. purification in OrganizationsThese ar the inf ormal values, norms and article of beliefs which control how individuals and groups in an organization interact internally and externally. This in turn shapes attitude and behavior and the quality of inter group relationships again to achieve organizational goals.Lateral HorizontalTopVerticalBottomValues and NormsCulture in organization has two founding valuesTerminal Value is conjugated to desire goals e.g. excellence, quality, morality, stability, profitability.Instrumental Value is linked to desire modes of behavior for the organization e.g. clayey work, tradition, respect for authority, risk taking, honesty, standards of service, dress code.Norms specific norms emerge as a result of sh ard experiences over time which became expectations for behavior. These result in rules for conduct e.g. courtesy, cleanliness, grooming, groupwork, information sharing, and cooperation.The Source of Values NormsEdward Scheins approach to refinement claims that it can be mute at 3 levels. Basic Assumptions unconsciously learned responses based upon perception.Values and Beliefs consciously help concepts as a result of experiences.Visible Artifacts physical secern e.g. office design, layout and dress code.Cultural DynamicsA set of beliefs and assumptions held popularly throughout the organization, taken for granted in that organization, further discernible to the outside percipient in the stories of organization history and explanation of events.Company InformationThe Hong Kong Shanghai Banking Corporation (HSBC) group is one of the worlds leading financial organizations. It was founded in 1865 in china. Since thusly the bank expanded rapidly with an emphasis up re amazeation in China and also other parts of Asia, Europe and America. In the mid mid-fifties HSBC embarked on a strategy of pursuing profitable growth through acquisitions as well as organic development. After conducting my research into global line of HSBC bank, we take a crap identified that Londo n offers tremendous opportunities for HSBC which make credit linees want to operate in those markets.HSBC CultureOperational Strategy The Worlds Local bankHSBC distinguishableiates itself from its competitors by its bluring. The truehearted tag line the worlds local bank mull overs the HSBC approach towards powerful branding. This brand paradigm has been the result of many years of investment in the companys merged image and culture that attracts and maintains satisfied customers and employees. HSBCs downstairsstanding and experience of multiple markets and local knowledge have contri thoed towards its brand success. HSBC has firstes in 76 countries and the strategy white plagued is Think Global, actuate Local.Corporate tender ResponsibilityHSBC like many other major companies from different industries believes in sharing its success by giving it back to the community. The perform of corporate social duty is mandatory for all companies doing business. This being thoug ht as a liability could also provide a company with the tools to erect its brand image with in communities. They are aware of the social responsibilities of economy management, community and environment. HSBC has undertaken activities such as environmental protection projects, undefeated and honest business practices, educational programs, undergraduate scholarships and funding local community projects. They also undertake volunteer charity and community work.Human Resource commissionHSBC employs over 284,000 peck worldwide. They understand the pull ins and competitive advantage of having a smart, loyal and well educated workforce. HSBC encourages workforce diversity in order to create the finest employee network and a corporate culture that celebrates differences, empathy and integrity. They employ the best qualified individuals, regardless of their nationality to manage top-level operations. However they employ local country staff to manage day to day and branch operations be cause they know they local business environment and this strategy also helps the foreign company be give birthed by the local society.HSBC Principles ValuesThe HSBC host is committed to five Core Business PrinciplesOutstanding customer serviceEffective and efficient operationsStrong capital and liquidityConservative giveing policyStrict expense disciplineEmployee Benefits RewardsIn return for employees dedication and hard work, HSBC offer a very attractive and competitive benefits package with rapid rewards for the right people. While different roles summon with different rewards, the following is a guide to the kind of package they offerPerformance-related bonus schemePension25 days holidayPrivate medical insuranceLife insurancePreferential rates on a range of HSBC productsSeason ticket loanSports and social schemeEmployee assistance programsCorporate discountsHSBC StructureCorporate GovernanceHSBC is committed to noble standards of corporate governance. HSBC Holdings has co mplied throughout with the applicable codes provided by the Combined principle on Corporate Governance issued by the Financial Reporting Council and the Code on Corporate Governance Practices in Appendix 14 to the Rules Governing the lean of Securities on The Stock Exchange of Hong Kong Limited.The Board of HSBC Holdings has adopted a code of conduct for legal proceeding in HSBC concourse securities by Directors that complies with The Model Code in the Listing Rules of the Financial Services Authority and with The Model Code for Securities Transactions by Directors of Listed Issuers (Hong Kong Model Code) set out in the Rules Governing the Listing of Securities on The Stock Exchange of Hong Kong Limited, save that The Stock Exchange of Hong Kong has granted certain waivers from strict compliance with the Hong Kong Model Code, primarily to take into bet accepted practices in the UK, particularly in respect of employee share plans. Following a specific enquiry, each Director has confirmed he or she has complied with the code of conduct for transactions in HSBC Group securities throughout the period.Board CommitteesThe Board has appointed a number of committees. The following are the principal committeesGroup Management BoardGroup Audit CommitteeRemuneration CommitteeNomination CommitteeCorporateSustainability CommitteeHSBC structure is matrix structure, because they have groups of people from various sections of the business, these teams will be created for the purpose of a specific purpose of a specific project and will be led by a project double-decker, frequently the team is only exists for the duration of the project and matrix structure are usually deployed to develop new products and services. kindred between Culture and StructureOrganizational Culture a group of mutually interacting people with negotiated , shared values , understandings ,norms , ideals , route of life and the way of looking at the world and their arse in it .The way a structur e or culture is designed or evolves over time reckons the way people and groups behave within the organization.Structure and culture affectBehaviourMotivationPerformanceTeamwork and cooperationIntergroup and Interdepartmental relationshipsOrganizational culture is more of a largerr picture, a more general term that refers to a large umbrella of smaller topics and issues within an organization.The structure refers to the infrastructure, and the various methods and practices within that infrastructure, that helps an organizational culture run with the efficiency and consistency that should be the hallmark of any respectable organizational structure, whether it is in a corporation, sports team, or any other set up that is large enough to create its own organizational culture.This makes the structure an intrinsic part of any organizational culture, but also narrows out a very specific segment of the culture as its own responsibility. Organizational structure will deal primarily with the set up of the culture. How management works, which specific responsibilities supervisors have, how a complaint is passed through the ranks-these are all issues within the organizational culture that are directly tied to how an organizational structure works. The structure is not limited to those three examples, but it would certainly include all of them.TASK 2Styles of ManagementManagement is tasks, Management is a discipline. But management also people. Every feat of management is the achievement of a manager. Every failure is a failure of a manager. People manage rather than forces or facts .The vision, dedication and integrity of managers determine whether on that point is a management or mismanagementStewart, R, Management and organizational behaviour, Sixth Edition, Laurie J Mullins. Prentice Hall (2002)Management takes place within a structured organizational ambit with prescribed roles. It is directed towards the achievement of aims and objectives through influencing the efforts of others. This role promote a lot of writers to study management aspects, where they came out with theories thats become the sprit of management thinking.Scientific Management F. W. Taylor. Taylor formalized the principles of scientific management, 1909, he published the book for which he is best known, Principles of Scientific Management. In his own words he explainedThe old fashioned dictator does not exist under Scientific Management. The man at the head of the business under Scientific Management is governed by rules and laws which have been developed through hundreds of experiments just as lots as the workman is, and the standards developed are equitable.Management drawshipAccording to John P. Kotter in his book, A Force for Change How Leadership Differs From Management (The drop out Press, 1990), managers must know how to lead as well as manage. Without leading as well as managing, todays organizations face the threat of extinction. Management is the process o f setting and achieving the goals of the organization through the functions of management planning, organizing, directing (or leading), and controlling. A manager is hired by the organization and is given formal authority to direct the activity of others in fulfilling organization goals. Thus, leading is a major part of a managers line. Yet a manager must also plan, organize, and control. Generally speaking, drawing cardship deals with the interpersonal aspects of a managers job, whereas planning, organizing, and controlling deal with the administrative aspects. Leadership deals with.Theory X (Authoritarian Management Style)The average person dislikes work and will avoid it if he or she can. thence virtually people must be forced with the threat of punishment to work towards organizational objectives. The average person prefers to be directed to avoid responsibility is relatively less ambitious, and wants security above all else.Theory X canonically holds the belief that people do not like work and that round kind of direct pressure and control must be exerted to get them to work goodly. These people require a rigidly managed environment, usually requiring threats of disciplinary action as a primary source of motivation. It is also held that employees will only respond to monetary rewards as an incentive to perform above the level of that which is expected.From a management point of view, autocratic (Theory X) managers like to retain most of their authority. They make conclusivenesss on their own and inform the workers, assuming that they will carry out the instructions. authoritative managers are often called authoritative for this reason they act as authorities. This character reference of manager is highly tasked oriented, placing a great deal of concern towards getting the job done, with little concern for the workers attitudes towards the managers decision. This shows that autocratic managers lose ground in the work place, making way for leaders who share more authority and decision making with other members of the group.Theory Y (Participative Management Style)Effort in work is as natural as work and play. People will apply self-discipline and self-direction in the pursuit of organizational objectives, without external control or the threat of punishment. Commitment to objectives is a function of rewards associated with their achievement. People usually accept and often seek responsibility.The capacity to use a high degree of imagination, ingenuity and creativity in solving organizational problems is widely, not narrowly, distributed in the population. In constancy the intellectual potential of the average person is only partly utilized.A more popular view of the relationship found in the work place between managers and workers, is explained in the concepts of Theory Y. This theory assumes that people are creative and eager to work. Workers tend to desire more responsibility than Theory X workers, and have strong desire s to participate in the decision making process. Theory Y workers are comfortable in a workings environment which allows creativity and the fortune to become personally involved in organizational planning.Some assumptions about Theory Y workers are emphasized in one of the texts, namely that this type of worker is far more prevalent in the work place than are Theory X workers. For instance, it is pointed out that ingenuity, creativity, and imagination are increasingly present throughout the ranks of the working population. These people not only accept responsibility, but actively seek increased authority.According to another of the authors studied for this project, in which the participative (Theory Y) leadership style is discussed, a participative leader shares decisions with the group. Also mentioned, are subtypes to this type of leader, namely the Democratic leader who allows the members of the working group to vote on decisions, and the Consensual leader who encourages group d iscussions and decisions which reflect the consensus of the group.A Laissez-Fair StyleA laissez-fair style is where the manager observes that members of group are working well on their own. The manager consciously makes a decision to pass the focus of power to members, to allow them freedom of action to do as they think best. And not to interfere but is readily ready(prenominal) if help is needed, There is often confusion over this style of leadership behavior. The world genuine is emphasized because this is to be contrasted with the manager who could not care, who deliberately keeps aside from the trouble of sports and does not want to get involved. The manager just lets members of the group get on with the work in hand. Members are left to face decision which rightly belongs with the manager. This is more a non-style of leadership or it could perhaps be labeled as abdication.Management Styles at HSBCThe qualities required in individuals by HSBC reflect a lot about their approach towards the management style. These quality individuals areResponsive Who always try to anticipate and act quickly to ensure we tackle and exceed our customers ever-changing expectations.Respectful Individuals who look for the value in everyone.Fair Who reward our customers for the commitment they give to us.Progressive Who are driven by the belief that we can shape a better future.Perceptive Who look harder, in order to understand things more deeply, and this informs everything we do.The management empowers employees and builds a presumption with the employees to de stand upr the brand promise effectively. Every department has efficient staff available to help the customers but for more specific needs and decision making, the branch managers play the role.LeadershipLeadership is a dynamic relationship based on mutual influence and common purpose between leaders and collaborators in which both are moved to higher levels of motivation and moral development as they affect real, int ended change. (Kevin Freiberg and Jackie Freiberg, NUTS Southwest Airlines Crazy Recipe for Business and Personal Success, barde Press, 1996, p. 298)Three important parts of this definition are the terms relationship, mutual, and collaborators. Relationship is the connection between people. Mutual means shared in common. Collaborators cooperate or work together. This definition of leadership says that the leader is influenced by the collaborators while they work together to achieve an important goal.Leadership is the ability to command acceptance by a group of people and thus, get them to do what the leader wants. The person providing this direction and commanding acceptance is called the leader. From this definition of leadership, it is obvious that the leader is the person whom others accept to show them the way. However, you probably are aware that a leader can be imposed on a group of people against their will. For example, a force coup can bring a leader to power. This leader was not voted for or accepted by his people. But he ascended the leadership seat by virtue of military might or military intrigues.Management is doing things right, leadership is doing the right things(Warren Bennis and Peter Drucker)Leadership StylesTypes of Leadership Style Four of the most basic leadership styles areAutocraticBureaucraticLaissez-faireDemocraticAutocratic LeadershipAutocratic leadership is an extreme form of transactional leadership, where a leader exerts high levels of power over his or her employees or team members. People within the team are given few opportunities for making suggestions, even if these would be in the teams or organizations interest. Many people resent being treated like this. Because of this, autocratic leadership often leads to high levels of absenteeism and staff turnover. Also, the teams output does not benefit from the creativity and experience of all team members, so many of the benefits of teamwork are lost. For some routine and unskill ed jobs, however, this style can remain effective, where the advantages of control surmount the disadvantages.Bureaucratic Leadership Bureaucratic leaders work by the book, ensuring that their staff follow procedures exactly. This is a very appropriate style for work involving serious recourse risks (such as working with machinery, with toxic substances or at heights) or where large sums of money are involved (such as cash-handling).In other situations, the inflexibility and high levels of control exerted can demoralize staff, and can diminish the organizations ability to react to changing external circumstances.Democratic Leadership or Participative Leadership Although a democratic leader will make the final decision, he or she invites other members of the team to contribute to the decision-making process. This not only increases job satisfaction by involving employees or team members in whats going on, but it also helps to develop peoples skills. Employees and team members feel in control of their own destiny, and so are motivated to work hard by more than just a financial reward.As participation takes time, this style can lead to things happening more slowly than an autocratic approach, but often the end result is better. It can be most suitable where team working is essential, and where quality is more important than speed to market or productivity.Laissez-Faire LeadershipThis French phrase means leave it be and is used to describe a leader who leaves his or her colleagues to get on with their work. It can be effective if the leader monitors what is being achieved and communicates this back to his or her team regularly. Most often, laissez-faire leadership works for teams in which the individuals are very experience and skilled self-starters. Unfortunately, it can also refer to situations where managers are not exerting sufficient control.Leadership vs. ManagementA leader can be a manager, but a manager is not necessarily a leader. The leader of the wor k group may emerge informally as the choice of the group. If a manager is able to influence people to achieve the goals of the organization, without using his or her formal authority to do so, then the manager is demonstrating leadership.MotivationDefinition Motivation is the processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal.Abraham Maslows hierarchy of needs is the most well-known theory of motivation. He hypothesized that within every human being there exists a hierarchy of five needs (See Exhibit 6-1).Physiological Includes hunger, thirst, shelter, sex, and other bodily needsSafety Includes security and protection from physical and emotional harmSocial Includes affection, belongingness, acceptance, and friendshipEsteem Includes internal esteem factors such as self-respect, autonomy, and achievement and external esteem factors such as status, recognition, and attention.Maslows Hierarchy of NeedsIf Maslows theory is tr ue, there are some very importantleadership implications toenhance body of work motivation. There arestaff motivation opportunitiesby motivating each employee through their style of management, compensation plans, role definition, and company activities.Application of Maslows TheoryIf Maslows theory is true, there are some very importantleadership implications toenhance workplace motivation. There arestaff motivation opportunitiesby motivating each employee through their style of management, compensation plans, role definition, and company activities.Safety Needs impart a working environment which is safe, relative job security, and freedom from threats.Social NeedsGenerate a feeling of acceptance, belonging, and community by reinforcing team dynamics.Relationship between Theories of MotivationAll companies seek to motivate their employees for a very simple reason a motivated employee is a high producer. In todays workplace, many complex and sophisticated plans have been put in p lace towards this end some companies offer a variety of incentives to meet the different needs and expectations of the different personalities employed there. Motivation is an individual thing in other words, the same things do not motivate all people. Abraham Maslow outlines a pyramid-shaped theory that is the basis for most motivation theories that followed. They will then design and implement an action plan to increase the motivational factors in their own organization. Some of their action steps are discussed.The lowest level of Maslows pyramid of needs relates to every humans survival needs or by physiological needs, which include hunger, thirst and shelter are at this level (Robbins, 2001).TASK 4Team WorkA small number of people with complemen-tary skills who are committed to a common purpose, common performance goals, and an approach for which they hold themselves mutually accountable.-G. Moorhead and R.W. GriffinWhen people listen carefully to each other, when they seek and take seriously each others opinions, when they make use of each others competencies and expertise, they are involved in teamwork.Situations like, a football team, a marriage, a project at work, or a math team, may come and go. It requires no special structure, only an opportunity for two or more people to engage collaboratively and cooperatively in undertaking some task.Teamwork in the workplace is something to be expected in our organizations today. Senior leadership teams, functional and intact teams, special project teams, play an important role to the success of any business. However, finding, creating, and maintaining effective a high performance team is much more difficult. No group of people is automatically entitled to teamwork just because they are smart, talented, and are working together. Teamwork in the workplace is subject to countless challenges as different personalities, talents and expertise, values, and working styles are merged together.Group WorkingA collection o f individuals, the members accept a common task, become interdependent in their performance, and interact with one another to promote its accomplishmentHarold H. Kelley and J.W. ThibautVarious Types of GroupsFriendship groupsInterest GroupsFormal groupsInformal Groups runty groupsLarge groupsPrimary groupsSecondary groupsCoalitionsMembership groupsReference groupsCommand groupsTask groupsGood group work has great potential for the following reasons Individuals are encouraged to become active rather than passive learners by developing collaborative and co-operative skills, and lifelong learning skills. It encourages the development of critical thinking skills. It requires the establishment of an environment of support, trust and co-operative learning can be nurtured. It promotes learning and achievement. Students have the opportunity to learn from and to teach each other. Deep rather than surface approaches to learning are encouraged. It facilitates great transfer of previous knowle dge and learning. It enhances social skills and interactions. Learning outcomes are improved. Large numbers of individuals can be catered for and work on the task simultaneously. Interaction and co-operation on a micro scale is facilitated thus decreasing a sense of isolation felt by some. Quiet individuals have an opportunity to speak and be heard in small groups thus overcoming the anonymity and passivity associated with large groups. Individuals get the chance to work on large projects (larger in scope or complexity than individual tasks). It can save time and requires a shared workload. Alternative ideas and points of view can be generated. Individuals develop and practice skills in decision making, problem solving, values clarification, communication, critical thinking, negotiation, conflict resolution, and teamwork.Team Working at HSBCThe whole is greater than the sum of the parts. This is a phrase that very much applies to HSBC. Although, as an organization HSBC a leader in t he world of financial services. It is the power and reach of each of our local teams working together, which make HSBC such a successful and fast growing business. Recognizing the importance of local knowledge is a key message of HSBC advertising but it is not merely this. It is a value the HSBC live by. The employees work as a team to perform daily operations seamlessly.