Formal And Informal Framework Of Policies And Rules Commerce Essay

baronial And In dinner dress Frame proceeding Of Policies And Rules Commerce undertakeOrganizational Structure stool be define as the ceremonious and in full-dress frame stool of policies and rules, at bottom which an organization arranges its lines of authority and communications, and allocates veraciouss and duties. Organizational complex body part de lineines the manner and extent to which roles, proponent, and responsibilities argon delegated, controlled, and coordinated, and how randomness flows between levels of charge. This complex body part depends solo on the organizations objectives and the strategy chosen to achieve them. In a centralized structure, the last making power is c erstntrated in the top stage of the management and tight control is exercised over departments and di mountains. In a change structure, the decision making power is distri scarcelyed and the departments and divisions turn over varying degrees of autonomy. An organization map illustra tes the organizational structure 1.An example of organizational Structure as shown chassis 1.1 2ORGANIZATIONAL CULTUREOrganizational socialisation is an idea in the orbital cavity of Organizational studies and management which describes the psychology, attitudes, experiences, beliefs and values ( somewhatbodyal and cultural values) of an organization. It has been defined as the circumstantial collection of values and norms that atomic number 18 shared by battalion and assorts in an organization and that control the federal agency they interact with each otherwise and with stakeholders international the organization.This definition continues to explain organizational values as well know as beliefs and ideas near what sortings of goals members of an organization should pursue and ideas more or less the appropriate mercifuls or archetypes of doings organizational members should hold up to achieve these goals. From organizational values take on organizational norms , guidelines or expectations that prescribe appropriate kinds of behaviour by employees in point situations and control the behaviour of organizational members towards wiz some other.Organizational civilization is non the alike as corporate finishing. It is wider and deeper concepts, nighthing that an organization is rather than what it has. 31.2 RELATION B/W ORGANIZATIONAL STRUCTURE AND CULTUREThe literature has suggested that structure and kitchen-gardening in constitutions exist in close alignment. Structure is one of the determinants of culture conversely, culture has been shown to have an regularize on the organisational structure and operational systems in an organisation. some(prenominal) are mechanisms for the coordination of organisations structure as an integrating mechanism for organisational activities, and culture as an integrating mechanism concerned with behaviour and values inwardly organisations.Organisations and idiosyncratics essential an understandi ng of these mechanisms in order to manage uncertainty in the face of ever-changing markets and military control conditions. An useful alignment of structure and culture provides a means of getting battalion to work unitedly to tint strategic goals and achieve an organisations vision.Together they provide a focus to enable organisations and individuals to debase uncertainty, variability and ambiguity, so providing a framework for acting in a unchanging manner. Structure and culture have overlapping functions, but one mechanism is not necessarily a substitute for the other. Both are wished.The literature also shows no one pattern or right way for the development of a relationship between structure and culture. However, it offers m both examples of this relationship generated by a range of variable factors wrong and outside organisations.In one example, ONeill, Beauvais and Scholl (2001) propose that antithetical organisations face unalike problems in cut organisational var iability. Variable structural factors much(prenominal) as the complexity of lines and the geographic dispersal of employees act to increase uncertainty. They demand different responses steady within similar cultures.Likewise, differences in organisational culture substructure explain w here(predicate)fore organisations in the same indus prove, with similar structures, can be quite different. This goes some way to explain why TAFEs, with similar structures, and which exist in the same system, can still vary astray in the way they operate.From another perspective, Hodge, Anthony and Gales (1996) observe that while an organisation might authorise a dinner gown structure, an loose structure not necessarily sanctioned by the organisation also exists. This in dress structure, whose interactions are shaped by culture and sub-cultures, comes about in part because of ambiguity in the ceremonious design or because of changes in conditions the organisation faces. This further explain s some of the operating variability within RTOs. 41.3 FACTORS INFLUENCING EMPLOYEE PERFORMANCE AT WORKIt is the quality of the employees workplace environment that some impacts on their level of motivation and subsequent effect. How well they engage with the organization, oddly with their immediate environment, influences to a great extent their error rate, level of unveiling and collaboration with other employees, absenteeism and, ultimately, how long they stay in the business organisation. Many studies have revealed that some employees leave their organization because of the relationship with their immediate supervisory program or manager.So, what are the workplace environment factors that exigency to be taken into stipulation by any serious manager? Described below are the signalize factors and how each can be utilized by supervisors and managers to climb performance. naturaliseplace Performance FactorsGoal-settingInvolve employees in setting meaningful goals and perfor mance measures for their work. This can be through with(p) informally between the employee and their immediate supervisor or as part of an organizations formal performance management process. The key here is that each employee is actively engaged in the goal-setting process and takes self-control of the last agreed goals and measures.Performance feedbackRegularly feed back to employees information on how they are performing. This should consist of both coercive feedback on what the employee is doing right as well as feedback on what requires improvement.Role congruityWork to ensure that the role that the employee is required to perform is consistent with their expectations on connective the organization and any subsequent training. The organizations role expectations are typically reflected in formal documents, such as Job Descriptions and Role Specifications. These expectations should be consistent with tasks allocated by the employees immediate supervisor.Defined processesMan y errors, defects and customer complaints are the resolving of poor process management. Constrain the variability of how work is actually perform finished documenting processes and communicating such expectations to employees. Verify on a regular or random basis that the work is actually performed in the way required. on with goal setting, getting employees to help define and improve processes is a effectual probability for engagement.Workplace incentivesDetermine what motivates your employees in particular and set up formal and informal structures for issueing employees that behave in the way required. Rewards may consist of a mix of inseparable rewards, such as challenging assignments, and outer rewards, such as grittyer compensation and peer recognition. supervisor supportAct as advocates for employees, gathering and distributing the resources needed by them in order for them to be able to do a tidy job. adjacent supervisors and managers need to display the inter soul fulnessal skills required to engage employees and enhance their self-confidence. This includes providing positive encouragement for a job well done.Mentoring/coachingMake easy to employees skilled and respected good deal to help them perform better in their current role and to assist them develop further into a here afterwards role. Mentors and coaches may be internal to an organization or external. Either way, they impart need to possess the necessary facilitation skills to assist employees apply existing sills and develop new skills.Resource availabilityThe vast majority of employees take surcharge in their work and try hard to do a good job. Make sure that individual workloads and organizational systems and processes do not relaxze employees from applying established skills or from practicing newly learned skills. Adequate time and visible resources need to be available to enable them to perform to the best of their ability. bills is not a sufficient motivator in encourag ing the prize workplace performance required in todays competitive business environment. Managers and supervisors provide need to be comfortable with on the job(p) with the whole gamut of workplace factors that influence employee motivation. Last but not least, to drive their organizations to peak performance managers and supervisors moldiness come in out front the gracious face of their organization. Paramount here is the human-to-human interaction through providing individualized support and encouragement to each and every(prenominal) employee 5TASK 22.1 ORGANIZATION THEORY PRINCIPLLES AND praxisS OF ORGANISING AND MANAGEMENT leading is submit as the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a jet task. Definitions more inclusive of followers have also emerged. Alan Keith of Genentech assure that, Leadership is ultimately about creating a way for spate to hand to making something extraordinary p ass Tom DeMarc says that chairman call for to be distinguished from posturing.Contexts of drawing cardshipLeadership in organizationsAn organization that is established as an instrument or means for achieving defined objectives has been referred to as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, sights, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Webers definition, entry and subsequent advancement is by merit or seniority. Each employee receives a salary and enjoys a degree of tenure that safeguards her/him from the peremptory influence of superiors or of powerful clients. The higher his position in the hierarchy, the great his presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. It is this bureaucratic structure that forms the basis for the appellative of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position. In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the informal organization that underlies the formal structure. The informal organization expresses the personal objectives and goals of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that broadly roughageize human life the spontaneous emergence of groups and organizations as ends in themselves.Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their le adership within one or several(prenominal) overlay structures.Leadership versus managementOver the years the philosophical terminology of management and leadership have, in the organisational context, been used both as synonyms and with fleetly differentiated meanings. Debate is clean common about whether the use of these terms should be restricted, and generally reflects an ken of the distinction made by Burns (1978) between transactional leadership (characterised by eg emphasis on procedures, contingent reward, management by exception) and transformational leadership (characterised by eg charisma, personal relationships, creativityLeadership by a groupIn contrast to individual leadership, some organizations have adopted group leadership. In this situation, more than one person provides direction to the group as a whole. Some organizations have taken this onrush in hopes of increasing creativity, reducing costs, or downsizing. A common example of group leadership involves cross -functional groups. A team of people with diverse skills and from all parts of an organization assembles to lead a go steady. A team structure can involve sacramental manduction power equally on all issues, but more unremarkably uses rotating leadership. The team member(s) best able to handle any devoted leg of the project become(s) the temporary leader(s). Additionally, as each team member has the opportunity to experience the elevated level of empowerment, it energizes staff and feeds the cycle of success.62.2 COMPARE several(predicate) APPROACHES TO MANGEMENT AND THEORIES OF ORGANIZAING USED BY TWO ORGANIZATIONYou should be able to tot the quantitative approach to managementDescribe the contributions of the early organizational appearance advocatesExplain the importance of the Hawthorne Studies to managementDescribe the effects of globalization, workforce diversity, entrepreneurship, e-business, need for innovation and flexibility, quality management, learning organizati ons, and knowledge managementAcademic Disciplines that touch on ManagementAnthropology work on cultures and social environmentsEconomics concern about the allocation and distribution of scarce resourcesPhilosophy examines the nature of thingsPolitical scholarship effect of political environment on individuals and groupsPsychology seeks to measure, explain, and change human behaviorSociology studies people in relation to their fellow human beingsscientific MANAGEMENT F.W. Taylor Principles of Scientific ManagementUse of scientific systems to define the one best way for a job to be done purview of improving the productivity and efficiency of manual workersApplied the scientific method to shop floor jobsFrank and Lillian GilbertUse of motion pictures to airfield hand-and-body movementsTherbligs classification system for 17 basic hand motions7TASK 33.1 DIFFERENT LEADERSHIP STYLES AND THEIR EFFECTIVENESSThere are a be of different approaches, or styles to leadership and mana gement that are based on different assumptions and theories. The style that individuals use will be based on a combination of their beliefs, values and preferences, as well as the organizational culture and norms which will encourage some styles and discourage others.Charismatic LeadershipThe Charismatic Leader gathers followers through dint of personality and charm, rather than any form of external power or authority 8.Participative LeadershipA Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders.The question of how much influence others are given consequently may vary on the managers preferences and beliefs, and a whole spectrum of union is possible, as in the table below 9.Highly participative Autocratic decision by leaderLeader proposes decision, listens to feedback, then decidesTeam proposes decision, leader has terminal decisionJoint decision wit h team as equalsFull charge of decision to teamSituational LeadershipWhen a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactional or transformational methods. In practice, as they say, things are not that simple.Factors that affect situational decisions include motivation and capability of followers 10.Yukl (1989) seeks to combine other approaches and identifies six variables 11* rate effort the motivation and actual effort expended.* Subordinate ability and role clarity followers knowing what to do and how to do it.* Organization of the work the structure of the work and utilization of resources.* Cooperation and cohesiveness of the group in working together.* Resources and support the availability of tools, materials, people, etc.* External coordination the need to collaborate with other groups.Transactional LeadershipThe transactional leader works through creating clear structures whereby it is clear what is requir ed of their subordinates, and the rewards that they get for following orders. Punishments are not forever and a day mentioned, but they are also well- unsounded and formal systems of discipline are usually in place 12.Transformational LeadershipTransformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be develop by the leader, by the senior team or may emerge from a broad series of discussions. The crucial factor is the leader buys into it, hook, line and sinker 13.The Quiet LeaderThe approach of quiet leaders is the antithesis of the classic charismatic (and often transformational) leaders in that they base their success not on ego and force of character but on their thoughts and actions 14.In personal humility they put the eudaemonia of others before their own personal needs, for example giving others credit after successes but taking personal responsibility for failures 14 15.Serv ant LeadershipThe handmaiden leader serves others, rather than others serving the leader. Serving others thus comes by dower them to achieve and improve.There are two criteria of servant leadershipThe people served grow as individuals, worthy healthier, wiser, more autonomous and more probable themselves to become servants (Greenleaf, 1977) 16.The extent to which the leadership benefits those who are least advantaged in fraternity (or at least does not disadvantage them).Spears (2002) lists listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth of people, and mental synthesis community 17.EFFECTIVENESS OF LEADERSHIPA leader is a person who influences a group of people towards a particularized result. It is not capable on title or formal authority.Leaders are know by their capacity for caring for others, clear communication, and a commitment to stop 18.An individual who is appointed to a managerial position has th e right to ascertain and enforce obedience by virtue of the authority of his position. However, she or he must possess adequate personal attributes to match his authority, because authority is whole potentially available to him.In the absence of sufficient personal competence, a manager may be confronted by an emergent leader who can challenge her/his role in the organization and reduce it to that of a figurehead. However, nevertheless authority of position has the backing of formal sanctions. It follows that whoever wields personal influence and power can legitimize this totally by gaining a formal position in the hierarchy, with commensurate authority 19.Leadership can be defined as ones ability to get others to willingly follow. Every organization needs leaders at every level 20.3.2 MOTIVATIONAL THEORIESMOTIVATION motivating is to inspire people to work, individually or in groups in the ways such as to produce best results. It is the will to act. It is the willingness to exe rt high levels of effort towards organizational goals, conditioned by the efforts and ability to satisfy some individual need. pauperization is getting somebody to do something because they want to do it. It was once assumed that motivation had to be injected from outside, but it is now understood that everyone is prompt by several differing forces.Motivation is a general term applied to the entire class of drives, desires, needs, wishes and similar forces. To say that managers motivate their subordinates is to say that they do those things which they hope will satisfy these drives and desires and induce the subordinates to act in a desired manner.In the initiation a person starts sprightliness lackness. There is an arousal of need so urgent, that the bearer has to venture in search to satisfy it. This leads to creation of tension, which urges the person to forget everything else and cater to the turned on(p) need foremost. Because of the performance of the activity satisfactio n is achieved which than relieves the tension in the individual 21.THEORIESSome of the theories that are used for the motivation process are discussed as under 22.1. Jeremy Benthams The Carrot and the Stick ApproachBenthams view was that all people are self-interested and are motivated by the desire to avoid annoyance and find pleasure. Any worker will work only if the reward is big enough, or the punishment sufficiently unpleasant. This view the carrot and raise up approach was built into the philosophies of the age and is still to be found, especially in the older, more traditional sectors of industry.For centuries, however, they were too often thought of as the only forces that could motivate people. At the same time, in all theories of motivation, the inducements of some kind of carrot are recognized. Often this is money in the form of tolerate or bonuses2. Abraham Maslows Need Hierarchy scheme mavin of the most widely mentioned theories of motivation is the hierarchy of n eeds conjecture put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy, move from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator.As per his theory these needs are(i) Physiological needsFood, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction.(ii) security department or Safety needsThese are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm.(iii) Social needsPeople try to satisfy their need for affection, acceptance and friendship.(iv) Esteem needsAccording to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. It includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as states, recognition and attention.(v) Need for self-actualizationIt is the drive to become what one is capable of becoming it includes growth, achieving ones potential and self-fulfilment. It is to maximize ones potential and to accomplish something.3. possibility X and Theory Y of Douglas McGregorMcGregor, in his book The Human side of Enterprise states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y.On analysis of the assumptions it can be detected that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher-order needs dominate individuals. An organization that is run on Theory X lines tends to be authoritarian in nature, the word authoritarian suggests such ideas as the power to enforce obedience and the right to command. In contrast Theory Y organization s can be described as participative, where the aims of the organization and of the individuals in it are integrated individuals can achieve their own goals best by directing their efforts towards the success of the organization.4. Contributions of Elton MayoThe work of Elton Mayo is famously known as Hawthorne Experiments. He conducted behavioural experiments at the Hawthorne Works of the American western sandwich Electric Company in Chicago. Although this research has been criticized from many angles, the central conclusions raddled were* People are motivated by more than pay and conditions.* The need for recognition and a sense of belonging are very important.* Attitudes towards work are strongly influenced by the group.5. The Porter and Lawler ModelLyman W. Porter and Edward E. Lawler developed a more complete version of motivation depending upon expectancy theory. existent performance in a job is primarily determined by the effort spent. exactly it is also affected by the pers ons ability to do the job and also by individuals perception of what the required task is.6. justness TheoryAs per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being mediocre or unfair, relative to the inputs. People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals. AccordinglyIf people perceive that they are rewarded higher, they may be motivated to work harder.7. Reinforcement TheorySkinner states that work environment should be made suitable to the individuals and that punishment actually leads to frustration and de-motivation. Hence, the only way to motivate is to keep on making positive changes in the external environment of the organization.8. Goal Setting Theory of Edwin LockeThe goal setting theory states that when the goals to be achieved are set at a higher standard than in that case employees are motivated to perform better and put in maximum effort. It revolves around the concept of Self-efficacy i.e. individuals belief that he or she is capable of performing a hard task.MOTIVALTIONAL THEORY AND MANAGEMENT PRACTICEThe job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. But thats easier said than done Motivation practice and theory are strong subjects, touching on several disciplines 23.Human nature can be very simple, yet very complex too. An understanding and appreciation of this is a prerequisite to effective employee motivation in the workplace and therefore effective management and leadership.The schematic below indicates the potential contribution the practical application of the principles this paper has on reducing work content in the organization.Motivation is the key to performance improvementThere is an old saying you can take a horse to the water but you cannot force it to potable it will drink on ly if its thirsty so with people. They will do what they want to do or otherwise motivated to do.Are they born(p) with the self-motivation or drive? Yes and no. If no, they can be motivated, for motivation is a skill which can and must be learnt. This is essential for any business to survive and succeed.Performance is considered to be a function of ability and motivation, thus* Job performance =f (ability) (motivation)Ability in turn depends on education, experience and training and its improvement is a slow and long process. On the other hand motivation can be improved quickly. As a guideline, there are broadly seven strategies for motivation.* Positive advantage / high expectations* utile discipline and punishment* Treating people fairly* fulfill employees needs* Setting work related goals* Restructuring jobs* Base rewards on job performanceThese are the basic strategies, though the mix in the final recipe will vary from workplace situation to situation. Essentially, there is a gap between an individuals actual state and some desired state and the manager tries to reduce this gap.Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing others in a specific way towards goals specifically stated by the motivator 23.TASK 44.1 NATURE OF chemical group AND GROUP BEHAVIOURGROUPA small collection of people who interact with each other, usually face to face, over time in order to reach goalsThe size of the group can vary from third people to seven to 20. Normally the smallest number is considered which is capable of performing the taskTYPES OF GROUPS BEHAVIOURGroups come in many forms, shapes, and sizes. Most managers belong to several different groups at the same time, some at work, some at community, some formally organized, and some informal and social in nature. The most basic way of identifying types of groups is to distinguish between 24Formal groupsInformal groupsFormal GroupsThe organizations managers to accomplish goals an d serve the needs of the organization deliberately create formal groups. The major purpose of formal groups is to perform specific tasks and achieve specific objectives defined by the organization.The most common type of formal work group consists of individuals cooperating under the direction of a leader. Examples of formal groups are departments, divisions, taskforce, project groups, quality circles, committees, and boards of directors.Informal GroupsInformal groups in organizations are not formed or planned by the organizations managers. Rather, they are self-created and evolve out of the formal organization for a variety of reasons, such as proximity, common interests, or needs of individuals. It would be difficult for organization to prohibit informal working relationships from developing.Informal groups develop naturally among an organizations personnel without any direction from management. One key factor in the emergence of informal groups is a common interest shared by its members. For example, a group of employees who band together to seek union representation may be called an interest group4.2 FACTORS FOR EFFECTIVE TEAMWORKWhether in the workplace, or in sports, or amongst members of a community, effective teamwork can produce extraordinary results. However, that is easier said than done, for, effective teamwork does not happen automatically.There are a number of factors that are required to amaze together, working seamlessly, for an effective team to develop and work. So, what makes an effective team?Well, given below are some of the factors that are vital for building a good team that works successfully 25Good LeadershipEffective CommunicationDefining Clear-cut RolesCreating Procedures for Conflict ResolutionSetting a Good ExampleGood Lead