Organization

And
Behaviour

Student name: Elena Stefania

Task 1

1.1 Compare and contrast the organisation structures and culture

Capco Ltd and Lloyd Chapin represent two large organisations that provide managed services,
technology in the industry of financial services but also consulting services. There are certain
differences between these two organisations which involves their organisational structure and
culture because Capco Ltd Company is having a flat structure which is having a flexible
culture and Lloyd Chapin Company is having a hierarchical structure which is having a formal
culture.
Between the two organisations structure and culture such as flat and hierarchical structure
there are various differences but also certain similarities and for a better understanding I have
made a comparison of the two structures by putting them in a contrast.
Hierarchical structure is having various levels between the company employees are being
responsive to the team leader and them to the company management. In contrast with
hierarchical structure there is the flat structure which is structured in various ways in which the
organisation is performing and operating their activities.
Lloyd hierarchical structure is presenting a chain of control because there are various numbers
of levels having a spam of control which is having the meaning of employees number who are
being supervised by a supervisor. On the other hand the management of Capco Company
The hierarchical structure of Lloyd is having a chain of command because has a certain
number of levels, with a span of control who represents the number of employees who are
supervised by a person. On the other hand Capco Companys top management team typically
consists of several functional heads such as the chief financial officer. The company relies on
workers, who take responsibility in the decision-making process.

Capco is having an organizational structure that provides a good and honest culture based on
trust and respect for his employees. The work is pleasurable because the atmosphere between the
employees is a positive one, greater the fact that employees participate in the decision-making

process. They have a strong working team where everyone is rewarded for their merits and
efforts.

1.2 The relationship between structure and culture can impact the performance

In Capco is a strict command and control in the structure of the company. Organizational
charts generally are presents in every department and decisions are taken through an organized
process.The lleisure time, clearer definition of jobs responsibilities are the main characteristic.
Organizational structure and culture are linked with performance because employees are
aware that upper management is cognizant of individual performance. This could affect
productivity in a positive way and inspire participation among coworkers. (Chamberlain,2005)
The relationship between the organisation structure and culture is an important theme which
is often overlooked. The company structure and culture it cant be clearly distinguish one from
another because the organisational structure works within an organisational structure which
arent clearly separated.
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 performance of the business may be affected by the time the flow of communication it
takes through different levels of the company hierarchy making it very slow for the business to
adhere to the cultural changes various environmental factors but also to the new technology. In
general this is having a span of control which may cause some restrictions in people expression
and power which may cause de-motivation and job dissatisfaction. And the level of motivation
which employees possess is affecting their output which is affecting the performance of the
business.

1.3 Factors which influence individual behaviour

There are certain factors that influence the individual behavior in the company:
Personality-there are person who like the leadership used by the company where the
manager tell them what to do next but there are others that like the ideas move freely
amongst the group and are discussed openly
Environment is directly influenced by the organization-environments with democratic
leader offer creative solutions, and it produces an atmosphere of cooperation and team
spirit.Employees that follow hierarchical structure worry less about completing business
functions to the best possible outcome and more about avoiding punishment from leader.
Beliefs are not easy to change-people who follow hierarchical structure ,where they have
certain roles and responsibilities find a bit difficult to work with another leadership style.

Task 2

2.1 Effectiveness of different leadership styles

The autocratic leadership is defined by its standard rules. There are many rules, work is
defined by the functional department, there is a formal attitude between the employee and all the
work is analyzed for business performance.On the other hand democratic leadership style it is
less formal, his structure is organic, less hierarchical and the employee can take decisions for the
good of the company.
Having an autocratic leadership style Capco Company can be very efficient, and they rely
heavily on economies of scale for their success. There is a pyramidal command structure, it is

very organized with high formality, where is a organized process for decisions, strict command
and control is present all the time. This type of structure means to be orderly, very efficient and
fair.
Capco democratic leadership create a good environment, communications are the key to the
success capturing opportunities, solve problems, and get results. Is a complex and dynamic
organizational form with a culture based on non-bureaucratic work.
The autocratic organization is one with rigid and tight procedures, policies and constraints.
They have high formality and the way they operate is organized and all that lead them to
accomplish better their objectives. They have organizational charts due to which they understand
the changes and what are their responsibilities in every situation. There is a strict command that
is present all the times and there is an organized process which decisions are taken.This
organization with formality at all times is valued and strict discipline is essential for an effective
work. (John B Miner, 1980)
Democratic leadership in contrast is promoting the responsibility sharing among employees,
consolation and workers delegation because the leadership of the company is delegating tasks to
their subordinates and is giving them a full responsibility and control over these tasks.
2.2 Organizational theories
Scientific management is has been developed by Frederick W. Taylor in order to improve the
organisations efficiency by utilizing mathematical and scientific analysis and to reduce the waste
and increase the company production.
On the other hand human relation theories developed by Douglas McGregor in his X and Y
theory represent an analysis of the issues arise from people and the organisational relationship
because human relations according to Douglas McGregor represent a critical part in the success
of the organisation which may have a great business plan but without their employees to carry it
out it is worthless.
The theory of scientific management is important because it represent an approach to
management that it is found in every business operation and its influence it can be felt in the
practice of business such as design, planning, control and accounting.

Taylor has guarded the theory of scientific management in 4 principles which implies what
managers should do such as find information and analyze it in order to better select and train its
employees and the theories and techniques developed by scientists and being used in an
organisation and also managers should be able to apply the work between them and their workers
and efficiently use theories of scientific management to plan and perform their workers.
In contrast human relation theory is assuming that people are having a desire to work and are
responsible and self-motivated that they understand their position and want to succeed in the
hierarchy of the company. In short, human relations theory, rather than viewing the worker as
merely one more cog in the company wheel, asserts that the organization will prosper as it helps
the employee prosper.
2.3 Approaches to management used by John Lewis and House of Fraser
Both organizations use certain approaches to management: classical approaches and human
relations approaches.
The classical approaches follow by Lloyd
The classical approaches dont take sufficient account of personality factors and for creating
an organization structure in which people can exercise only limited control over their work
environment. It involves creating large, complex systems having multiple goals.
( M. W. Waldron, J. Vsanthakumar,&S. Arulraj,)
They felt that management can get the work done from the workers by satisfying their social
and psychological needs.According to this approaches employees can be motivated with
something else that financial gains.
Human relations approaches follow by Capco
According to this approach employees are being motivated by other rewards than financial
remunerations. Leaders must recognize the work of their employees as they are human beings
and they must be treated as one not like machine. Managers must have the ability of
understanding them and providing a pleasure environment to work.