Organizational Behaviour

Question 1

In which organization would you expect managers to delegate more responsibility to employees?
       – Where is there more or less employee autonomy?
       – What type of management/leadership style would you expect to find in each?


Delegation is a major skill that every leader should be a master to be fully effective. From my observations, it is a skill that develops in years despite having an easy means of changing oneself from one to another. I actually offer effective delegation - the way employees increase and organizational goals are achieved - is an art.
In my opinion Organisation B will be having more managers to delegate more responsibility to the employees. The organizational structure in Organisation B is more effective in compare to Organisation A where responsibly is more and not equally divided. Delegation isn't difficult, can dole out the task to any individual. In any case, powerful delegation (entrusting the assignment to the ideal individual) is a profoundly proficient process that requires arranging, though, and administrative abilities. Representatives who acknowledge their work will probably be focused on their prosperity. This acknowledgment is upgraded when representatives say that all the while. 
Employee Autonomy: Organization A will have more employee autonomy in compare to organization B. This is because Organization A has a direct influence of Employee with Managers and VP.  Whereas Organization B is little vast and will have less influence. Customarily, in the upper administration, only workers have particularly autonomy, which can undermine individuals from low-level representatives. When you need to expand employee engagement, confidence, and inspiration, it might be a valuable methodology to give representatives more prudence in their work life. 

Organisation A (Functional)
Transactional Leadership style can be best if we take the case of Functional Organisation. Managers who utilize transaction style of leadership get some work to reward and punish his/her
employees based on performance comes about. The managers and employees have set together pre-decided objectives, and the representatives consent to take after the guidelines and initiative of the administrator to meet those objectives.
Organisation B (Divisional)
Transformational Leadership Style is used in the Divisional organization structure. Transformational leadership style relies upon the administration of high-level correspondence to meet the objective. Representatives motivate employees and increment profitability and effectiveness through correspondence and high visibility. This style of leadership requires administration contribution
to meet the objectives. Leaders concentrate on the comprehensive view of an association and allocate little assignments to the group to satisfy the objectives.

 Question 2

In which organization would you expect to find more: - decentralization? - centralization?


The decentralized association is one where most choices are made by center level or lower level administrators rather than the focal point of the organization by the leader of the organization. This is as opposed to a centralized association in which all decisions are made to finish everything. 
The centralized association can be characterized as the decision-making leadership structure, where almost all the decisions and methodology are entirely controlled at the top of the official level.
In compare to Organisation A and Organization B
The reporting structure of a decentralized association appears to be a centralized organization, however, the basic leadership process is not the same.  In a centralized association (Organization A), decisions are mostly made at the top level, so the representative demand of A goes to its VP, who will hand it over to the VP, who will add it to a rundown of things to talk about with the organization chief. Nothing will happen unless the President says alright. By then, the endorsement will be underneath the arrangement of orders. 
The representative of A will have the privilege to purchase a seat to the detriment of the organization. Presently we will accept that the representative is working in the decentralized association (Organization B). Commonly, decentralized organizations are designated based on as far as possible in basic leadership In Company B, the cost endorsement graph, which is a list of pre-approved costs by the present spending plan.

 Question 3

Which organization would tend to be more: – Organic? – Mechanistic?


As per Stalker and Burns, an organic association is one that is exceptionally adaptable and ready to adjust to the progressions. 
Its structure isn't perceived as the ability of small jobs, a few layers of administration, decentralized leadership and more straightforward supervision.
Organisation A can be considered as an Organic Organisation, as Representatives are frequently working in the group and offer the contribution on the assignments, there are generally teams
that used to handle the tasks. Communication is available to workers, directors, and administrators, in spite of the fact that they are normally just known as owner. There is an expansive scale of oral communication b/w the teams. There is, significantly more, face-to-face conversation within the power hierarchy.
Mechanistic Organization
As indicated by Black's Law Dictionary, Mechanistic Organization is "the association which is various leveled and bureaucratic. This is it’s defined by:
(1) High Centralized Authority,
(2) Formal methods and conduct, and
(3) Special assignment system is moderately straightforward and simple to sort out, yet fast change is exceptionally testing. Not at all like organic association.
In organization B,
Representatives are found to work diversely and with their own planned projects. There is an arrangement of orders and the choice is most likely kept high over the chain.

Question 4

Differences in training, compensation practices for each?


 A suitable remuneration and benefit can't be worried to keep up the significance of the package and to inspire universal workers. There is an imperative connection between the remuneration system and its fruitful execution: There ought to be a fit amongst remuneration and objectives for which the firm needs to target chiefs with the goal that they can't be misused; the workers of multinational organizations need to comprehend value and generosity in their pay and advantages. In organization A, training and compensation practices are little easier, due to its functional behavior in caparison to Organisation B, which is a Divisional structure.

Question 5 

Compare the internal climate or culture of Org A vs. Org B. 


Organisation A

Organisation B

Universalism Particularism
Communitarianism Individualism
Specific Diffuse
Neutral Emotional
Achievement Ascription
Sequential Time Synchronous Time
Internal Direction Outer Direction


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