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TABLE OF CONTENTS
INTRODUCTION ........................................................................................................................................ 1 CASE STUDY 1- SURVIVING GREENSCAPES HARD TIMES ........................................................... 1 LO1-UNDERSTANDING THE RELATIONSHIP BETWEEN ORGANIZATIONS STRUCTURE AND CULTURE .......................................................................................................................................... 1 1.1 Different type of Organizational Culture and Culture at Greenscape ................................................. 1 1.2 Relationship between culture and structure impacting the performance of Greenscape .................... 2 1.3 Factors influencing the behavior of management and employees at Greenscape ............................... 3 CASE STUDY 2- RIGHT BOSS, WRONG COMPANY............................................................................ 4 LO2- UNDERSTANDING THE DIFFERENT APPROACHES OF MANAGEMENT AND LEADERSHIP .............................................................................................................................................. 4 2.1 Effectiveness of leadership style of Worthy and Hogan and how it affected employees. .................. 4 2.2 The managerial Practices that is evident in this case .......................................................................... 4 2.3 Difference in Max Worthy and Hogan Management and Leadership Style ....................................... 5 CASE STUDY 3- MORE THAN A PAY CHECK ...................................................................................... 6 LO3 UNDERSTANDING WAYS OF USING MOTIVATIONAL THEORIES IN ORGANIZATIONS . 6 3.1 To extent the Leadership in the company affected the motivational level of Samuel Gibson. ........... 6 3.2 Theory critically explaining the impact on Gibsons motivation........................................................ 6 3.3 Importance of motivation of employees. ............................................................................................ 7 CASE STUDY 4- TEAMS AT THOMPSON RV WHOLESALE SUPPLY AND DISTRIBUTION COMPANY................................................................................................................................................... 8 LO4 UNDERSTANDING THE MECHANISM FOR DEVELOPING EFFECTIVE TEAM WORK IN ORGANIZATION ........................................................................................................................................ 8 4.1 Behavioral factors to be considered to restructure the company to team based model....................... 8 4.2 Factors those are important to promote the development of effective team work in company. ......... 8 4.3 Other options in terms of technology Alan has to enhance the effectiveness of proposed team based arrangement............................................................................................................................................... 9 CONCLUSION ............................................................................................................................................. 9 REFERENCES ........................................................................................................................................... 10

INTRODUCTION
This report outlines the essential elements of the organization that are helps in building the supportive and strong organization culture. In this report, we will be studying the different case study which outlines the structure, practices and management style of different organization to accomplish the goals and objectives effectively (Dubrin, 2008). Benefits of healthy

organizational culture, assessing the appropriate leadership style for particular organization, identifying the ways the manager can motivates his employees and finally what factors to be considered when organization is restructuring into team based model will be investigated in this report.

CASE STUDY 1- SURVIVING GREENSCAPES HARD TIMES LO1-UNDERSTANDING THE RELATIONSHIP BETWEEN ORGANIZATIONS STRUCTURE AND CULTURE
1.1 Different type of Organizational Culture and Culture at Greenscape Collective behavior of employees, their values that contribute to unique psychological and social environment of business can be defined as organizational culture. It includes organizations experiences, expectations, value and philosophy that hold all employees together. It also reflects that how the organization conduct its business, how its employees and other stakeholders are treated, extent to which the freedom in employees participation in decision making is allowed and freedom in expression of views, ideas and feedback. It also comprises of information and authority that flows in organizations hierarchy and how committed employees are in achieving the desired goals and objectives (Alvesson, 2012). Organizations culture is categorized in four types that are as mentioned below: Power Culture: This type of culture mainly seen in large corporations which have centralized power of decision making and control. But as the organizations grows the power seems to be divide into departments. This type of organization culture resist from inviting the employees participation and engagement in any matters and decision making and also delay in decision making. Role Culture: This type of culture works with standard and systematic procedures, roles and functions of every employee are well defined and authority is also clearly mentioned. Such type of culture finds it hard to change with the changing conditions. For employees
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also it becomes frustrating when at the time of making appraisal organization follows the standard expectations of performance (Murray and et.al, 2006). Task/ Project Team Culture: In this type of culture, usually small teams are formed to carry out the particular task. Small organization have this type of culture where employees work together to achieve the desired goals. They even adapt themselves with the changing environment. Main emphasis of this culture is on getting the things done with desired results. Decision making authority is given to the right person in the team, regardless of his level and position, who can make the task done with the effective results. Possible trouble with such culture arises when the resources become scarce which might create conflicts between team leader for the available resources (Cameron and Green, 2004). Every organization has its own values and beliefs which makes its culture unique in its own way (Schabracq, 2009.). For instance, in our case study of Greenscape, which is a landscaping and nursery firm is currently operating with team of twenty full-time employees who work in six to eight crews. Its organizations culture is friendly, open and personal. The employees are grouped into a crew that serves the specific purpose. So, it can be said that Greenscape culture was both task as well as people oriented culture. 1.2 Relationship between culture and structure impacting the performance of Greenscape A culture affects the organizations productivity and efficiency in performance to great extent (Alvesson, 2012). Good culture helps in making the organization as a family while bad culture hugely affects its survival to long period. Greenscape culture was open and friendly whose employees are considered to be the asset for the company and are treasured. The founder of the company tried hard to maintain the trust and respect among employees for each other and towards the company. The culture of the organizations was such that every morning twenty minutes of break was given to employees to catch with the other employees and crew. With this culture the Greenscape company which was initially operating with few friends of the founder but today its grown that large that now it has around eight crews having twenty employees each who are highly committed to the organization that work as a unit to achieve to desired results. The employees were treated as a family and they were having full freedom to express their

views, suggestions and even their personal problems. This has made them loyal towards the organization and also motivated them to work their best. 1.3 Factors influencing the behavior of management and employees at Greenscape Work Culture: The culture of the organization immensely affects the behavior of employees and management (Schabracq, 2009.). The Greenscape culture was personal, friendly and open combined the employees into a family and coordinated their activities so as to achieve the common goals. Work culture also promoted the consistency and cooperation within the company Co-workers: All the crew members of the Greenscape were provided sufficient time to involve with the members of other crew, which kind of build the informal relations among the organization. This also made them able to work in team and reduces the conflicts and disputes among employees (Murray and et.al, 2006). Supervisor: Supervisor or in our case the Founder of the company had great impact on the employees. Her friendly behavior with them made them loyal towards the company and gained their trust and respect. It has also made them to increase their efforts and raise their own self-expectations, and thus to perform better ultimately. Open culture of organizations shaped the employees behavior and thus enabled the company to be more efficient.

CASE STUDY 2- RIGHT BOSS, WRONG COMPANY LO2- UNDERSTANDING THE DIFFERENT APPROACHES OF MANAGEMENT AND LEADERSHIP
2.1 Effectiveness of leadership style of Worthy and Hogan and how it affected employees. Leadership and management style governs the way in which managers directs and lead their members. Effective style is one which can hold the employees together to accomplish the desired goals. There are various types of Leadership and management style that are suitable for the different organizations (Bishop, 2012). In our case Brenda Hogan and Max Worthy, they both had their own style which was completely different with each others. On one end, as Max worthy style was Autocratic in which all the decisions were made by him. He makes the employees to follow his rules and decisions. Employee participation was least in this case as well as the relation of the Max Worthy with his employees was limited and formal. But, this style has got certain advantages like in this Shoe-making firm where the employees are not that qualified and educated, they only knows how to make shoes rather than managing the things and suggesting the ideas. So, for them following the direction of the Boss was the Golden Rule. While on the other end Brenda Hogan style was similar to that of participative leadership style. She was well aware with the advantages of involving employees in management and decisions. She also knew how to motivate the employees in order to improve their work efficiency. This type of leadership style is effective in handling the complicated and stressful situations. In our case study, it was observed that Brenda Hogan was successful in enhancing the performance of the organization to great extent. But on contrary, after some time, this style seemed to be failing as the workers resisted to the change and not find them capable of involving in the management process. They also didnt like the interference of Brenda in their work. So, it can be said that though Brenda style was effective in many ways but for the lower-level of the organization it was not that fruitful. 2.2 The managerial Practices that is evident in this case Though the business for its success requires its employees engagement and participation, but in our case study, the company is the shoe-making firm whose workers are skilled in making shoes. For them shoe making is their task rather than management. However, it is important for
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organization to involve employees in decisions and management so that they feel motivated and can become committed to the organization (Cameron and Green, 2004). But for the workers this is just a waste, they always seek the direction from their superior instead of making their own. In this case study, both autocratic and participative leadership style can be beneficial if implemented correctly. That means, for the middle level of the organization, where employees are educated and competent, for them participative style can be applied as it will motivate them to give their new ideas and suggestions which will help the company to improve its performance. Moreover, it will make the employees loyal towards the organization and its goals. While for the lower level of company which comprises of worker, for them autocratic style will be effective. 2.3 Difference in Max Worthy and Hogan Management and Leadership Style Worthys management and Leadership style was autocratic, which somewhat seemed to be suitable for the shoe-making company while Hogan style was kind of participative style. Employees ideas, suggestions and feedback were not considered important and thus they were not involved in any management process in Max worthy style. While on other hand Brenda invited participation of every employee and their ideas and suggestions were important for enhancing the organizations performance. Formal communication was maintained in Max Worthy reign where summon a message to workers through messenger and secretary and so his involvement with workers was limited. On contrary, In Hogans Case there was two-way communication, feedback and suggestions were invited with the help of weekly meetings. Worthy was unfriendly and his relation with the workers was only formal. While Brenda maintained the informal relationship with employees allowed them to call her as Betty instead of Boss or Madam. Proper Direction, work procedures were clearly defined and workers knew the task they had to perform. While Brenda encouraged the employees to involve in management and be supervisors, which according to employees of Fancy shoe-makers was not appropriate for them.

CASE STUDY 3- MORE THAN A PAY CHECK LO3 UNDERSTANDING WAYS OF USING MOTIVATIONAL THEORIES IN ORGANIZATIONS
3.1 To extent the Leadership in the company affected the motivational level of Samuel Gibson. Samuel Gibson started working with the senior management in writing and revising the Brochures of the company. By observing his dedication and his interactive skills, he was given opportunity to train the executives, managers and subordinates on learning computer languages and time management. This in turn motivated him greatly and also made him to work harder and soon their seemed improvement in performance of organization. Subsequently, when he found that he is not needed now, he faced lack of belongingness. But his manager who was quite aware of his state and knowing his dedication towards the work and organization delegated him that task, which satisfied his need. Contingency style of his manager helped him to feel motivated again and beneficial for the organization. Therefore, it can be said that in this particular contingency approach which states that employees should be motivated by providing them opportunity that they want so as to satisfy their needs (Fairholm, 2004). 3.2 Theory critically explaining the impact on Gibsons motivation. According to the Maslows need theory which states that a person has standard order of the need that is referred as Need Hierarchy by Maslow. At the lowest level comes the physiological needs that comprises of basic necessities like food, shelter etc. Every individual works so as to satisfy his basic needs (Wicker, 2009). Then as the basic needs are satisfied, the person needs safety in terms of employment, family, health, property etc. And after the satisfaction of the Safety needs, the need for social status and belongingness in which the person wants to get involve with the society. At the fourth level of hierarchy is Esteem needs which includes self-esteem, confidence, and respect from other by achieving something different. Last need is the need for self-actualization where person wants to realize his full potential and wants to achieve everything he wants to (Schwartz, 2001). This can be explained with the present case study. For instance, as in this case, Samuel Gibson whos basic and safety needs were completely satisfied when he got the job. His social needs were also satisfied when he was promoted to the training department where he worked
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with number of supervisors, managers and executives. He was highly motivated as he was given responsibility to train his subordinates. But after sometime, when he found that the company is now flourishing flawlessly and doesnt need him anymore, he began to get discouraged as his fourth level of need that was self-esteem needs according to Maslow was not satisfied. To satisfy his need for self-esteem and respect by others, he even got ready to work at reduced salary. He started taking the class for the floor workers. He become very dedicated and committed to work, what he was doing right now as his needs were satisfied. Moreover, Gibson got highly motivated which in turn helped in motivating the other workers also and made them to perform better. He was successful in improving the productivity and performance of floor level also which was at time was not considered that important. Employees turnover and absenteeism was also reduced which further ensured the effective production. Now, Gibson was also not that concerned about the salary or bonus that he was getting instead he was satisfied with what he has achieved with his full potential. 3.3 Importance of motivation of employees. Good relationships with employees increase the level of satisfaction among employees and thus enhance the efficiency in production. Work culture becomes much more open and healthy that makes the employees to concentrate more on their task rather than unproductive things (Wicker, 2009). Motivation plays a vital role in making the good and healthy relation with employees and hence creating a strong work culture. As in this case study, it was observed that highly motivated employees worked much better and efficiently as compared to others. Motivating employees time-to time avoids the flaws in their performance and also make them loyal and committed towards the organization (Suviliean, 2003). Every person has some or other hidden skills and talent, that when channelized properly can bring the drastic change. So, it is important for manager of every organization to understand his employees needs and motives and thus influencing and guiding him in the way through which the employees competencies and capabilities can be optimally utilized in order to improve the overall performance of organization.

CASE STUDY 4- TEAMS AT THOMPSON RV WHOLESALE SUPPLY AND DISTRIBUTION COMPANY LO4 UNDERSTANDING THE MECHANISM FOR DEVELOPING EFFECTIVE TEAM WORK IN ORGANIZATION
4.1 Behavioral factors to be considered to restructure the company to team based model Team-based model vary from the traditional directive and hierarchical organization. Rather than having the manager or supervisor that monitors the activities of other employees, team based organization focuses on achieving the goals together (Guide to managing and Optimizing Team Performance. 2012). Major factors that should be considered to restructure the company to team based mode are as follows: Time frame: Team based organization is not about the instant change, it requires the proper time in its complete implementation and sufficient time to the employees is also required so that they can adapt themselves with the changes. Shared Leadership: While introducing the change, Alan should ensure the leader to be strong who can direct the team towards the effective attainment of the company mission. Leader should be able to make its team work collectively for the goals (Avolio and Gardener, 2005). Skills and competencies: Alan should also consider skills, competencies and capabilities of every employees and accordingly they should be delegated the responsibility. With this, Alan would be able to channelize its employees efforts and resources in right direction. 4.2 Factors those are important to promote the development of effective team work in company. The effective teams can provide the company with the powerful competitive advantage over others. The company can utilize this strategy to increase the customers service, quality of service, reduce costs and thus improve productivity (Dubrin, 2008). Furthermore, employees morale also gets improved as they are given the opportunity to participate in the decision making, taking the new responsibilities and also increase their value in organization as well as in market. Some of the important factors to build the effective and high performance teams are such as developing the trust and respect among employees, new ideas and creativity should be

encouraged, coordination should be facilitated and sense of belongingness is also main factor to hold the team together. 4.3 Other options in terms of technology Alan has to enhance the effectiveness of proposed team based arrangement As the company offers various services to the customers including placing order on phone or by mail and also making payment easily, thus it has clearly made the roles and duties of every employees and what functions they have to perform and thus it has ensured any confusion and conflicts (Leigh and Maynard, 2002). Alan has adopted the good management policy in which employees are equally and fairly treated and are guided to provide quality services that makes the customer satisfied. It is observed that Alan is assertive which on one side made the employees loyal toward him and also ensured that they cannot take any undue advantage of Alan.

CONCLUSION
In this report, by studying the various organizations, its practices, leadership style, motivation factors and team performance, it can be concluded that for every business whether big or small, marinating healthy relation with employees is very crucial. The manager should be aware of his employees needs, feelings, his skills and then he should influence him in a suitable way. Following a particular leadership and management style cannot be fruitful. It is also important for organization to adapt itself with the changes in business environment. Policies and practices should be timely reviewed and revised. Lastly, to sum up, it can be said that employees when managed effectively can prove to be the asset for the company (Sulivian, 2003).

REFERENCES
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Josse, D., and Robert, D., 2007. Signaling and screening of workers motivation. Journal of Economic Behaviour & Organization. 62. Pp. 605624. Kilmann, R. H., and Thomas, A. W., 2005. Interpersonal Conflict-Handling Behavior as Reflections of Jungian Personality Dimensions. Psychological Report, 37(3). pp.971-980. Mathur, S.K. and Gupta, S.K., 2012. Outside factors influencing behavior of employees in organizations. International Journal of Information and Education Technology. 2(1). Milne, P., 2007. Motivation, incentives and organisational culture. Journal of Knowledge Management. 11(6). pp.28 38. Rashford, N. S. and Coghlan, D. 1989. Integrating Organizational Behavior and Business Policy through Organisational Levels. Leadership & Organization Development Journal. 10(1). pp.3-8. Richards, J. 2008. The many approaches to organizational misbehavior: A review, map and research agenda. Employee Relations. 30(6). pp.653-678. Sulivian, J. J., 2003. Self Theories and Employee Motivation. Journal of Management. 15(2). Pp.345-363. Online and PDF Guide to managing and Optimising Team Performance. 2012. [Online]. Available at: <http://www.adm.monash.edu.au/human-resources/leadership-development/teamperformance.html>. [Accessed on 28th February 2013]. Kricher, L.D., Best Practices of Team Based Organizations. [pdf]. Available through: < http://www.camcinstitute.org/university/pages/toolkit/0407/ddi_bestpracticesteambasedor ganizations_wp.pdf>. [Accessed on 28th February 2013]. Manager's Role in Successful Employee Motivation. 2013. [Online]. Available through: < http://humanresources.about.com/od/motivationsuccess/Managers_Role_in_Successful_E mployee_Motivation.htm>. [Accessed on 28th February 2013]. Organisational Culture. 2011. [pdf]. Available through: < http://www.moltraining.co.uk/sites/default/files/pdf/management/bifm/BIFM4culture.pdf> . [Accessed on 28th February 2013]. Organizational culture. 2013. [Online]. Available through: < http://www.businessdictionary.com/definition/organizational-culture.html>. [Accessed on 28th February 2013]. What type of Leadership style works best?. 2011. [Online]. Available through: < http://www.supplymanagement.com/news/2011/what-type-of-leadership-style-worksbest/>. [Accessed on 28th February 2013].

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