Contents Samsung Electronics.................................................................................................4 Sony Electronics........................................................................................................5 Organizational Structure of Samsung......................................................................6 Organizational Culture.............................................................................................10 Factors which influence individual behaviour at Sony and Samsung...............16 Leadership Styles.....................................................................................................18 Leadership styles followed by Sony and Samsung.............................................19 Approach at Sony and Samsung............................................................................20 Evaluation of approaches at Sony and Samsung.................................................21 Motivational Theories...............................................................................................26 Tuckman’s Theory of Group Dynamics..................................................................29 Factors that promote effective teamwork..............................................................32 Factors that inhibit effective teamwork.................................................................34 Technologies used at Sony and Samsung for the functioning of the Organisation..............................................................................................................34 Bibliography..............................................................................................................35
Diagrams Figure 1........................................................................................................................4 Figure 2........................................................................................................................5 Figure 3........................................................................................................................6 Figure 4........................................................................................................................7 Figure 5........................................................................................................................9 Figure 6........................................................................................................................9 Figure 7......................................................................................................................10 Figure 8......................................................................................................................13 Figure 9......................................................................................................................14 Figure 10....................................................................................................................15 Figure 11....................................................................................................................18 Figure 12....................................................................................................................21 Figure 13....................................................................................................................23 Figure 14....................................................................................................................23 Figure 15....................................................................................................................24 Figure 16....................................................................................................................24 Figure 17....................................................................................................................29 Figure 18....................................................................................................................33 Figure 19....................................................................................................................33 Figure 20....................................................................................................................35
Executive Summary In this report the author has explained the relationship between behaviour of people and the organizations they work at. Two companies, which have been selected for the report, are SONY and SAMSUNG. Both the companies fall under the ‘electronics’ sector of the market. This report has been worked in group study, hence the data of the group members could be on similar lines. Their organizations structures and cultures have been compared and contrasted, taking the secondary information in consideration. The impact on business’s performance by different aspects like work culture, behaviour and many more has been discussed in the report. Different leadership styles have been discussed along with their impact on the motivation. The importance of team work in the organization has been explained and the information technology used in every organization for efficient communication. The author has independently worked on this assignment. This report has been made with the help of the module tutor. She cleared the concepts and guided the author throughout the assignment.
Samsung Electronics Company Background Samsung Electronics is an electronics Samson. One of the world's largest semiconductor manufacturers, Samsung Electronics is also South Korea's top electronics company. It makes many kinds of consumer devices, including DVD players, digital TVs, and digital still cameras; computers, colour monitors, LCD panels, and printers; semiconductors such as DRAMs, static RAMs, flash memory, and display drivers; and communications devices ranging from wireless handsets and smartphones to networking gear. The company, which is the flagship member of Samsung Group, also makes microwave ovens, refrigerators, air conditioners, and washing machines. Nearly half of sales come from the Asia/Pacific region. Source: www.hoovers.com
Vision and Mission statement As stated in its new motto, Samsung Electronics' vision for the new decade is, "Inspire the World, Create the Future." This new vision reflects Samsung Electronics’ commitment to inspiring its communities by leveraging Samsung's three key strengths: “New Technology,” “Innovative Products,” and “Creative Solutions.” -- and to promoting new value for Samsung's core networks -- Industry, Partners, and Employees. Through these efforts, Samsung hopes to contribute to a better world and a richer experience for all.
Figure 1
As part of this vision, Samsung has mapped out a specific plan of reaching $400 billion in revenue and becoming one of the world’s top five brands by 2020. To this end, Samsung has also established three strategic approaches in its management: “Creativity,” “Partnership,” and “Talent.”
Samsung is excited about the future. As we build on our previous accomplishments, we look forward to exploring new territories, including health, medicine, and biotechnology. Samsung is committed to being a creative leader in new markets and becoming a truly No. 1 business going forward.
Figure 2
Source: www.samsung.com
Sony Electronics Company Background Sony Corporation (Sony), incorporated on May 7, 1946, is engaged in the development, design, manufacture, and sale of various kinds of electronic equipment, instruments, and devices for consumer, professional and industrial markets, as well as game consoles and software. The Company's manufacturing facilities are located in Asia, including Japan. Sony also utilizes third-party contract manufacturers for certain products. Sony's products are marketed throughout the world by sales subsidiaries and unaffiliated distributors, as well as direct sales through the Internet. Sony is engaged in the production, acquisition and distribution of motion pictures and television programming and the operation of television and digital networks. Its segments include Mobile Communications, Game & Network Services, Imaging Products & Solutions, Home Entertainment & Sound, Devices, Pictures, Music, Financial services and all other. Source: www.reuters.com
Vision and mission Mission statement: Our mission is to offer the opportunity to create and fulfil dreams to all kinds of people, indulge shareholders, customers, employees, and business partners. We pledge to continue to take on the advantage of preserving Sony’s position as a unique and creative company.
LO 1.1: compare and contrast different organizational structures and culture Organizational Structure of Samsung
Figure 3
Analysis The figure given above is the organizational structure of Samsung. They have chosen a tall structure rather than a flat structure. This structure falls under the classification of 'FUNCTIONAL STRUCTURE', that is the point at which the offices are ordered under the principle head of capacities. For this situation the diverse capacities are: Consumer Electronics, IT & portable specialized, Device arrangements and collaborate administration. Under each of these divisions comes the interior capacity, for example, under gadget arrangements: Money, SISI and LED business. The reason of changing to a tall structure could be to have specialization in the association with higher profitability and productivity. Yet, the organization may need on cooperation and communication between two divisions, which would be exceptionally hard to oversee.
Organizational Structure of Sony
Figure 4
Analysis Sony has recently changed its structure from being a tall structure to a flat structure. The reason being because of the outside environment sway, for instance, the Asian money related emergencies, the consistently growing competition, furthermore within business issues like the low profitability, the advantages of Sony has been reduced definitely since 1998. Thus the organization expected to execute some revamping arrangement to respond to those worries. As demonstrated by the remaking game plan avowed in March 1999, the gathering's structure was divisional and more decentralized, with a particular finished objective to seize further improvement open entryways in the 21st century. Sony has now decided to take after a 'DIVISIONAL STRUCTURE', which is the point at which they separate their areas of expertise into the items they are offering. For Sony's situation the offices are: Digital Imaging, Sony music entertainment, etcetera. We can likewise see that one administrator each is taking care of each division. The great piece of this structure can be that the work is more efficient and parts are clear, likewise the division is extremely independent and specialization can happen. In any case, expanding expenses and a lot of independence can be a downside of this structure.
Comparison and Contrasting of the two Structures The comparison of both the structures are further clarified in a table underneath:
POINT OF
SONY
SAMSUNG
It is a FLAT ORGANIZATION.
It is a TALL ORGANIZATION.
DIFFRENCIATI ON:
TYPE:
Sony has a DIVISIONAL
Samsung has a
structure; departments
FUNCTIONAL structure;
are divided according to
departments are divided
their products.
according to the functions they perform.
SPAN OF CONTROL:
FORMILIZATION:
Wider: Here there are few managers. Every
numerous supervisors.
supervisor needs to
Every supervisor needs to
oversee numerous
oversee just few
subordinates.
subordinates.
Sony is a formalized organization.
COMMUNICATION:
Narrow: Here there are
Communication is not be
Samsung is a departmentalized organization.
Communication may differ and
contorted and postponed
delayed on the grounds that
in light of the fact that
there many levels of
there are few levels of
management.
management. DECISION MAKNG:
PRESSURE ON MANAGERS:
Decision-making is quick
Decision-making is slow because
because there are few
there are many levels of
levels of management.
management.
There is more pressure on the
There is less pressure on
managers in light of the
managers because they
fact that they have
have only few subordinates
significantly more
to supervise.
subordinates to supervise.
Figure 5
Figure 6
POINT OF SIMMILARITIE S: SPECIALIZATION:
Specialization is conceivable in both the organizations; Sony can specialize as it's a divisional structure and focus can be on one product and Samsung can practice as it's a functional structure and focus can be on just that one function.
AUTHORIZATION:
There is one CEO at the head level of both the organizations, who has the final authority to take decisions.
DEPARTMENTS:
They share a couple of common departments since both the organizations are from the same sector. For example ‘Digital Imaging and Mobile Communications’ exist in both.
Analysis: Subsequent to contemplating the structures of both the association it can be said that, both the structures are fit for the attributes of work did by the given association. Like Sony is a flat organizations with divisions, that helps them to decrease the observing, facilitate the communication process and make it snappy and additionally complete errands effectively as there are more number of individuals inside of a given office. While discussing Samsung, their tall structure suits their attributes of their activities as they have partitioned their specializations into distinctive functions. In this manner tall structure permits the communication procedure to be more stringent and verifies that messages sent are strictly followed. Tall structure additionally permits centralization along these lines leaving less space for mistake yet in the meantime tall structure makes an immense mental crevice between the most minimal level representative and top-level administration. Along these lines it can be finished up by saying that every kind of structure has its own focal points and burdens, and similarity relies on a few components including the work's way being done inside of an organization.
Organizational Culture
Figure 7
IB business and management Hoang P, 2012 (page: 267) defines it as, “Organization culture describes the traditions and norms within an organization which are ought to be followed, dress code, work ethos and attitude towards punctuality.” An organizational culture fundamentally comprises of the demeanour and view of individuals in the association and how they respond to their environment.
Culture at Samsung Samsung acknowledges that to accomplish the essential interests of human, and to improve the human's work individual fulfilment for the Samsung bounden legitimate commitment. As an attempt, Samsung will make the best things and administrations, with the objective that customers get the fullest satisfaction to upgrade the human individual satisfaction, advertise the customary redirections of human. At Samsung, they take after basic business logic: to commit their ability and engineering to making better items and administrations that help than a superior worldwide society. Reliably, their family breathe life into this objectivity. Pioneers examine for the brightest ability from great distances abroad and accommodate them the benefits they must be the best at what they do. The outcome is that most of their things – from memory chips that assist associations with putting away major figuring out how to cell phones that join people transversely over terrains – can enhance lives. That is the thing that enormously enhancing the circumstance overall society speaks the truth. They acknowledge that living by strong qualities is the best approach to incredible business. At Samsung, an intensive arrangement of acknowledged tenets and these middle qualities are at the heart of every decision they make. In the wake of contemplating the way of life, the way of life of Samsung uncovers that Person society is the second most overwhelming society at Samsung.
Samsung has confidence in the advancement of its workers and hence contributes a lot of cash and time in the instructional meetings for its designers and representatives so they could be all around prepared and perform with more proficiency. Culture at Sony It is Sony's customer centred on excursion for splendour and predictable improvement that have made them so productive. Regardless, one must consider the association's late advantage setback similar to an outcome of the steady progression and era of new hardware as these have taken focus rather than concentrating on advantage and incident decrees have reliably been a bit of Sony since its beginning days. For each productive item, R&D cost consistently ran superfluously high that they pushed the firm to the edge of indebtedness. The association made sense of how to presenting so as to bring back its incidents another society. For each new thing an endeavour was made which was financed by Sony and dismissed by a senior part. This allowed Sony to expand its try whilst allowing new pursuits power and specifically self-tenet to supervise and control each claim to fame unit. It was this new strategy for organization that enabled Sony to make both broader endeavour and moreover another business culture. Cultural Differences and Similarities Differences: The most prominent culture present at Samsung is the ROLE culture. In the role culture, the power of making decisions flows for one person in position, that is the CEO at Samsung. The CEO at Samsung controls the whole functioning of the organisation and delegates work to every department. Roles are explained and made clear to the employees and have to perform the same task daily. Whereas in Sony, TASK culture is running through the veins of the organisation. In task culture, employees are delegated with particular tasks that are to be performed along with their daily routine work. It has been very evident that Sony has been participating in many other co-curriculum activities simultaneously with their routine work.
DIFFERENCES IN CULTURES
SAMSUNG
SONY
ROLE CULTURE IS PRESENT
TASK CULTURE IS PRESENT
SIMILARITIES IN CULTURES PERSON CULTURE IS PRESENT IN BOTH THE ORGANIZATIONS
In addition to the dominant cultures in both the organizations, There is a person culture that is present in both Samsung as well as Sony. Both the organizations believe in the development their employees and hence invests a large sum of money and time to in training sessions for its engineers and employees so that they could be well equipped and perform with more efficiency. 1.2: Explain how the relationship between an organization’s structure and culture can impact on the performance of the business Interrelation between Organization’s Structure and Culture: Structure and Culture are important factors that determine an organisation’s success. An organisation that works by considering such viewpoints would not experience much difficulty in attracting buyers and expanding rivalry. Whether a firm is small or vast in size, its viability depends on the structure of the firm is. If a firm can keep up a powerful culture, it tends to create decently arranged hierarchical structure which makes it simple for the business directors to execute changes and accomplish achievements. But again, the organisational structure refers to the infrastructure, strategies and practices used in that infrastructure. The routine and practices support an organisation’s culture to work with skill and efficiency. Organisational culture incorporates issues like how administration functions, which particular responsibilities administrators have and how issues may be gone through unmistakable hierarchical levels. Every one of these issues related to culture are particularly identified with how an associations' definitive structure meets desires. Despite this, there are moreover a couple of distinctive issues related to culture that must be resolved through an effective authoritative structure. For feasible execution of business it is critical to determine these issues as else it would not be possible to accomplish chosen objectives and goals. Analysis It has been discussed in 1.1 that Samsung consists of a tall structure with functional divisions. Strength of "role culture" is seen in Samsung as the chain of command is tall and each office concentrates on a specific function making roles clear to the employees. The organisational idea for this structure is joined arrangement of roles in a reasonable way keeping in mind the end goal to complete the work productively. Such sort of structures flourish with routine tasks. Freedom is not extremely obvious in role culture. There is role clarity amongst every one of the employees as the assignments are very much characterized.
Person culture is also a dominant culture in Samsung. This culture plays an important role in the organisation. Samsung takes care of their employees and also provides them with special other benefits. As a result, employees are satisfied and motivated and can work efficiently, ultimately affecting the business productivity. This can be reflected in the organizations yearly report as they have been propelling a stage each year. They concentrate on quarterly reports, which helps expanding the productivity and the business execution all in all. From the underneath figures it is clear that Samsung's sales have expanded from 165,002 billion KRW in 2011 to 228,693 billion KRW in 2013. This has additionally influenced the association's benefits by an increment of 21,141 billion KRW. Samsung has been winning on a large amount of market share for different items, for instance 36% sales in overall industry in TV's.
Figure 8
(Annual reports of Samsung) (Source: Samsungaudits, 2013)
Figure 9
(Increasing market share for Samsung in every field) (Source: Samsungaudits, 2013)
Figure 10
(Awards won by Samsung) (Source: samsung.com, 2015)
1.3: Discuss the factors that affect individual behaviour at work The piece of work has changed all through the world as a result of budgetary conditions and social requests. At first, work was a matter of need and survival. As the years advanced, the role of "work" has developed and the workforce's association has changed. Today, work still is a need anyway it should be a wellspring of individual satisfaction as well. One of the vehicles to help give achievement of individual and master destinations is work-life benefits and tasks that also serve to study the behaviour of an individual and the parts impacting the behaviour at work. DEMOGRAPHIC FACTOR: The demographic variables could be judged on the premise of age, race, training, nationality etcetera. Affiliations slant toward persons that fit in with great socio economic background, general taught, youthful thus on as they are acknowledged to be performing better than the others. The youthful and element specialists that have incredible educational establishment and intense social capacities are continually in uncommon hobby. The examination of demographic variables is imperative as it helps managers to pick the suitable confident for a particular job. ATTITUDE FACTOR: As indicated by analysts, state of mind may be portrayed as a slant to respond decidedly or unfavourably to particular articles, persons or circumstances. The components, for instance, family, society, society, partners and legitimate variables affect the making of demeanour. The administrators in an affiliation need to concentrate on the variables related to occupation as to make the workplace in a perfect way that labourers are lured to structure a helpful perspective towards their specific jobs. The specialists can perform better in the relationship if they structure a motivational state of mind. PERCEPTION FACTOR: The subjective methodology suggested for deciphering the ecological helps in a genuine way is implied as acknowledgement. Every individual on the reason of his/he reference can orchestrate and decipher common supports. Numerous segments affect the impression of a solitary individual. The examination of perception expect key part for the supervisors. It is indispensable for troughs to make the perfect workplace with the objective that delegates see them in most incredible way. The labourers are at risk to perform better if they are going to see it in a positive way. ABILITIES AND SKILL FACTOR: The physical furthest reaches of a solitary individual to accomplish something may be termed as ability. Expertise may be described as the capacity to act in a way that allows a person to perform well. The individual behaviour and execution is extremely influenced by capacity and abilities. An individual can perform well in the affiliation if his abilities and aptitudes are coordinated with the job need. The bosses expect key part in coordinating the limits and abilities of the labourers with the particular occupation essential.
Factors which influence individual behaviour at Sony and Samsung: Demographic Factor: Sony focuses on hiring candidates on the basis of age, qualification and a good socio economic background.
Young people are preferred at Sony while Samsung has no specific age restrictions. Even when it comes to qualifications, Samsung has no restrictions whereas Sony prefers newly graduated candidates for they believe in new ideas and innovation flowing in. Both organisations emphasize on having a complete background check of their candidates and once they are convinced, the candidates can get hired. Ability and Skill factor: Employees are hired on the basis of skill in both the organisations. Both the organisations come under electronics and hence require smartly skilled engineers. Sony prefers candidates with “out of the box thinking” capabilities. Samsung is more interested in hiring candidates who are more experienced. Attitude: There is a difference in attitude between people working at Sony and Samsung. Samsung is more formal when it comes to communication process and suggestions as compared to Sony. Sony’s employees believe that the employees should be informal in approach and suggestions and ideas should flow easily to the top level management.
LO 2.1: Compare the effectiveness of different leadership styles in different organisations Leadership Styles Leadership is a way in which people alter other peoples’ minds in order to take the organization to the next level. There are four main leadership styles.
Figure 11
(Leadership styles) (Source: (Linc.ucy.ac.cy, 2014), (blogspot.com, 2014), (Img.bhs4.com, 2014))
AUTOCRATIC: In an autocratic leadership style, the individual in control has downright power and control over choice making. By temperance of their position and employment obligations, they control the endeavours of the group, as well as supervise them for completion –often under close examination This style is reminiscent of the oldest tribes and realms. Clearly, the historical movement to majority rules system brings a negative essence to absolutism, yet in a few circumstances, it
is the most appropriate of leadership. That, obviously, doesn't mean a free pass to disregard the wellbeing of his subordinate. The perfect example for this leadership would be “Military”. This is where control is the main key and it is highly professional and disciplined. DEMOCRATIC: The democratic leadership style is an exceptionally open and collegial style of running a group. Thoughts move uninhibitedly amongst the group and are talked about candidly. Everybody is given a seat at the table, and talk is generally free streaming. This style is required in dynamic and quickly changing situations where almost no might be taken as a consistent. In these quick moving associations, each alternative for development must be considered to keep the gathering from dropping out of date. The democratic leadership style means encouraging the discussion, urging individuals to impart their thoughts, and afterward orchestrating all the accessible data into the best conceivable choice. The democratic pioneer should likewise have the capacity to convey that choice once again to the gathering to bring solidarity the arrangement is picked. LAIZZE-FAIRE: The expression laissez-faire is French and truly signifies "let [them] do", yet it comprehensively intimates "let it be," "given them a chance to do as they will," or "allow them to do as they will". The laissez-faire authority style is also called the "hands-off" style. It is one in which the manager gives no or less direction to the employees and a lot of freedom. All power or force is given to the representatives and they must focus objectives, make decisions, and resolve issues on their own. PATERNALISTIC: Paternalistic leadership is an approach that is based, deliberately or unintentionally, on the thought that the pioneer is in a superior position than the adherents to know best what is useful for the association, or the supporters. Basically it’s the "pioneer as master father figure". A paternalistic administration style is a type of administration whereby administrators give careful consideration to the social parts of their workers; they are concerned with keeping them joyful and roused, and go about as a kind of father figure to the representatives. In such an administration style, choices are made with the best diversions of the specialists on a basic level.
Leadership styles followed by Sony and Samsung Sony: To begin with; Sony has a "PATERNALISTIC" leadership style approach which is being followed in their organisation.
As discussed before, a paternalistic leadership style is the point at which the head power sets an illustration as a father figure for the workers and aides them to achieve the same level as his youngsters. Sony has a CEO at the top-level administration who goes about as the father figure for the representatives. Howard Stringer; the first non-Japanese man who have been picked as the Sony Corporation's executive and CEO; turning Sony around to higher advantage in just two years after he accepted control. He had been chosen when Sony's total salary were exhibiting negative improvement. Stringer exhibits his abilities as an effective pioneer by demonstrating his advanced turnaround techniques moreover his initiative styles and exercises. Samsung: Proceeding onward to Samsung; after an exploration led by the author he infers that Samsung takes after "SITUATIONAL" leadership methodology. This is the blend of every one of the 4 leadership styles and the manager needs to utilize this leadership style with readiness. Situational leadership is a leadership style that has been created and analysed by Kenneth Blanchard and Paul Hersey. Situational leadership insinuates when the leader or manager of an organisation must modify his style to fit the headway level of the disciples he is endeavouring to affect. With situational organization, it is subordinate upon the manager to change his style, not the devotee to adjust to the leader’s style. In situational leadership, the style may change diligently to help other people in the organisation focused around the circumstances.
2.2: Explain how organisational theory underpins the practice of management Approach at Sony and Samsung: The author has interpreted that Sony follows system approach at its organization. According to Shawn Grimsly, “Systems approach treats an organization as a system. A system can be either closed or open, but most approaches treat an organization as an open system. An open system interacts with its environment by way of inputs, throughputs and outputs.” Fundamentally system approach is the point at which the whole organisation is separated into diverse departments, such as, production, marketing, finance; and every one of these departments cooperate to accomplish a typical objective as a system. Sony as of late reshaped their quality management system by re-examining quality management systems in every one of the procedures right from development of the item to its servicing. This has included redefining the roles, obligations of the responsible managers in the system. Sony has designated quality officers inside of every business unit and has tasked them with leading item and business-particular activities under the supervision of the Corporate Executive responsible for Product Quality and Safety and the senior executive of the relevant unit; it has additionally held standard quality technique gatherings, attended by top management, which work as a definitive choice making power for quality in the Electronics business, to ponder and settle on policy, strategies and targets identified with item quality, and also key measures to further enhance quality.
Figure 12
(Sony’s system management) (Source: sony.net, 2015)
In comparison, Samsung follows “HUMAN RELATION” approach to its management. Samsung invests a lot in preparing and building up the representative staff, as it trusts that the accomplishment of its business is in the hands of workers.
2.3: Evaluate the different approaches to management used by different organisations Evaluation of approaches at Sony and Samsung: To begin with Sony and framework methodology took after by them, it gives the manager a state of mind about the job of overseeing and uncovers a chance for him to be thinking about the organisation in general for accomplishing overall effectiveness. Where as in human relation approach followed at Samsung, they have faith in the significance of feelings and view of an individual. They handle a situation involving feelings of the workers. System approach gives a sense of direction to the association and the whole association lives up to accomplishing that normal objective. This approach aids interaction within the environment of the organisation.
System approach is considered as an abstract approach, it is very vague in nature and doesn’t have any practical importance. It lacks universality. On the other hand the drawback with human relation approach is that it’s not multi-dimensional and doesn’t cover the macro environment. System theory doesn’t specify the nature of interactions and interdependences. So it is not clear whether formal or informal interaction methods should be chosen. Understanding human behaviour can better place managers who follow human relation approach but associating management with human behaviour is unsuitable.
3.1: Discuss the impact that different leadership styles may have on motivation in organisations in periods of change
Figure 13
(Sony’s leaders before and after point of change) (Source: wikimedia, 2013)
Figure 14
(Samsung’s leaders before and after point of change) (Source: Fieldwork)
Figure 15
(Samsung’s scenario) (Source: fieldwork)
Figure 16
(Sony’s scenario) (Source: Fieldwork)
At Sony
Kazuo Hirai had been authoritatively been appointed as the new president and CEO of Sony in 2012. Mr.Hirai replaced Mr.Howard Stringer, although he remained the chairman of the company. Mr. Hirai, currently executive deputee president of Sony said that the administration is confronting a discriminating circumstance after the misfortunes made by the firm seven years in succession. Rivals like Apple, Samsung, and Microsoft are not going to make the coming years any less difficult. Mr. Stringer before giving over his seat to Mr. Hirai said that Mr. Hirai is an exceptionally focused employee whose work is past the points of confinement in the skies. Mr. Hirai's solid headedness and diverse leadership could assist with companying recoup the misfortunes and develop much faster. Mr. Stringer had been on the edge of his seat for a year, he followed an autocratic style of leadership. As discussed earlier, autocratic style of leader is where the head of authority (Mr. Stringer) takes most of the decision by themselves. Opinions and suggestions are not encouraged. He motivated his employees in monetary terms and non-monetary terms. He provided them bonuses and perks which took care of their basic needs. However, the esteem needs and growth of the employees was not cared for. On the other hand, Mr. Hirai utilized "TRANSFORMATIONAL" leadership style to motivate his workers. A feeling of belongingness was made when worker's sentiments were considered and they demonstrated more warmth towards the organization and the performance improved eventually. Transformational leadership is a kind of leadership style that accepts to rouse positive changes in the individuals who work under them. At Samsung Lee Kun-hee joined the Samsung Group in 1968 and took control over the chairmanship on December 1, 1987, just two weeks after the death of his father, Lee Byung-chul, who built Samsung. Lee Kun-hee established Samsung worldwide after had taken over. He hired foreign workers and the local workers were let out as he attempted to cultivate a more worldwide state of mind to working together. Lee broadly said in 1993 "Change everything with the exception of your wife and children" and valid to his statement Samsung had endeavoured to change Korean society significantly that swarmed with Samsung until this point. Lee Kun-hee followed a democratic style of leadership. He adopted foreign working culture. He believed non-monetary motivation to be equally important as monetary motivation. Then again Mr. Lee Byung-chul dependably had an "autocratic" way to deal with administration. He got a kick out of the chance to settle on every one of the choices independent from anyone with no recommendations from his colleagues. Money was the primary motivation which Mr. Lee Byung-chul offered to his employees, he believed that as long as they are getting paid they would be inspired. This was not the situation with Lee Kun-hee.
3.2: Compare the application of different motivational theories within the workplace MOTIVATIONAL THEORIES Samsung follows Maslow’s need hierarchy theory in their organisation. Psychologist Abraham Maslow first created his famous theory of individual development and motivation in the 1940′s. He explains that human beings have a hierarchy of needs. That is, that all humans act in a way which will address basic needs, before moving on to satisfy other, so-called higher level needs. This can be explained by the following points: Physiological needs are the basic needs that a human needs in order to survive, which are food shelter and clothing. Samsung gives welfare advantages and recompense for representatives as well as their families. Cafeteria services: They give free goes to Caribbean Bay 365 days a year to bolster lively work life through rest and unwinding. Education: education is provided for the representative's kids, so the workers can work with lesser weight of their youngsters' future. Housing: House rent allowances are given to all the employees as a spark. Uniform allowance: this allowance is given to the more elevated amount of power, it empowers them to buy suitable apparel for work. Safety needs are the second needs in the hierarchy, they incorporate the safety of workers and security of their employments. Employee pension plan: Samsung offers their workers consistent representative benefits arrangement until retirement at 3% of their wages. This guarantees security to the representatives even after they get resigned. So they can work all the more effectively with an anxiety free mentality about their future. Health and Medical Expense Support: Samsung gives health check-ups every year to workers matured more than 40 years and biannually for the individuals who are more than 30 to 39. These costs are paid by the organization. Lesson a mental and budgetary weight by supporting medicinal costs of a worker and his or her life partner as an after effect of mischances and sicknesses. Social needs in Maslow's progressive system incorporate such things as pleasant associates, acknowledgment and having a place. At this level, the requirement for enthusiastic connections drives human conduct. A things' percentage that fulfil this need include: Friendships through casual gatherings. Fitness Centre Support: They run a wellness focus in each business site keeping in mind the end goal to enhance the personal satisfaction through lively and sound way of life taking into account general activities.
Club Support: Through sound club exercises identified with games and leisure activities, advance companionship among representatives and give a chance to take part in selfimprovement so they can work with energy. The fourth level in Maslow's hierarchy of needs is based on emotions and the need for selfesteem and self-respect. Accomplishing the first four levels of needs ultimately leads to the last stage of needs, which is based on peak experiences and self-actualization. Rewards are given to employees who work efficiently and achieve their targets: they provide vacations to the employees in condos in resorts purchased by the company. Appraisals from the mangers: appreciation is always the best way of motivating an employee and is absolutely free of cost. It creates a sense of belongingness in employees. Job enrichment: employees are offered better job profiles when they perform their tasks well. This works as a good motivator for people as they grow in their professional life. Sony follows Two Factor Theory, also known as, Herzberg's Motivation Theory Professor Frederick Irving Herzberg created this theory. It proposes that two motivating factors govern behaviour: those that expand an individual’s general satisfaction and hygiene factors considers that give no satisfaction, however make serious disappointment if missing. This theory separates between behavioural needs; depicting the reasons why workers need particular things and permitting a manager to better regulate their inspiration.
3.3: Evaluate the usefulness of a motivation theory for managers Motivational theories have been given a ton of significance as of late. Managers have comprehended recently that paying the workers with a not too bad compensation is insufficient, they likewise should be motivated by different means for better execution. To begin with MASLOW'S NEED HIERARCHY THEORY; this theory has picked up a lot of prevalence. With the assistance of this theory workers get motivated to climb the stepping stool from fundamental which Maslow terms as the physiological needs to the higher needs in the chain of importance. Employees are mindful of where they have a place in the hierarchy and may work harder to move upwards. Predominantly this theory empowers managers to investigate employee behaviour in different circumstances, managers then make an endeavour to motivate them appropriately. For instance if an employee is at the lower phases of the hierarchy, they could be spurred by money related motivators like reward and giving them professional stability. In correlation if an employee has come to the higher levels of hierarchy they wouldn't just be spurred by just budgetary motivations additionally they would expect development opportunities and occupation improvement. Even this theory is widely popular, there have equal amount of criticism by other people. One of the principle issues with Maslow's need theory is that, it may not be vital that all people have the same arrangement of necessities. The greater part of them are fulfilled once their physiological and safety needs are accomplished, it is seen that relatively few individuals strive to get to higher level of hierarchy. Finally, individuals may not take after the same example as the hierarchy proposed by Maslow. There are distinctive sorts of individuals with diverse states of mind, a few individuals need to accomplish the self-actualization stage despite the fact that their essential needs are not satisfied.
Proceeding onward to HERZBERG'S TWO FACTOR THEORY, which comprises of Job dissatisfying factors and job motivational factors. This theory empowers managers to enhance motivational levels by giving particular activity proposal. Job enrichment is an extra commitment by Herzberg in the theory. Job enrichment is a variety in the errand, it adds new to occupation fulfilment by expanding the level of obligation of the employees. Herzberg has emphasized the requirement for expanded comprehension of the part of motivation in associations. He separates between the "motivating factors" and "job dissatisfying factors". In the first which is "job dissatisfying factors" he has explained that if these factors are available in the association then it will simply keep the employees satisfied yet it won’t motivate them, such as essential pay. In the second part he has talked about the "motivating factors" which relate to those factors by which the employees would be spurred to work, for example, fringe benefits.
LO 4.1: explain the nature of groups and group behaviour within organizations
TUCKMAN’S THEORY OF GROUP DYNAMICS Team building is a concept, which is explained by TUCKMAN with his theory. Tuckman has divided the entire process of the event into 5 stages, which any new team would go through right from forming to adjourning. About the Model Psychologist Bruce Tuckman first developed the four stages "forming, storming, norming, and performing" in the 1965 article, “Developmental Sequence in small groups”. He described the path that most teams follow in order to achieve better performance. He added a fifth stage, "adjourning" later on.
Figure 17
(Tuckman’s theory of group dynamic)
Forming High dependence on leader for guidance and direction. Little agreement on team aims other than received from leader. Individual roles and responsibilities are unclear. Leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. Processes are often ignored. Members test tolerance of system and leader. Leader
Storming
Decisions don't come easily within group. Team members vie for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members. Clarity of purpose increases but plenty of uncertainties persist. Cliques and factions form and there may be power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. Norming Agreement and consensus largely forms among the team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. Leader facilitates and enables. Performing The team is more strategically aware; the team knows clearly why it is doing what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader. There is a focus on over-achieving goals, and the team makes most of the decisions against criteria agreed with the leader. The team has a high degree of autonomy. Disagreements occur but now they are resolved within the team positively, and necessary changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. Team members look after each other. The team requires delegated tasks and projects from the leader. The team does not need to be instructed or assisted. Team members might ask for assistance from the leader with personal and interpersonal development. Leader delegates and oversees. Adjourning This is the final stage of the process and teams may be disbanded through organizational restructuring here. This may be in a good way or bad depending upon the closeness of the team members. (Source: businessballs.com, 2015)
Tuckman’s theory at: Sony: Sony arranges a Corporate Financial Advisory group program, in this program the finest financial advisers are browsed from the finance division and they all meet up in a one month's program, where in the advisory group meets up from each quarter for exchange which should be done on portion of Retained Earning of the organization. Whether this might be ploughed back, whether it should be utilized for the extension arrangement or whether it should be circulated as reward to the shareholders or put resources into whatever other beneficial endeavours. Forming In this situation the finest financial advisers meet up for a Corporate Financial Advisory group program, this stage is sorted by the obscured vision for the task, and here the general population still haven't gelled enough. Storming
During this stage the financial advisers rival one another in the matter of thoughts, execution and control of the gathering. This is known as the conflict stage, in light of the fact that everybody has diverse perspectives on how the held profit ought to be used so as to give the best returns. This stage reaches an end when the specialists start to recognize the gathering and settling down. Norming At this stage things get a bit settled and the colleagues begin cooperating, welcoming one another's thoughts and including their own. They in the end come to regular accord, and group norms are established. Performing At this stage the whole group cooperates and concentrates on their task by collaboration. Collaboration implies cooperation over individual's work. As the name suggests, Performance is conveyed as the group lives up to expectations proficiently. The undertaking is finished here, and they work out the best arrangement for the repayment of the Retained Earnings. Adjourning The task has been performed as planned and the results have been achieved. The purpose of the group is fulfilled.
Samsung: Samsung has acquainted with trade project of associates all around the globe at the Korean Head-quarters. It is a three month program which is termed as a reverse deployment scheme under which foreign representatives are dispatched to Korea to experience Samsung cooperate culture and to alleviate cultural contrasts in the meantime to improve the productivity in dealing with the worldwide workforce. They adjust the HR system to standardize the evaluation system too. The motive behind this project is to find out about different cultures and keep the employees occupied with different exercises. Forming For this trade program employees working at Samsung are chosen from all round the globe and dispatched to Korea to learn their work culture. Tuckman's theory thoroughly applies here as a whole group will be formed for a specific time period which is three months for this situation. Representatives originate from different backgrounds who have no certainty with the sorts of individuals they would meet and what sort of environment would exist. Storming Storming would play a tremendous role in this circumstance as the group is comprised of employees originating from every different countries with diverse state of mind and culture. Despite the fact that they all meet at the Korean Head-quarters to learn their working culture which may be unique in relation to theirs and this is the principle explanation behind 'conflicts'. As the name recommends, "storming" stage is arranged with the conflict of thoughts and conclusions to the method for working. Norming Norming stage applies when the group gets more acquainted with one another and they begin conversing amongst themselves and the group gets settled. They begin getting included with work together and find out about the Korean style of working and experience a
very surprising working environment. As they need to live with one another for three months they begin altering and group norms are made and took after. Performing This is the stage where they are totally involved with the work and undertakings assigned to them, the whole group is proactive and performs their tasks well. The purpose is being met as they find out about different styles of working and pick up a great deal of knowledge and experience. Adjourning At the end of three months the groups are disbanded through organisational restructuring. This may be in good or a bad way depending upon the relation between the associates.
4.2: discuss factors that may promote or inhibit the development of effective teamwork in organization Factors that promote effective teamwork Diversity At Sony and Samsung, the employee groups are constituted by a differing cultures, personalities and talents. Such perfect assorted qualities encourages innovativeness and development, as a result of the trading of thoughts that happens. Contrastingly, the groups which need differences, think that it’s hard to concoct answers for their issues. It is much harder to discover creative arrangements when the group's individual's manners of thinking are the same. Open communication At both Sony and Samsung, Effective teamwork must be encouraged by open communication. The greater part of the individuals in a group ought to be in agreement relating to the targets, responsibilities and timeline of events given with a specific end goal to finish the work. This is encouraged just through effective communication. The group's majority members ought to feel good making inquiries with respect to the preparation of employments and undertakings and they ought to not hesitate to make proposals when they feel that they can help in progression of the group goals. At the point when a conflict arises, successful groups take part in the assignment and overcome it with open communication.
Figure 18
(Samsung team engagement activities) Source: Samsung.com, 2015
Leadership At Sony and at Samsung, cooperation is bolstered by great leadership. The business' majority groups advantage from the same source of motivation and direction that is their leader. A leader can support the groups by urging them to share their opinions during team meetings. The leader can guarantee that the group projects remain on track by always checking in with distinctive patrons and keeping a tab on the groups' advancement. Additionally, the leaders can work to motivate colleagues to guarantee everybody is performing to the most noteworthy of their most elevated potential. Team-building exercises Effective teamwork is created through shared experiences and routine of the same. The utilization of group building exercises is a discriminating element in deciding the improvement of groups. In today's universe of cutting edge innovation and rapid business situations, a ton of workers would never at any point see another representative up close and personal. Group building activities are focused on enhancing specific parts of group execution, for example, communication, critical thinking, inventiveness and advancement.
← Figure 19
(Sony team games) ←
(Source: Sony.net, 2012)
Factors that inhibit effective teamwork Bad leadership A group can't in any way, shape or form work successfully without a decent leader. A good leader results in a productive group. Leaders are in charge of building up strategies that ignore the group and help the group meet their objectives. At the point when a leader needs vision or does not have the fundamental capacity of dealing with a group, then the group does not have the motivation and confidence which is required to work viably. Poor goal planning For a group to be successful and productive towards the job, the group needs to have an allaround characterized strategy in the event that it wishes to perform its objectives and meet its objectives. The Major objectives of a group should be improved and separated into minor
tasks so that the group has the capacity to adapt to the speed of the work. In the event that there is uncertainty with respect to the objectives, targets or goals that are to be accomplished, the colleagues can't use their aptitudes and gifts to the maximum of their capabilities. Poor communication An effective group essentially needs to have a very much developed and super effective way of communication among them. Effective communication likewise implies that each of the colleagues feels great and confident when tending to different individuals from the group. The group is able to communicate without self-images or individual plans acting as a burden. A group with a poor communication structure, or no communication structure by any stretch of the imagination, has no chance of getting data to the members that need it. An absence of communication does not permit the group individuals to bond and discover methods for explaining the issues that face the group.
4.3: evaluate the impact of technology on team functioning within a given organization. TECHNOLOGIES USED AT SONY AND SAMSUNG FOR THE FUNCTIONING OF THE ORGAINZATION TECHNOLOGY USED AT
BENEFITS
DRAWBACKS
BOTH THE ORGANIZATIONS FOR COMMUNICATION PHONE CALLS
E-MAILS
INSTANT MESSAGING
-
Quick communication Facilitates two way
-
message might be
communication
-
misunderstood body language is unseen
-
Mass communication is
-
not everyone has access
-
possible through e-mails Cheap way of
-
to internet and e-mails important details might be
-
communication Fastest mode of passing
-
overlooked Confidential details may
-
on messages Cost-effective and convenient
not be shared, as the risk of it getting leaked is high - this may distract the employees as informal chats would be encouraged
VIDEO CONFRENCING
-
Facilitates meetings from
-
any part of the world Body language can be
-
Technical errors may occur and video conference could be
seen and understood -
interrupted Less secrecy is possible
Figure 20
(Technology evaluation) (Source: Fieldwork)
REFLECTION OF THIS REPORT In conclusion the author would say that this assignment has helped him understand the concepts of organisations and behaviour and how an organisations works.
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