Professional Documents
Culture Documents
Original 2
Original 2
business
organizations.
The
central
idea
of
the
study
of
incorporates
social
science,
correspondence,
psychology
and
Syngenta
its competitive and intelligent pricing for a large range of product and
service offerings with. In retail economic pricing, fundamental rivalry
emerges from Sainsbury that is another giant retailer offering a wide
range of product offerings at a price essentially within (Walker, 1986).
Different Organizational Structures:
representatives
as
indicated
by
specific
or
Syngenta
comparable
Structure:
framework
association
structure
is
typically
characterized as one where there are numerous reporting lines that is,
individuals have more than one formal manager. This may consolidate strong
lines (direct solid reporting) and specked lines (a weaker reporting
relationship, yet showing some formal level of "right" to the singular's
chance) or it may mean different strong lines to more than one managers.
Organizational Culture: is the behaviour of humans within an organization
and the meaning that people attach to those behaviours. According to
Needle (2004), organizational culture represents the collective values, beliefs
and principles of organizational members and is a product of such factors as
history, product, market, technology, and strategy, type of employees,
management style, and national culture. Culture includes the organization's
vision, values, norms, systems, symbols, language, assumptions, beliefs, and
habits.
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
also it becomes frustrating when at the time of making appraisal organization follows the
standard expectations of performance (Murray and et.al, 2006).
The organizational culture of
Syngenta
is comprised of a flexible
managers
and
employees,
executives,
managers
reporting
differentiated
comparatively
approach
generalized
and
approach
solutions
which
rather
would
than
bring
offering
employees
individual ease and training him customization in the next level could help
build a more flexible and free working stylized workforce. So a different
organizational structural and cultural application in Syngenta can be
developing the organizational culture to become a more liberal one and
adding flexibility credentials to a sufficient proportion.
1.3
Skills and Ability:
An employee with physical ability, special skills, training and knowledge always
performs better. Employees behavior is very much influenced by his skills and ability.
Perception:
It is important for managers to ensure a working environment for each employee which
best matches employees perception positively because employees will perform better if
they perceive it in a positive way.
Attitude: Attitude is defined as the tendency to react positively or negatively to certain
individuals meanwhile culture, society and organisation influences attitude formation.
However employees tend to work harder with better for the company if it is a positive
attitude.
Personality
In Syngenta personality encompasses a persons relatively stable feeling and behavioural
patterns. Each individual has a unique personality that differentiates them from other
people. However in every organisation is important for managers to understand different
personalities of different employees. There are number of factors which influence the
personality of an individual like for instances heredity,society,culture family, situation and
etc.
2.1
1.Authoritarian Leadership: Authoritarian leadership is a kind of one way leadership where
the leader dictates and the employees follow the lead and they do not have any voice in the
decisions made.
2.Democratic Leadership: In Democratic leadership, employees participate with leader in
decision and strategy making process and they all together bring a more effective result.
3.Laissez fair Leadership: In Laissez fair leadership, the managers empower the employees to
set their individual goals, objectives and attain them under the managers supervision.
Democratic Leadership (Suitable for Leisez-faire
Leadership
Syngenta)
Democratic
Company)
more Leissez-faire leadership is one of
leadership
is
most
effective
leadership
employees
to
set
their
and they all together bring a more individual goals, objectives and
effective result. Syngenta is a UK attain them under the managers
based
company
so
for
different supervision.
Monsanto
Company
liberal
organizational
is
the
that
they
opinions
and
incorporated.
Also,
as
done
to
familiarize
the
deal and approach each and individual employees with the mission and
customers differently, they know better vision statement and ambitions
what are the problematic concerns with of Monsanto Company.
the customer queries and demands and
can
perform
standard
better
and
on
target
method,
that
they
between
the
approach tools and physical activities in a job can be better balanced and organized. It
helps manager to find the best way of doing a job.
On the other hand Wal-Mart uses the Bureaucratic approach which emphasis on
authority structures and description of organization (Snowden, & Gorton, 2002). In this
approach principles are developed based on practicing and experience of managers.
Education and training is emphasized for developing management skills.
Classical management approach was developed in the late 19 th century. This approach
is based on the belief that employees have only economic and physical needs but social
needs and job satisfaction is not important. This theory gives a clear organizational
hierarchy with three distinct management levels and each has its own objectives and
responsibilities (Payne, and Morrison, 2002). In this approach projects are broken down
into smaller tasks those are easy to complete. So, division of work is an advantage of
this approach. According to this approach employees should be motivated by monetary
rewards that mean employee will work harder and will be more productive if they get
incentives. Classical management theory also suggests having a single leader to make
decisions, to organize and direct employees.
However, scientific approach is more effective than classical approach nowadays in
practice.
3.1
How leadership style will need to change in order to develop
Syngenta:
Leadership style in Syngenta need to change in that it needs to be more
flexible, employee focused and the employees should have a say in decision
making and target setting. The changed leadership may be a combination of
Lessiez-faire leadership and democratic leadership.
Impact of different leadership styles may have on the individual
motivational level on the period of change
Autocratic leadership: Autocratic Leadership is a much debated leadership
style but it can play a really negative part on the motivational level in
periods of change. When changes take place in an organizational culture,
motivated by rewards to keep their efforts up. Motivated employees hold high level of
innovation and at the same time produce higher quality work with efficiency (Pomeroy,
February 2007). An organization that has motivated employees generally has low
employee turnover and higher productivity. The opportunity cost of motivating
employees is essentially zero. So this is really important for organization to keep
employees motivated to ensure highest productivity and to compete in the market.
4.1
By group we understand a collection of individuals who participate in a common task
and become interdependent in their performance and accomplish the goal together. By
working in a group organization can easily achieve its goal rather than working
individually (Marshall et al, 2003).
Formal groups are those that are defined by the organization structure and are assigned
to achieve particular tasks. For instance, the sales department at Syngenta will be
operating within the larger system of organization.
Informal groups are not properly structured or determined by the organization. This
group is formed through the social interaction between employees. Even though the
group is informal it has a significant impact on behavior and performance of employees
(Tsui, Egan, & OReilly, 1992).
The behavior of a group also largely depends on stage of group development. A five
stage model of group characterizes group according to the following stages (Robbinson,
2012):
Forming > Storming > Norming > Performing > Adjourning
4.2
Group size
By evaluating a teams size, managers are able to maximize productivity to ensure high levels
of team performance. The greater number of members within a team the more resources available to
achieve a goal. However, as team size increases, so does the number of conflicts resulting in
decreased levels of cohesion and inefficient productivity. To evaluate whether a team is too large or
small, managers must consider how effectively and harmoniously members work together and whether
the required tasks are being efficiently accomplished by all members of the team.
Cohesiveness
The first factor to consider is how cohesive members are with one another. Once a team is highly cohesive, a
members commitment and willingness to strive for excellence thrives. Team cohesion affects the extent to which
members like one another, get along with each other, and trust and respect one anothers abilities and opinions.
Although these characteristics are difficult to observe, managers can look for signs that team members are wellacquainted past superficial meet-and-greet topics. Managers can also determine whether team members equally
participate in group discussions and activities rather than forming cliques or subgroups of cohesive units.
Group knowledge
Groupthink is a tendency for decision-making teams to suppress opposing viewpoints in order to preserve group
harmony. This phenomenon can occur because individual team members have an overwhelming desire to be
accepted and teams want to minimize conflict. When determining the degree to which a team is
experiencing groupthink, a manager can evaluate whether the team is exerting an excessive amount of dominating
characteristics. Other signs of groupthink include individual conformity, apathy toward team goals and outcomes,
peer-pressure exerted by leaders within the team, and discussions that tend to be one-sided.
4.3
According to Davenport and Pearlson (1998) state that so far no technology has replaced
physical offices due to fact that there lack of socialization in to the culture of the
organisations. Technology can replace some office function but not all.