UNIT 3:

ORGANIZATION AND BEHAVIOR

IN SIEMENS

BY
WILLIAMS EBISINBOFA
MQP- BUSINESS

WORD COUNT- 5,527

DATE; 16TH MAY 2014

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Contents
INTRODUCTION...........................................................................................................................3
1.1 COMPARING ORGANIZATIONAL STRUCTURE AND CULTURE BETWEEN
SIEMENS ND BLACKBERRY......................................................................................................3
1.2 THE IMPACT OF ORGANIZATIONAL STRUCTURE AND CULTURE ON THE
PERFORMANCE BUSINESS AND EMPLOYEES OF SIEMENS.............................................7
1.3 FACTORS THAT INFLUENCE INDIVIDUAL BEHAVIOR AT WORK........................7
2.1 COMPARING LEADERSHIP STLYE OF SIEMENS WITH BLACKBERRY.................8
2.2 HOW ORGANIZATIONAL THEORY UNDERPINS THE PRACTISE OF
MANAGEMENT WITHIN SIEMENS.........................................................................................10
2.3 EVALUATION OF THE MAIN APPROACHES TO MANAGEMENT THEORY.........11
3.1 THE IMPACT THAT DIFFERENT LEADERSHIP STYLES MAY HAVE ON
MOTIVATION IN PERIOD OF CHANGE.................................................................................12
3.2 COMPARE THE APPLICATION OF DIFFERENT MOTIVATIONAL THEORIES
WITHIN SIEMENS.......................................................................................................................12
3.3 THE USEFULNESS OF MOTIVATION THEORIES FOR MANAGERS IN SIEMENS 15
4.1 THE NATURE OF GROUPS AND GROUP BEHAVIOR WITHIN SIEMENS..............15
4.2 FACTORS THAT MAY PREVENT OR ENCOURAGE EFFECTIVE TEAM WORK IN
SIEMENS......................................................................................................................................16
4.3 THE IMPACT OF TECHNOLOGY ON TEAM FUCTIONING WITHIN SIEMENS......17
CONCLUSION..............................................................................................................................18
REFRENCES.................................................................................................................................18
BIBLIOGRAPHY..........................................................................................................................18

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INTRODUCTION
Organization and behavior is “a field of study that investigates the impact that individuals,
groups, structure and culture have on behavior within an organization for the purpose of
applying such knowledge toward improving an organization’s effectiveness” (Robbins, 2005).

Siemens is an organization that is built on a high performance culture and structure which is
shared by everyone from the most senior manager to the newest trainee unlike in blackberry
which the case is totally different.

This report looks at how organizational behavior can affect Siemens as an organization. It also
compared different structures and cultures of Siemens and blackberry, the relationship
between organizational structure and culture and how it can impact on the performance of a
business. Also this report entails how different leadership styles and approaches to
management are used by Siemens and Blackberry. In addition, different approaches to
management used within Siemens and Blackberry will be evaluated. Motivation theories within
the work place, group and group behavior within Siemens and blackberry are also reported.

1.1 COMPARING ORGANIZATIONAL STRUCTURE AND CULTURE

BETWEEN SIEMENS ND BLACKBERRY
Organizational structure can be described as the way an organization is designed into groups or
departments with different levels of authority (David, 2010). We can also find or see how
different groups or departments work together in order to achieve the common goal of the
organization. Organizational structure promotes division of labor and departmentalization.
There are separate identities for different groups or departments as the case may be.

There are three types of organizational structure namely; tall hierarchical structures, flat
structure and the matrix structure.

Tall hierarchical structures are often used by big or large organizations. It consists of different
line or levels of authority which is called vertical differentiation. In this type of structure,
decision making is made at the top management. The drawback of tall hierarchical structure is
that communication among employee is very poor since decision making is not made close to
the work place. Employees tend not to have a sense of belonging. Employees in this type of
structure might not be motivated to work because their great ideas are not always considered.

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 Figure 1: Tall hierarchical structure

Flatter structure is mainly found in small or medium scaled organizations. Communication is

very easy in this type of structure. Decision making is close to the work place, the span of
control is narrow which in turn gives the managers closer relationship with the employees
working under them. Staffs are more eager or rather motivated to work because they can easily
contribute to decisions being made.

Figure 2: Flat structure

The matrix structure can also be a flat structure. This type of structure is commonly used by
organizations with big projects or complex and uncertain environment when there is need for
economies of scale in the use of internal resources. The departments are independent of each
other, employees are required to report to both a functional manager and a product manager,
services are provided to the central and there is little or no communication between some
departments.

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 Figure 3: Matrix structure

ORGANIZATIONAL CULTURE

Values, behaviors, expectations, experiences that hold an organization together and expresses
itself to the outside world is called organizational culture. Organizational culture is based on
shared belief, attitudes, written and unwritten rules that have been developed overtime and
are considered valid. The way an organization conducts its business, treats its workers and the
community around can also be termed as organizational culture.

Organizational culture can be classified into; collaborative culture and controlled culture.

Collaborative culture deals with team work. Such organization seeks customer satisfaction.
Staffs working under this type of culture are offered shares, they have freedom to work and
make decisions that affect the growth of the company positively. Managers who operate this
type of culture tend to be liberal, trusting, energizing, motivating, inspiring and committed. This
type of culture promotes fast growth, high self-esteem among workers and high productivity
rate for the organization in general.

On the other hand, controlled culture is based on clear goals and objectives. Managers create
hierarchical reporting structures where power is vested at the top management. This type of
culture is mostly used by tall hierarchical organizations. The controlled culture makes
employees feel un-empowered to make decisions near the work place without been reviewed
by the top management. Individual skills and achievement may take the back seat in this type
of culture.

Siemens works on a flatter structure with wider span of control as it has a culture of wanting
teams to be dynamic and innovative. Communication is very easy in this type of structure.
Decision making is close to the work place, the span of control is wide, the managers have

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closer relationship with the employees working under them. Staffs are more eager or rather
motivated to work because they can easily contribute to decisions being made. Siemens
organization is built on a high performance culture. This is shared by everyone from the most
senior executives to the newest trainee. The culture practiced in Siemens can be termed as a
collaborative culture which is all about helping people to fulfill themselves at work.
Development is concerned with encouraging employees to identify ways in which they want to
improve their careers and other aspects of their working lives. For examples, they may want to
attend training courses, they may want to do more interesting work or simply want to have a
better work/life balance. Siemens believes an organization is nothing without its people and
they are committed to their employees. The culture practice in Siemens is a type of culture that
deals with teamwork. They look for customer satisfaction. Employees have the liberty to create
or develop own objectives.

Blackberry operates on a taller hierarchical structure. It consists of different line or levels of

authority which is called vertical differentiation. In this type of structure, decision making is
made at the top management. The drawback of tall hierarchical structure is that
communication among employee is very poor since decision making is not made close to the
work place. As a result of this, the culture practiced is the task oriented culture which believes
less in staff engagement and empowerment. Narrow span of control is a feature and staffs are
less motivated or less committed to the organization. Change and creativity is slow therefore
success is more difficult to achieve. The culture practiced in Blackberry is the controlled culture.
The main aim is order based on clear goals and objectives. Leaders create hierarchical reporting
structures where power is vested at the top management. This type of culture makes staff feel
un-empowered to make decisions near their work place without being reviewed by the top
management. Individual skills and achievement may take the back seat in this type of
organizational culture.

So therefore organizations with high level of staff engagement tend to have cultures which
generate change as well as innovation more effectively. This is in contrast to tall task oriented
hierarchical structures which run the risk of being less innovative. The span of control is wider
in flatter structures.

SIEMENS works on flatter structure with wider span of control as it has a culture of wanting
teams to be dynamic and innovative. Blackberry probably lost out to competition because it
was taller and hierarchical and slow to react to change

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1.2 THE IMPACT OF ORGANIZATIONAL STRUCTURE AND CULTURE ON
THE PERFORMANCE BUSINESS AND EMPLOYEES OF SIEMENS
An organization will be effective and perform highly if the culture practiced is acceptable to its
employee. The employees tend to be motivated which in turn increases their productivity. For
instance, if the organizational culture is innovative and the employees are willing to improve,
the organization will have a high level of performance and productivity. The organization will
have low productivity if it is not transparent and the culture practiced is not acceptable to the
employees. An organization that has employees who are satisfied with the way things are done
tend to be happy and also fulfill their desire to work.

Organizational culture and structure tends to change the identity of an employee either
positively or negatively. It all depends on which culture is practiced or which structure is used.
Organizational culture can help drive business result. High satisfaction, high performance, and
high productivity are the attributes of employees who are willing to adapt to the business
culture practiced and vice versa.

Siemens has a Culture and structure that is related, in that flatter structures with wide span of
control are associated with culture which believes in staff engagement. This results in more
creativity and a more motivated work force. As less cost is involved, this can result in greater
business efficiency and success.

Blackberry on the other hand operates a Tall hierarchy structure and a controlled culture. As a
result, employees are not motivated to work, and because managers create so much power and
control, the employees are often scared which make them have low self- esteem. Narrow span
of control are a feature, and staff may be less motivated or less committed to the organization.
Change and creativity might be slower. Success is therefore more difficult to achieve.

1.3 FACTORS THAT INFLUENCE INDIVIDUAL BEHAVIOR AT WORK

Mangers can behave differently depending on whether they are theory x or theory y in
orientation. X behaviour will be a close controller, taking all decisions and closely monitoring
staff rather than being more liberal demonstrating humanistic interest in the employees. A y
manager will delegate more and allow decision making lower down the organisation. This is
likely to motivate the staff.

Fredrick Herzberg came up with a two factor theory that influences individual behavior at work.
The theories explain the factors of an individual’s motivation by establishing or identifying their
needs and desires, what satisfy them and by also establishing the aims that they pursue to
accomplish these desires.

Fredrick Herzberg further split these factors into two categories namely;

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 • Hygiene factors

• Motivation factors

The hygiene factors can demotivate employees if they are not present but also do not create
maximum satisfaction if they are present. Some examples of hygiene factors are company
policy, supervision, relationship with leaders or managers, work conditions, salary, and
relationships with fellow workers.

However, Siemens as an organization inculcates motivation factors which motivates employee

and do not often cause dissatisfaction among employees and managers. Examples of
motivation factors are achievement, personal growth, advancement, recognition, responsibility
and the work itself.

Managers can often behave in accordance with the competencies that the culture of the
organization expects them to demonstrate. Examples of mandatory competences are; team
work, developing self, decision making etc..

Maslow (1943) stated that people are motivated to achieve certain needs. When one need is
fulfilled, he or she seeks to fulfill the next one and so on. So at work, if staffs are empowered to
fulfill certain needs, they will in turn be motivated to work.

2.1 COMPARING LEADERSHIP STLYE OF SIEMENS WITH BLACKBERRY

Leadership is the action of leading people or leading an organization, or the ability to do this. In
an organization, a leader establishes direction, develop strategies for change in order to
achieve goals, align people, communicate vision and strategy, influences the creation of teams
which accept validity of goals, motivates, inspires, and energizes people to overcome obstacles,
produces positive change and satisfy human needs. Leaders today are needed to challenge the
status quo, create visions of the future and inspire organizational members to achieve the
vision.

In an organization, strong leadership and strong management are needed for optimal
effectiveness. Some of the characteristics of a strong leader are; creating vision, developing
strategies, smart performances, efficient and controlling. On the other hand, weak leaders are
poor strategist, lose control of the work force, have little or no vision, slow to change, less
productive and less efficient.

The University of Michigan’s objectives came up with two behavioral dimensions in leadership
style.

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THE EMPLOYEE ORIENTED LEADER

The employee oriented leader lays emphasis on interpersonal relationships by taking personal
interest in the needs of employee and accepting individual differences. The leadership style
here can also be termed as charismatic or humanistic. He/she recognizes people’s
contributions, is consultative, develops strong teams, has emotional intelligence, inspiring and
motivating. Some of the advantages of a charismatic leader are;

• Takes high risk

• Places big emphasis on people

• Consults staffs

• Inspire and motivates

• Creates a big atmosphere for self-esteem

• He/she can be democratic.

On the other hand, a charismatic leader can be less productive, has the risk of losing energy and
momentum and also can be over confident. Some charismatic leaders can successfully convince
followers to pursue a vision that can be disastrous.

THE TASK ORIENTED LEADERS

The task oriented leader emphasizes the technical or production aspect of the job. The task
oriented leader has clear targets, high expectation, make people accountable, and has a
hierarchy with well-defined accountabilities, result focused, and plans, authoritative and
autocratic. Some of the advantages of a task oriented leader are

• He/she can be strong when business markets are very strong

• Pays high reward for success

• Get people to concentrate and stay focused

• Minimizes wasteful activities

On the other hand,

• They tend to scare people or workers

• They create so much power and control

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 • They can be demotivating

• Low morale among workers occurs

• Decision making is centralized

In SIEMENS, success has come from inspirational, charismatic, transformational leadership

style, with strong visionary communication to the teams. This has created a “can do” culture
with high levels of innovation, market leading products, high team esteem, high belief in the
company and its vision.

On the other hand, BLACKBERRY leadership did not have a convincing vision as to how to
harness new technologies. It became task oriented and controlling, narrow span of control with
low levels of risk and creativity/innovation, staff esteem fell and they lost market innovation
and missed market needs. People join and stay because they believe in the aims and objectives
of the company even if they are not particularly or personally happy

2.2 HOW ORGANIZATIONAL THEORY UNDERPINS THE PRACTISE OF

MANAGEMENT WITHIN SIEMENS
Organizational theory is used in most areas of a business. Workers try to follow or stick to the
theory that is practiced in order for them to become better at their jobs or have more success
in life. In doing this, most of them may have to sacrifice some of their personal principle in
order to succeed. For example, in the financial sector of an organization, an employee would
want to know how to achieve goals by having a set structure that he adheres to. Also in the
human resource sector, an employee would have to make decisions that will not change the
structure and practice of the organization throughout the time the employee works. All these
can easily lead to the neglect of other areas of business.

Management theory may underpin the personal values of an employee in that they may
disagree with the rules and regulations of an organization but in order to carry out their jobs as
managers effectively and professionally, they will have to shelve their principles and see to it
that the job is carried out.

Siemens practices the human relation approach. This helps managers deal effectively with the
workers in the organization because workers are motivated by self-control and participative
style of management. This approach is more effective than the task or production oriented
approach. The disadvantage with this approach is, it disregard productivity intentionally.

Also the structure or culture of an organization may underpin the practice of management. For
example, organizations like BLACKBERRY with a tall hierarchical structure with different line of
authority. In this type of structure, decision making is often centralized there by leaving most

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managers out of decision making. Communication between employees is poor their by making
them not to have a sense of belonging.

2.3 EVALUATION OF THE MAIN APPROACHES TO MANAGEMENT

THEORY
Some of the approach manager’s uses in different organizations are stated below;

BUREAUCRATIC APPROACH

This has to do with the authority structure and the spoken or written account of the
organization. The organization is treated as a closed system. The bureaucratic approach also
promotes the training and development of manager skills. Some of the advantages of this
approach are, the organization focuses their attention on what managers do, offers an enabling
environment for training, and highlights the general nature of the business.

On the other hand, this approach promotes strict adherence to rules and regulations of the
organization. It also lessens the effectiveness of human factor. Relying too much on past
experiences is not advisable. This can be evidenced at BLACKBERRY.

GROUP BEHAVIOR APPROACH

Group behavior approach stresses the importance of individual attitudes and behavior; identify
the significance of the behavioral processes in the organization. The disadvantage of this
approach is that it doesn’t often integrate with management theories or concept because the
need for closer integration with organization structure and planning is very important.

INTERPERSONAL BEHAVIOR APPROACH

This approach pays particular attention on the interpersonal behavior of employee, motivation,
human relations and leadership. The disadvantage of this approach is, it neglects or ignores
planning and organizing. GOOGLE for example is focused on the staff mentality. This is
evidenced on the importance the organization placed by creating a favorable working
conditions for their staffs.

HUMAN RELATIONS APPROACH

This helps managers deal effectively with the workers in the organization because workers are
motivated by self-control and participative style of management. This approach is more
effective than the task or production oriented approach. The disadvantage with this approach
is, it disregard productivity intentionally.

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However, Siemens as an organization practices both the group behavior approach and the
human relation approach. According to the CEO of SIEMENS, great achievements in an
organization are not achieved by individuals but by effective teams. Siemens as an organization
believes in team work and uses group behavior approach to achieve greater success

3.1 THE IMPACT THAT DIFFERENT LEADERSHIP STYLES MAY HAVE ON

MOTIVATION IN PERIOD OF CHANGE
The University of Michigan’s objectives came up with two behavioral dimensions in leadership
styles. The employee oriented leader and the task oriented leader.

The employee oriented leader emphasizes on the interpersonal relationship of workers by

taking personal interest in the needs of employees. He is charismatic, humanistic, inspiring and
motivating. Employees in such organization achieve personal growth, are willing to work,
develop themselves, which in turn increases the productivity of the organization.

On the other hand, the task oriented leader emphasizes on achieving the main task at hand
because he has clear targets and tend to ignore the feelings of the employees. In the process of
getting the job done, he/she scares the workers because he creates so much power and
control. This can be demotivating and the workers tend to have low morale. All these can affect
the personal life of employees because they end up having low self-esteem.

In SIEMENS, success has come from inspirational, charismatic, transformational management

style, with strong visionary communication to the teams. This has created a “can do” culture
with high levels of innovation, market leading products, high team esteem, high belief in the
company and its vision. On the other hand, BLACBERRY management did not have a convincing
vision as to how to harness new technologies. It became task oriented and controlling, narrow
span of control with low levels of risk and creativity/innovation, staff esteem fell and they lost
market innovation and missed market needs.

3.2 COMPARE THE APPLICATION OF DIFFERENT MOTIVATIONAL

THEORIES WITHIN SIEMENS
Some theoretical assumptions relating to motivation or behavior at work are;

MC GREGOR THEORY X THEORY Y

Theory X rest on three (3) assumptions

• The average human doesn’t like to work and will avoid working if he/she can

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 • Because the average being doesn’t like to work, there is that tendency that they will be
forced, controlled, directed and probably threatened with punishment so that they can
put in sufficient effort towards achieving organizational goals

• The average human being will prefer he/she is directed and try to avoid responsibilities.
In summary, this theory brings about the authoritative type of culture practiced by old
companies where managers tend to force and order workers to work.

An organization that practices this theory is Toyota. The culture practiced in Toyota is the
controlled culture. This is evidenced in the manner in which managers in Toyota push their
workers in order to achieve certain goals.

Theory Y rests on these assumptions

• The effort that employee exhibit at work comes naturally.

• External control or threat of punishment is not the means for bringing out employees
effort in order to grow the company or organization.

• The reward the employee gets makes them more committed to the objectives of the
organization.

• The average human being learns under proper conditions or atmosphere.

Mc Gregor (1960), believes the organization will suffer if it ignores the personal needs and goals
of the work force. Theory Y is mostly used by modern companies. GOGGLE as an organization
practice this theory. Workers at Google are motivated because the managers or the leadership
of the organisation believes in their staff and also give them a sense of belonging.

MASLOW HIERARCHY OF NEEDS

Maslow stated that people are motivated to achieve certain needs. When one need is fulfilled,
he/she seeks to fulfill the next one and so on. The earliest version of Maslow’s hierarchical level
of needs (1943, 1954) includes five motivational needs often known as the hierarchical levels
within a pyramid. The five stages are divided into;

• Basic needs (which are breathing, food, water etc)

• Safety needs( security, employment, morality etc)

• Social needs (friendship, relationship, sex etc)

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 • Esteem needs ( self-esteem, confidence, achievement)

• Self-actualization (realizing personal potential, problem solving and creativity)

One has to satisfy lower needs before moving on to the higher needs. Also everybody is capable
and has the desire to move up the hierarchy towards self-actualization. Unfortunately, life
experiences such as divorce, joblessness often hinder one’s progress as far as Maslow hierarchy
of need is concerned.

TAYLORISM MOTIVATION AT WORK

Taylor believes workers are motivated by money and they purely work for money. The outcome
of this theory is greater productivity because the more a worker produces the greater his
income. However, there are some other factors that motivate workers. Factors like improving
personal skills and the desire to serve other people which is a very rare trait among workers.
Taylor’s theory has its disadvantages. Workers are not creative because they concentrate
mainly on one job in order to produce massively and gain more profit. The level of development
by the workers is very low. This theory can be found in KELLOGG’S as an organization.
Employees at Kellogg’s work for money. When they produce more products, they receive more
money.

HERZBERG THEORY

In contrast to Taylor’s theory, Herzberg believes that there are other factors that motivate
workers. Factors such as;

• Work hours and work conditions

• Responsibility

• Achievement

• Challenging work environment

• Personal growth

Herzberg believes all these factors can make people happier at work which in turn motivates
them.

Siemens as an organization inculcates the HERZBERG motivational theory in its organization. A

challenging work environment is created. Employees are motivated because they are
responsible for work hours and conditions, and they tend to have personal growth which in
turn increases their self-esteem.

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3.3 THE USEFULNESS OF MOTIVATION THEORIES FOR MANAGERS IN
SIEMENS
Managers can learn from motivation theory because motivation theory exposes them to what
actually motivates workers and also demotivates them. Since motivation is the desire or
willingness for someone to work and since motivation at work increases productivity, I think
managers should and can learn from motivation theory and also apply them.

At SIEMENS, all staffs of a team or the organization work towards shared targets and have a
sense of belonging and responsibilities to achieve a common goal. This leads to high
performance teams, high morale among staffs and high productivity for the organization in
general.

Taylor believes workers are motivated by money and they purely work for money. The outcome
of this theory is greater productivity because the more a worker produces, the greater his
income. So money can be a motivating factor and managers can learn from it.

Also, HERZBERG believes that there are other factors that motivate workers. Factors like, work
hours and work conditions, responsibilities at the work place, challenging work environment
and personal growth. Having stated these theories, managers can learn from motivation theory
and also apply any one that suits his employees.

4.1 THE NATURE OF GROUPS AND GROUP BEHAVIOR WITHIN SIEMENS

A group is a number of people that are located or classified together to achieve a given goal or
two or more individuals interacting and depending on each other to achieve particular goals.
When individuals use their skills and knowledge, the result is a stronger agency that can fulfill
its mission, that is, to provide accurate information that would assist in achieving a better
quality of life. People working together can sustain the interest and land support needed to
complete the work of each program. A group succeeds when its members are committed to
common objectives, defined roles and responsibilities, effective decision systems,
communication and work procedure and good personal relationship. Group behavior comes
from the cause that contributes to the group’s achievement or effectiveness. As groups
function and interact with other groups, they grow their own set of characteristics including the
structure which the group operates on, their rules and regulations etc. Groups can cooperate or
compete with other groups. This can result to mutual understanding between groups or
conflicts among different groups.

Individuals can reduce the insecurity of standing alone because people feel stronger; have
fewer self-doubts when they are part of a group. Inclusion into a group that is recognized can
make an individual feel elated their by increasing his self-esteem. Since there is power in

15
numbers, what cannot be achieved by an individual becomes almost possible through group
actions because there are times when it takes more than one person to achieve certain goals or
objectives.

The group behavior observed in Siemens comes from the cause that contributes to the group’s
achievement or effectiveness. In Siemens, the groups are attracted to each other and are
motivated to stay in the group, they have more complete or clear information, increased
variety of views and higher quality of decision making.

4.2 FACTORS THAT MAY PREVENT OR ENCOURAGE EFFECTIVE TEAM

WORK IN SIEMENS
In a team, staffs may have the wrong skills and are not able to do the job well. Belbin (2010)
believes that certain worker types and staff need to be in the right role to work effectively. Staff
may need training to operate effectively. Also according to Belbin (2010), motivation and
behavior or contribution are best optimized when the employee characteristic are measured to
then match the employees with the closest matching job roles types. Effective communication
is vital so that members of the team are very clear about instructions and what is expected of
them to achieve goals and complete task. If communication between team members is poor, it
will result to confusion and lack of cooperation and task will not be completed.
Discombobulated worker or staffs can also inhibit the effectiveness of teamwork. In this case,
workers are disoriented. Power struggle and politics can also prevent teamwork effectiveness,
staffs within a group tend to flex their muscles because of their ego or because they have
higher degrees as compared to other staffs. Conflicting priorities also leads to ineffectiveness of
teamwork.

An effective teamwork may be evidenced by a shared belief in aims and objectives. Some of the
factors that promote effective teamwork within Siemens are; members being committed to
team, staff acceptance of rules and regulations that governs the organization, free flow of
information due to the leadership style practiced, clear targets and clear communication among
team members. Also a motivated workforce within Siemens evidenced through the leadership
style promotes effective teamwork. This is because staffs are willing to work and develop
themselves.

4.3 THE IMPACT OF TECHNOLOGY ON TEAM FUCTIONING WITHIN

SIEMENS
Technology has assisted in globalization. It has made the world smaller, as a result of this,
communication and information, data, voice, digital text and images can travel round the world
instantly. Teams can interface from various locations around the world. India for example has

16
become the software department of international business and manufacturing team may be in
China or other countries. This is how technology as impacted in team functioning. If teams work
with technology, they produce better products because technology reduces cost and promotes
productivity. It also improves customer satisfaction and loyalty because the computers help in
designing more reliable products. Computerization has changed the way an accounting team
would work. For example, as in the past, large companies would need thousands of staffs to
manage the account statement. So with the computers, teams can be leaner, less people with
faster information flow.

Technology has a major influence on the pattern of group or team operation and behavior.
Technology in the work organization may limit the opportunities for social interactions and the
extent to which individuals are able to identify themselves as members of cohesive work group.
This can have adverse effect on attitudes to work and the level of job satisfaction. Modern
methods of communication mean that individuals may work more on their own, from their
homes, shared offices, hotels or work more with machines than with people.

Siemens as a company has over half a million staffs around the world. Technology has affected
the organization positively, in that they produce their products via computer aided designs and
also use computer aided quality control systems. Siemens succeeded because every
department works together sharing common information. Also technology has assisted
Siemens as an organization because it has made a very big organization a small one.
Communication and information, data, voice, digital text and images travel round their many
branches around the world instantly. Teams can interface from different locations around the
world. Producing goods through computer aided design has helped Siemens produce better
products because technology reduces cost and promotes productivity. Technology also
improves customer satisfaction and loyalty because the computer helps in designing more
reliable products. Siemens succeeded because every department worked together sharing
common information. Computer aided designs, computer aided quality control were used by
the company. Siemens as a company has over half a million staffs around the world, without
technology, the company will find it very difficult to network. Also technology has helped them
to find the best countries that suits different sectors of the organization.

CONCLUSION
Organizations with flat structure and high level of staff engagement tend to have cultures which
generate change as well as innovation more effectively. This is in contrast to tall task oriented
hierarchical structures which run the risk of being less innovative. The span of control is wider
in flatter structures.

17
SIEMENS works on flatter structure with wider span of control as it has a culture of wanting
teams to be dynamic and innovative. Blackberry probably lost out to competition because it
was taller and hierarchical and slow to react to change.

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iii. Lynch,T.(2013) Lesson on Leadership Styles,14 October 2013, Coventry, Coventry

University.

iv. Maslow,A.(1943) A Theory of Human Motivation, watchmaker publishing, Milton Keynes.

v. Mc Gregor,D.(1960) The Human side of Motivation, Annotated edition, Mc Graw hill.

vi. Morris,R.(2013) Lesson on Managing Behavior in Organization, 21 October 2013,

Coventry, Coventry University.

vii. Vinnay,R.(2013) Lesson on Group and Group Behavior, 24 October 2013, Coventry,
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BIBLIOGRAPHY

I. Northouse,D.(2003) Leadership Theory and Practice, 3rd edition. Sage publications.

II. Wilson,F.(2010) Organizational Behavior and Work, 3rd edition. Oxford university press

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