Organizational Behavior

ABSTRACT

This report is about organizational behavior at three companies in Australia namely, Pilkington Australia, Ford Plastics and Ericsson Australia based on three cases from the article “Strategic change leadership” by Graetz (Graetz, 2000) pertaining to these three organizations.

The author compares and contrasts the relationships between organizational structure and culture of these three organizations. Furthermore, the author looks at the impacts of organization structure and culture to the performance of these businesses and the individual behavior of the employees at work in these organizations. Moreover, this report constitutes different leadership styles, different motivational theories and its usefulness to Managers, developing effective team work and factors that may promote or deter this process as well as the impact of technology on team functioning.

The author draws his own conclusions of the strategies that may strengthen the leadership and management of these three organizations. The author draws these conclusions based on contextual and critical analysis of the senior management’s leadership styles laid in the given cases.

INTRODUCTION

Every organization encompasses an organizational structure that defines the recognized coordination of work responsibilities and authority relationships that administer how peers and managers interact with each other.

Albeit organizational structure can be clearly defined, it is difficult to confine an organizational culture as it is an influential force in any organization that comprises with shared values, attitudes and behavior of individual employees. Organizational culture leads individual decisions and actions at cataleptic intensity that may result a compelling effect on an organization’s interests and success.