culture Types of organisation and associated structures: functional, product-based, geographically based, multi-functional andMarketing Research and Data Analysis multi-divisional structures, matrix, centralisation and decentralisation; organisational charts; spans of control; internal and external network structures; flexible working Organisational culture: classification of organisational culture – power culture, role culture, task culture, person culture; cultural norms and symbols; values and beliefs; development of organisational culture Diagnosing behavioural problems: concepts; principles; perspectives; methodology Perception: definition; perceptual selection; perception and work behaviour; attitude; ability and aptitude; intelligence Significance and nature of individual differences: self and self-image; personality and work behaviour; conflict Individual behaviour at work: personality, traits and types; its relevance in understanding self and others 2. Understand different approaches to management and leadership Development of management thought: scientific management; classical administration; bureaucracy; human relations approach; systems approach; contingency approach Functions of management: planning; organising; commanding; coordinating; controlling Managerial roles: interpersonal; informational; decisional Nature of managerial authority: power; authority; responsibility; delegation; conflict Frames of reference for leadership activities: opportunist; diplomat; technician; achiever; strategist; magician; pluralistic; transformational; change 3. Understand ways of using motivational theories in organisations Motivation theories: Maslow’s Hierarchy of Needs; Herzberg’s Motivation – Hygiene theory; McGregor’s Theory X and Y; Vroom and Expectancy theories; Maccoby, McCrae and Costa – personality dimensions Motivation and performance: rewards and incentives; motivation and managers; monetary and non-monetary rewards Leadership: leadership in organisations; managers and leaders; leadership traits; management style; contingency approach; leadership and organisational culture Leadership and successful change in organisations: pluralistic; transformational; communications; conflict 4. Understand mechanisms for developing effective teamwork in organisations Teams and team building: groups and teams; informal and formal groups; purpose of teams; selecting team members; team roles; Belbin’s theory; stages in team development; team building; team identity; team loyalty; commitment to shared beliefs; multi-disciplinary teams Team dynamics: group norms; decision-making behaviour; dysfunctional teams; Cohesiveness Impact of technology on team functioning: technology; communication; change; networks and virtual teams; global and cross-cultural teams Learning Outcomes and Assessment Criteria Learning Outcomes On successful completion of this unit a learner will: Assessment criteria for PASS The learner can 1) Understand the relationship between organisational structure and culture 1.1 compare and contrast different organisational structures and culture 1.2 explain how the relationship between an organisation’s structure and culture can impact on the performance of the business 1.3 discuss the factors which influence individual behaviour at work
