Management behavior and management impact on organizations

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This article attempts to identify management behaviour and manager role in the organization and impact on employees and owner to achieve the different targets and next long term plans to complete the work.

The aim of any business is to maximize profit. In order to do this there must be division and specialization of labour. This implies that different people come together in order to create a product that has value to consumers. Hence, the activities of different people involved in a business must be coordinated. So there is a need for a management structure that brings this coordination about.


Company Profile

The Company Which Is selected is Chanab International and it is one of the leading company in Pakistan

It is usual to distinguish between three types of role within an organization, and hence authority.


This is based on the analogy with an army. Each manager has authorityover

his subordinates.

(2) Staff

This comprises a group of advisers who do not have authority to command the general staff, but have the right and duty to advise managers.

(3) Functional authority

This occurs when a manager or specialist is given authority to control the

activities of people in more than one department.

Companies have a choice between two types of organizational structure. line only, and line and staff. The line and staff organization obviously arises when companies be familiar with the need for an optional body. Clearly, since business is a active process, there must be changes and innovations. A company without staff may be uninventive. However, the evident problem of the line and staff structure is that there can be clashes between

line managers and staff advisors.

In culture point of view people in this management must know

(1) What their activity is and where it fits into the product as a whole;

(2) What their roles is, what farm duties they have and to whom they are liable

Relationship b/w management structure and culture

Relationship b/w management structure and culture is very deeply. Every organization make it type of structure easily take on the employees. If employees not accept the rule and regulation of this firm and organization than not good management structure.

If in any organization management structure take on the employees than very easily do it the work in short time without the waste of energy in form of labour and other resources.

Formulate the factors which influence individual performance in the workplace 

1. atmosphere

2. decision making power

3. effective and efficient

4. Right job for right person

5. handsome salaries

6. timing is fixed

7. extra bonus and allowances

Evaluating Performance Through Motivation And Conflict Management

Evaluating Performance Through Motivation and Conflict Management

Organizations and management have an commitment to the company and employees to obtain the right balance for the organization's structure and behavior.   The right balance will consist of the suitable motivational theories and the best disagreement management approach.   This piece will provide a brief indication of different motivation theories, how the theories can be applied as well as disagreement management strategies and approaches.

Motivation Theories and Organizational Behavior

When looking into motivation from an organizational behavior point of view there are some key theories that can be evaluated.   Need theories such as Maslow's Hierarchy of Needs pyramid focuses on what an entity actually requires.  The Goal Setting theory of Edwin Locke shows that a leader may set a objective and have an employee great effort to achieve it for a incentive This concept is only practical if the individual believes that he or she is able to achieve that objective. BF Skinner's theory of back up suggests that constant positive changes to the exterior surroundings of the company are more motivational than a exact return even as the equity theory of J Stacey Adams offers the understanding of what one puts into a state of affairs is what one should get out.

Different Motivation Theories Organizations Apply to Motivate Employees

"Motivation is the process that accounts for an individual's passion direction and perseverance as stated in Motivation Concepts (Robbins & Judge, 2009) and organizations have an responsibility to motivate employees to keep efficiency and originality high and stress low. Organizations can attain this in several ways.

There are need theories that center on the needs of individual's person needs such as Physiological, Safety, Social, Esteem, Self-Actualization (Maslow's Hierarchy of Needs), Goal Setting theory, Self-Efficacy theory, Reinforcement theory, and Expectancy theory.

Maslow's Theory plays...

One organisational theories and relate it to management in practice 

Abraham Maslow developed the Hierarchy of requirements model in 1940-50 USA, and the Hierarchy of Needs theory odds and ends fitting today for accepting human motivation, management guidance and personal development. positively Maslow's ideas nearby the Hierarchy of Needs about the duty of employers to provide a place of work surroundings that encourages and enables employees to convene the requisites their own only one of its kind underlying (self-actualization) are today more applicable than ever. Abraham Maslow's book Motivation and Personality, published in 1954 (second edition 1970) introduced the Hierarchy of necessities, and Maslow inclusive his ideas in other work, for the most part his later book Toward A Psychology Of Being, a major and related explanation, which has been revised in new times by Richard Lowry, who is in his own right a leading academic in the field of motivational psychology.

The Maslow's Hierarchy of desires five-stage model below (structure and terminology - not the precise pyramid diagram itself) is clearly and directly attributable to Maslow; later versions of the theory with added motivational stages are not so clearly attributable to Maslow. These extended models have in its place been indirect by others from Maslow's work.

compare and contrast two approaches to management by different


An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment

Many organizations have hierarachical structures, but not all.

Orgnisations are a variant of clustered entities

An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs.

Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch,department, workgroup and individual.

Organizational structure affects organizational action in two big ways. First, it provides the foundation on which standard operating procedures and routines rest. Second, it determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization's actions

Herzberg's theory of motivators and hygiene factors

Herzberg (1959) constructed a two-dimensional pattern of affecting people's attitudes about work. He ended that such factors as company policy, administration, interpersonal relations, working situation, and wages are cleanliness factors rather than motivators. According to the theory, the lack of sanitation factors can create job frustration but their attendance does not motivate or create contentment

In contrast, he determined from the data that the motivators were fundamentals that enriched a person's job; he found five factors in particular that were strong detrminers of job satisfaction achievement,recognization,the work of itself and advancment These motivators (satisfiers) were associated with lasting positive effects in job performance while the hygiene factors constantly formed only temporary changes in job attitudes and performance, which speedily cut down back to its preceding level.

Motivational theories and their application and performance within the workplace 

Does wealth motivate people successfully? In part 1 of this series on HR theories of motivation, we replyed that question. No.

Well, if not money, how do we create an atmosphere where people are moved?

Check part 2. The key: create dynamic work associations

But people are different; so how do we construct creative work associations with all types of people? In this last installment on workplace motivation, we'll cover some of the main theories for how a variety of people motivate themselves.

Of the many different types of motivation theories, I would like to draw attention to three that are of particular use:

David Merrill and Roger Reid's work on the four personal styles

David McClelland's theory of motivation connecting three basic needs: achievement, power, and attachment

Fredrick Herzberg's work on money as a demotivator at work

There are many more good motivation theories - Maslow, Myers-Briggs, etc. - but I've found these three to be most useful in managing groups.

Application: To help people feel connected essentially with their work, structure their work so these personal style needs are met.



More Effective

Less Effective


• When you want to make a point, ask, as in, "What do you think of this idea?"

• find stuff done rapidly that are available to be efficient even if they aren't perfected.

• When you want to make a point, lecturing them, as in, "Here's how it is."

• Spending time in indication and thoughtfulness, in an effort to ideal.


• Make job a party while you're realization stuff done; respire life into work.

• Make use of their good raze instincts.

• waste 3 hours in a room successively creating a step-by-step checklist.

• Don't trust them until they can "prove it."


• Include successfully when a group tackles a scheme and not just the "friendly" collaborator; they'll feels others' "pain" if their input is expelled

• Try to get results during threats and request of pressure.


Anne, B. James, P (1998). Motivating Employees. London: McGraw-Hill Professional Book Group .p23-43.

2. environment--89-376-2.phpHersey

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