Management behaviour and Manager Roles in Organizations


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 maximize the profit the division and specialization of labour is necessary. This implies that different people come together in order to create a product that has value to consumers. Hence, there must be a coordination between the activities of different people concerned in a business So there is a need for a management structure needs to come closer such activities about structures

Company Profile

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

It is not difficult to distinguish between three types of role within an organization, and hence authority.


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This is based on the parallel with an army. Every manager of any organization has authority over his subordinates.

(2) Staff

This is a group of advisers who have right and duty to advise manager but not have authority to command the general staff.

(3) Functional authority

The functional authority occurs when authority to control the

activities of people in more than one department given by manager

There is a choice that between two types of organizational structure. Line only, and line and staff that companies have. When companies are familiar with the need for an optional body, the line and staff organization obviously arises. Clearly, there must be changes and innovations as business is an active process A company gain nothing without staff may be inventive. However, the evident problem of the line and staff structure is that there can be clashes between

line managers and staff advisors.

Management must know in the sense of culture of people

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

(2) Every staff member must be deserve for the job which they have to done

Relationship b/w management structure and culture

Management structure and culture has a very deep relation. It is very easy for every organization make this type of structure take on the employees. This is not a good management structure if employees of this organization do not accept the rule and regulation of this firm.

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

Formulate the factors which influence individual performance in the workplace 

1. Environment

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

In order to obtain the right balance for the organization's structure and behavior organization and management have an commitment to the company and employees. The suitable motivational theories and the best disagreement management approach will both constitute the right balance.  This portion will tell about different motivation theories, in which way the theories can be applied as fit as variance management strategies and approaches.

Motivation Theories and Organizational Behavior

There are some key theories that can be evaluated when dealing motivation from an organizational behavior point of view.   Need theories such as Maslow's Hierarchy of Needs pyramid focuses on what an entity actually requires.  According to The Goal Setting theory of Edwin Locke a leader may set an objective and have an employee great effort to achieve it for a incentive This theory is only practical if everyone believes that the leader is able to achieve that objective. According to BF Skinner's theory of backup it is more motivational than an exact return 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. if constant positive changes to the exterior surroundings of the company

Different Motivation Theories Organizations Apply to Motivate Employees

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Motivation is the process that accounts for an individual's passion direction and determination. It is responsibility of an organization to motivate employees to maintain efficiency and uniqueness of company's products. Organizations can manage this in many ways.

There are need theories that focus on individual person's needs such as health and Safety, Social, respect, Self-Actualization, that are Maslow's Hierarchy of Needs, Goal Setting theory, Self-Efficacy theory, Reinforcement theory, and Expectancy theory.

One organisational theories and relate it to management in practice 

In 1940-50Abraham Maslow constructed the Hierarchy of needs model USA, and this theory properly fitting today for accepting human motivation, management guidance and personal development. Positively Maslow's ideas close to the Hierarchy of Needs in sense of duty of employers to provide a good place of work that encourages and enables employees to arrange the basics their own only one of its kind , today self-actualization are more applicable than ever. Abraham Maslow introduced the Hierarchy of needs in his book ''Motivation and Personality'' and Maslow complete his ideas with major and related explanation in his later book'' Toward A Psychology Of Being'', Richard Lowry has received it , who is known in the field of motivational psychology and leading academic on his own behalf .

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

Compare and contrast two approaches to management by different


The activities of an organizational structure such as task allocation, coordination and supervision participate in achievements of organizational aims. It can also be considered as an outlook through which individuals see their organization and its environment. Hierarchical structures is found in many organizations but not in every organization

The structure of an organization can be constructed in many different ways, based on their objectives. The structure of an organization will decide the modes in which it operates and performs.

Organizational structure tells the duties and responsibilities of branch, department, workgroup and individual to perform different functions and different tasks

There are two ways in which organizational structure affects organizational action

First: it provides the basics on which standard working procedures and routines rest.

Second, it determines which persons has decision making ability and thus to what extent his views shape the organization's actions

Herzberg's theory of motivators and hygiene factors

In 1959 Herzberg constructed a two-dimensional model of affecting people's attitudes about work. According to him hygiene factors rather than motivators, the hygiene factors are company's policy, management, interpersonal relations, working condition, and wages. In the sense of this theory, the job dissatisfaction can create by the absence of hygiene factors but their presence does not motivate or create contentment.

In opposite direction , he found five factors in exacting that overcome job dissatisfaction problem that were strong determiners of job satisfaction achievement, restructuring, the work of itself and development. These motivators (satisfiers) were associated with long-term positive effects in job performance which is due to only temporary changes in job attitudes and progress while the hygiene factors constantly formed which soon cut down back to its previous stage

Motivational theories and their application and performance within the workplace 

There are some questions relating to motivation

Is it necessary wealth motivate people successfully?

No wealth not motivates people this answer is justify in first part of this series on HR theories of motivation.

Well, if money does not moved the people , how do we create an environment where people are changed their mind ?

According to part 2. To establish dynamic work associations that is a key factor

There is a problem people are different; so how do we construct work associations which is meet with all types of people? In case how to motivate a verity of people motivate themselves we shall keep main theories in mind

In studying many different types of motivation theories, I would like to draw conclusion to three that are of particular use:

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David Merrill and Roger Reid's deal with four personal styles

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

Fredrick Herzberg's clear that money as a demotivator at work

There are many more good motivation theories which I found that are very useful in managing groups that are - Maslow, Myers-Briggs, etc. -

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

3.Conversations_With_Paul_Hersey1.pdf [Last Accessed: 10/01/2011.]

Availablefrom:, (n.d.), Maslow's Hierarchy of Needs Chart [ONLINE]. Available

at: [Accessed 7