Organizational Behavior And Organizational Designs Commerce Essay


Organizational behavior and how organizational designs affect the performance of the organization. Since most people are not working alone all the time, are mostly working in a group, team, group or department. This means that had formed an organization. Primary organizational structures and cultures are fundamental and basic to create an organization effectively and efficiently. Secondly, different organizational structures and cultures, directly or indirectly related to the organization's leadership. Thirdly, a good leader will learn to motivate their followers with prizes and reasonable compensation and, finally, the effectiveness of the organization is able to increase, with the aid of technology

The first session begins with the introduction of the meaning of behaviors and organizational forms to set the behavior of an effective organization. E 'followed by a brief explanation of the bottom Deloitte. After that, the design of organizational structures and organizational cultures will be discussed. Then, the structures and cultures of the Deloitte study. The third session will discuss the meaning of leadership and different leadership styles. The leadership of Deloitte will be explained after the definition was discussed. So the definition of motivation, theories of motivation and motivation system will be discussed in Deloitte. Discussion of the technology continues to Deloitte and the study of how technology will affect the functioning of the team.

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The design of organizational structures and cultures are developed mainly on the basis of organizational goals. Deloitte designed to simplify the organizational structures and cultures of people-oriented organization where people have priority. In addition, Deloitte exercise of transformational leadership that focuses on overcoming personal goals of employees in the organization's objectives. This is effective to encourage employees to find and fulfill their own interests, while the organization's objectives to meet the time. In addition, Deloitte give excellent compensation, benefits and rewards to motivate employees to work harder and stay in the organization.

Although all the design elements of the organization appear to independently and separately, are actually interacting with each other. No matter how well the organizational structures and cultures have been designed and developed, if there is a good leader to implement cultures, organizational design will eventually fail. Therefore, when managers design organizational structures and cultures, must understand that they must take the lead to ensure that cultures practice imitators too.

Table of Content Page

Executive summary 1-2

1.0 Introduction 4-5

2.0 Organizational Structure and Culture of Deloitte (Task 1)

2.1 The Type of Deloitte 6

2.1.1 The Elements of Organizational Structure 7-8

2.1.2 Types of Organizational Structure 8-10

2.1.3 Organizational Structure of Deloitte (Diagram) 10

2.2. Deloitte's 7 Signals of Culture 11-14

3.0 Management and Leadership of Deloitte (Task 2)

3.1 Management 15-16

3.2 Leadership 16-17

4.0 Motivation and Performance of Deloitte (Task 3)

4.1 Motivation 18

4.1.1 Maslow's Hierarchy Motivation Theory 18-19

4.2 Performance 19

5.0 Impact of Technology on Deloitte (Task 4) 20-21

6.0 Conclusions & Recommendations 22

7.0 References 23-24

1.0 Introduction

Organizational behaviour is a study that learn how to find out the impact that how individuals, groups and structures behave in an organization. Today, high performance and high quality have become a standard for any successful organization in global economy. Those who are working in an organization have to face some challenges such as demography, cultural diversity, technical and managerial roles, they are redefined the way organizations work today. Some more, society at large expects high-quality products and services. Ethics, the environmental awareness and issues related to corporate social responsibility are important for sustainable development of organizations. Leadership, a process of influencing and motivating a group to work together toward the fulfilment of a company's mission and the achievement of its goals. In this new work environment, a body of knowledge called 'organizational behaviour' offers valuable insights for managing organizations.

The first task, the organizational structure and culture of Deloitte have to be founded out and defined, as well as explained the relationship between organizational structure and culture of Deloitte. In task 2 is discussed about the different approaches that Deloitte has taken to its management and leadership. The following task which is task 3 is discussed about the relationship between motivation and performance for Deloitte. The last task, in task 4 the impact of technology on Deloitte's team functioning is founded out.

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In this assignment, the organizational structure and culture, different approaches in management and leadership, the relationship between motivation and perform, impact of technology within Deloitte are have to be founded out.

According to Deloitte official website, "Deloitte" is the brand under which in the region of 200,000 professionals in independent firms throughout the world collaborate to provide audit, consulting,financial advisory, risk management, and tax services to selected clients. These firms are members of Deloitte Touche Tohmatsu Limited (DTTL), a UK private company limited by guarantee. Each member firm provides services in a particular geographic area and is subject to the laws and professional regulations of the particular country or countries in which it operates. DTTL does not itself provide services to clients. DTTL and each DTTL member firm are separate and distinct legal entities, which cannot obligate each other. DTTL and each DTTL member firm are liable only for their own acts or omissions and not those of each other. Each DTTL member firm is structured differently in accordance with national laws, regulations, customary practice, and other factors, and may secure the provision of professional services in its territory through subsidiaries, affiliates, and/or other entities.

2.0 Organizational Structure and Culture of Deloitte (Task 1)

Deloitte is having its own organizational structure and culture. It is organizing the organization with its own structure and culture. Therefore, the organization structure and culture are interrelated in order to achieve the organization goal.

2.1 The Type of Deloitte

According to Deloitte official website, Deloitte is a Limited Liability Partnership (LLP) organization. According to, Limited Liability Partnership is often used by professional associations. The partner or investor's liability is limited to the amount he/she has invested in the company. This setup typically prevents each partner from being held accountable for the wrongdoings of another partner. Although an LLP can be used in many fields, it is most commonly used in law or accounting firms. The laws relating to an LLP differ significantly between countries, and even from state to state. Deloitte and Touche had formed into partnership, therefore, it became a Limited Liability Partnership. Deloitte has different characteristics such as having limited liability and existing as a separate legal entity which differs from the standard business partnership. By having limited liabilities in a partnership, the corporation is not liable for the misconduct or mistakes of the partner. Deloitte hired corporate officers who are legally responsible for the management of the company as its own board of directors.

2.1.1 The Elements of Organizational Structure

According to, an organization will be affected by six different kind of elements such as, formalization, span of control, chain of command, work specialization, departmentalization and centralization or decentralization.

Work Specialization

Describes the degree to which tasks in an organization are divided into separate jobs. The main idea of this organizational design is that an entire job is not done by one individual. It is broken down into steps, and a different person completes each step. Individual employees specialize in doing part of an activity rather than the entire activity.


It is the basis by which jobs are grouped together. For instance every organization has its own specific way of classifying and grouping work activities.

Chain of Command

It is defined as a continuous line of authority that extends from upper organizational levels to the lowest levels and clarifies who reports to whom. 

Span of Control

It is important to a large degree because it determines the number of levels and managers an organization has. Also, determines the number of employees a manager can efficiently and effectively manage.

Centralization and Decentralization

Centralization refers to the condition where the decision making authority is left to the higher level management. Decentralization is where lower level employees are empowered by the superiors to carry out decision making actions.


It refers to the degree to which jobs within the organization are standardized and the extent to which employee behaviour is guided by rules and procedures.

2.1.2 Types of Organizational Structure

Functional Structure

According to, the organization is divided into segments based on the functions when managing. This allows the organization to enhance the efficiencies of these functional groups.

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Functional structures appear to be successful in large organization that produces high volumes of products at low costs. The low cost can be achieved by such companies due to the efficiencies within functional groups.

In addition to such advantages, there can be disadvantage from an organizational perspective if the communication between the functional groups is not effective. In this case, organization may find it difficult to achieve some organizational objectives at the end.

Divisional Structure

According to, these types of organizations divide the functional areas of the organization to divisions. Each division is equipped with its own resources in order to function independently. There can be many bases to define divisions.

Divisions can be defined based on the geographical basis, products / services basis, or any other measurement.

Matrix Structure

According to, when it comes to matrix structure, the organization places the employees based on the function and the product.

The matrix structure gives the best of the both worlds of functional and divisional structures.

In this type of an organization, the company uses teams to complete tasks. The teams are formed based on the functions they belong to and product they involved in.

Hybrid Structure

According to, it states that Apart from this structure, the matrix organizational structure, functional structures, virtual structures and team structure are also well-known in the industry. Hybrid organizations are operational in both, the public as well as the private sector. Hence, it caters to the needs of government as well as private bodies which is indeed a major plus point. This structure's implementation is a big challenge which the company management needs to take up seriously.

According to the diagram below, Deloitte is a hybrid organization. Deloitte has combined the both divisional and functional structures. Since Deloitte is doing a hybrid structure to organize itself, Deloitte will have the advantages of divisional and functional structures. Therefore Deloitte is able to maintain an optimum usage of resources and remain flexible giving them a competitive advantage in the market. For example by having a dedicated Learning & Talent Executive Committee with its Learning, Professional Development and Training subdivisions, Deloitte is able to fully utilize the three divisions to tackle any task relating to learning and talent development.

2.1.3 Organizational Structure of Deloitte (Diagram)

Deloitte Malta Organisation structure

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2.2. Deloitte's 7 Signals of Culture

According to Deloitte official website, there are seven signals make Deloitte unique, engaging and successful. The Signals are an invaluable guide to positive behaviour and when taken as a whole, can profoundly change our capacity to act. They inform the way we do business, inspire us to draw strength from each other, and enable us to deliver outstanding value to our clients, market, and communities. The Signals are acknowledged as being not only about our time at Deloitte but also relevant throughout our entire professional lives. 

Continuously grow and improve

We seek new challenges along with innovative ways of adapting to change, and commit to lifelong learning through the three G's: Grow the Business, Grow the Team, and Grow Yourself. To do this we:

Continuously provide constructive feedback and act with the future in mind

Encourage our people to actively seek new challenges outside their areas of expertise

Embrace new ideas and are prepared to take risks

Actively coach, mentor and encourage creative thinking

Think laterally and contribute innovative ideas to drive the direction of our business.

Have fun and celebrate

We have fun at work, and celebrate our achievements and personal milestones, both big and small. To do this we:

Embrace a playful culture with a serious intent

Reward and recognize positive behaviour and successes

Encourage our colleagues to strive to produce their best work

Provide opportunities to contribute to the community

Celebrate the diversity of our people.

Aim to be famous

Deloitte's differentiation rests on the diverse capabilities of our people. We aim to be famous, both individually and as a firm. To do this we:

Are known for deep specialization within the marketplace

Focus on "we" rather than "I"

Develop and express a clear point of view

Acknowledge others' fame

Relentlessly focus on results and improvements.

Play to win - think globally

Every relationship we enter, and every opportunity we encounter, is approached with confidence and a winning attitude based on our knowledge, skills and global partnerships. To do this we:

Believe in our ability to win

Foster meaningful relationships and networks, both locally and globally

Challenge the norms to deliver superior offerings to clients

Collaborate and act beyond the boundaries of teams and local markets

Deliver on our promises.

Talk straight

Talk straight means open, regular, honest and constructive two-way communication throughout the firm, at all levels, and between us and our clients. To do this we:

Tell it like it is, with empathy and respect

Communicate honestly while mindful of the impact

Have no hidden agendas and seek the truth

Stand up for what we believe in

Speak positively of others and respect each other's' differences.

Empower and trust

At Deloitte we encourage ownership and pride by empowering our teams, providing guidance and support, and entrusting responsibility and authority to all our people. To do this we:

Take personal accountability for our actions

Give and delegate authority

Foster trust through authentic leadership

Build confidence in each other

Act responsibly and ethically.

Recruit and retain the best

Our continuing success requires us to engage, retain and grow talent communities through a constant inflow of expert, innovative and creative people who make a positive and valuable impact in our firm and for our clients. To do this we:

Foster an environment where talent thrives

Pro-actively seek opportunities to identify and attract 'like minds'

Encourage innovative learning experiences through the shared wisdom of our people

Act as brand champions and invite others to do so

Develop relationships and engage our alumni.

3.0 Management and Leadership of Deloitte (Task 2)

3.1 Management

According to, it states that Management is often included as a factor of production along with machines, materials, and money. According to the management guru Peter Drucker (1909-2005), the basic task of management includes both marketing and innovation. Practice of modern management originates from the 16th century study of low-efficiency and failures of certain enterprises, conducted by the English statesman Sir Thomas More(1478-1535). Management consists of the interlocking functions of creating corporate policy and organizing, planning, controlling, and directing an organization's resources in order to achieve the objectives of that policy.

According to Deloitte official website, it states that Deloitte's financial management practice is at the core of what Deloitte offers as it focuses on creating and managing enterprise value. Today's chief financial officer is the operational and strategic leader of a crucial enterprise-wide function, whose core processes, resources and technologies impact virtually every organizational activity. They provide a complete suite of services to support the CFO, from end-of-period closing to consolidation & reporting and from performance measurement to business risk identification, revenue cycle enhancement all the way to process outsourcing.

Its financial management team helps organizations in the public & private sectors to automate and accelerate the consolidation process, improve cash flow, streamline processes, optimize their cost base, increase the relevance and timeliness of communication and financial information, measure and manage their business performance, and transform their support service operations. The team also provides financial expertise to IS & ERP systems implementation projects as well as on - going support regarding adoption and migration to IFRS related matters. To that end, Deloitte has formed a specialized team comprising of professionals with complementary skills to assist the finance function in their strategic, tactical and operational decisions. Furthermore, through an extensive collaboration with the audit, information technology and risk management professionals of our firm, the financial management team can offer our clients solutions that are second to none in the market.

To achieve that, an integrated infrastructure must be developed to acquire and manage your company's business intelligence. Decision makers demand faster access to key information to support business decisions, requiring a higher-level of information that analyses data from all areas of the company, including for example supply chain processes that are outside the finance division. New and improved business intelligence tools for consolidation, budgeting, planning, forecasting, profitability and decision support accelerate the planning cycle and give you, as a manager, more time and support on decision making based on accurate and timely information. Utilizing specialized consolidation, accountancy, and MIS software applications expertise means that we can provide the solution that fits your business and IT strategy.

3.2 Leadership

According to, The activity of leading a group of people or an organization, or the ability to do this.

In its essence, leadership in an organizational role involves (1) establishing a clear vision, (2) sharing that vision with others so that they will follow willingly, (3) providing the information, knowledge, and methods to realize that vision, and (4) coordinating and balancing the conflicting interests of all members or stakeholders. A leader comes to the forefront in case of crisis, and is able to think and act in creative ways in difficult situations. Unlike management, leadership flows from the core of a personality and cannot be taught, although it may be learned and may be enhanced through coaching or mentoring.

2. The individuals who are the leaders in an organization, regarded collectively.

According to Deloitte official website, the corporate ladder, rooted in the industrial era, takes an outdated, one-size-fits-all view of managing work and leading people. In the ladder model, careers are expected to shoot straight up, work is a place you go, and communications flow top down. Success is defined by the level of prestige, rewards, and power tied to each rung. High performance and career-life fit are viewed as opposing forces.

But today's workplace isn't what it used to be: The pace of change is faster. Organizations are flatter. Work is more virtual, collaborative, and project-based. Workers are less tethered to traditional offices and set hours. The workforce isn't what it used to be either, from gender to generations, to ethnicity to culture, to the changing family structures, today's workforce is more diverse in every sense of the word. Workers' needs, expectations, and definitions of success now vary widely, rendering obsolete a one-size-fits-all approach to talent management. The corporate ladder is collapsing; the Corporate Lattice is emerging.

In mathematics, a lattice is a multidimensional structure that extends infinitely in any direction. A garden trellis is an everyday lattice example - a structure that provides for growth in many different directions. In the corporate world, lattice describes the multitude of ways careers are built and talent is developed.

4.0 Motivation and Performance of Deloitte (Task 3)

4.1 Motivation

According to, it states that Motivation is the word derived from the word 'motive' which means needs, desires, wants or drives within the individuals. It is the process of stimulating people to actions to accomplish the goals. In the work goal context the psychological factors stimulating the people's behaviour can be such as, desire for money, in order to succeed, to get job- satisfaction as well as recognition.

4.1.1 Maslow's Hierarchy Motivation Theory

According to, it states that physiological needs are to do with the maintenance of the human body. If we are unwell, then little else matters until we recover. Safety needs are about putting a roof over our heads and keeping us from harm. If we are rich, strong and powerful, or have good friends, we can make ourselves safe. Belonging needs introduce our tribal nature. If we are helpful and kind to others they will want us as friends. Esteem needs are for a higher position within a group. If people respect us, we have greater power. Self-actualization needs are to 'become what we are capable of becoming', which would our greatest achievement.

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4.2 Performance

According to, it states that performance is the accomplishment of a given task measured against preset known standards of accuracy, completeness, cost, and speed. In a contract, performance is deemed to be the fulfillment of an obligation, in a manner that releases the performer from all liabilities under the contract.

5.0 Impact of Technology on Deloitte (Task 4)

Nowadays, advanced technology is playing a very important in many categories. An organization could not perform well without technology. The purposeful application of information in the design, production, and utilization of goods and services, and in the organization of human activities.

Technology is generally divided into five categories


Blueprints, models, operating manuals, prototypes.


Consultancy, problem-solving, and training methods.


Entirely or almost entirely automated and intelligent technology that manipulates ever finer matter and ever powerful forces.


Semi automated partially intelligent technology that manipulates refined matter and medium level forces.


Labor-intensive technology that manipulates only coarse or gross matter and weaker forces.

The type of technology used by Deloitte is video communication. In year 2005, Deloitte launched its own video department, Deloitte launched the video department because the demand for Web videos was increasing and Deloitte is cute down the expenses by using video communication as it is relatively inexpensive. For an example, in year 2008, the video department produced a total 50 videos and Deloitte assumed a total 300 percent return on investment excluding saving on travel within that year itself. Deloitte has experienced years of success in utilizing it as a mechanism of coordination since it decided to launch its video department. This video department allowed Deloitte's employees connected to each other within the organization.

6.0 Conclusions & Recommendations

The conclusion for the task 1, organization structure and culture are interrelated to each other. It will affect the way of organization operates. For task 2, management and leadership must work together in order to achieve the organization goal. Management is responsible in administration whereas leadership is responsible in getting the organization and its employees to change. In task 3, in organization motivation will affect the performance of the employees and the productivity of the organization. For the last task, which is task 4, we found out that in an organization could not organize effectively and efficiency without technology. Technology is playing a important role nowadays, employees of the organization using video communication to interact with each other. Deloitte can be so successful is because of it organize the company with a proper way.