Organizational Behavior- Motivation and Leadership in organizations.

TASK-B1

Apple is an American multinational company headquartered in California that designs and sells consumer electronics, softwares and personal computers, worldwide known for its products like Mac book, IPods, I phone and its tablets. It was founded in 1976 and the word computer was removed from the name in 2007 signifying its focus resifts towards consumer electronics primarily after the introduction of I phone. It is the second largest IT company in terms of its revenue and third largest phone manufacturing companies after nokia and Samsung. Apple is a great example of the companies that have undergone change and how they have managed to survive with it, and it happened when Steve Jobs, an adopted child and a university drop out who was founder and innovator of Apple died in 2011 because of pancreatic cancer at the age of 56 and the question in front of apple was that will it be able to maintain the shine of being number one after the boss as it faces stiff competition from Samsung and Amazon. After his predecessor Tim cook has taken over the lead of the company many questions were raised for the company itself that whether attitude and leadership style would anyhow change the worlds most valuable company, discussed below are the four ways in which Apple is facing changes (Adam Lashinsky,2011) : 1) Willing to deliver less than perfect product range cooks leadership style will tend be towards product quality, a less than perfect product released with the beta label in late 2011, it has frustrated the users with its slow speed and inability to answer the questions of the customers, which had left the customers embarrassed and in sheer shock. (J.P. Kotter 1995). 2.) Love for wall street- cook had issued the dividends and expressed clear willingness to communicate with the Wall Street in contrast Job always loathed the investors and the stock market, it is a significant though subtle changes, the investors for the very first time now have CEOs ear.

3.) The values are shifting-cook when joined in 1988 streamlined the operational efficiency of Apple in terms of its bad supply chain and now he has brought into a lot of new employees including MBA budding management professionals for the marketing and promotion of the product designs, apple now has a more corporate feel to it. 4.) The working environment is more relaxed now-under cook, the companys culture is more relaxed and easy going as compared to the jobs time it was boss oriented, he leads things in his own fun way contrast to the serious and the fearful tones rendered by jobs at the meetings, investors are also very happy and the entire atmosphere is now more relaxed and less terrifying, the only fear people has is that this type of a casual culture might not change apple into an ordinary company. (J.P Kotter, 1995).

Different leadership styles and their impacts(James Manktelow &Amy Carlson).

In the earlier times when Steve jobs led the company he used Laissez-faire leadership style which was believed to contribute in the creation of technology oriented products and it proved quite successful as this encouraged the creativity of the employees in the organization but the leadership style failed when the company faced stiff competition from IBM into the PC market and the style became ineffective and Steve was also replaced for this reason for some time later when he came back he introduced differences in his leadership styles, he was demanding and manipulative for which the employees called him autocratic so the style received a lot of critics of being following a centric approach (E.H. Schein, 1988).
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Charismatic leadership can be defined as a style of leadership whereby an individual has extraordinary powers and natural influencing tone over the others, it is the relationship amongst the leaders and their followers, and the most important characteristic of this style is that the followers are happy being enjoying such following traits, the leader gains his power from his charisma, attitude and traits and not because of his power of the position, jobs also had adopted this style of leadership whereby its fellowmen actually enjoyed working under him. (L.A. Ackerman, 1982) The stakeholders of apple are very much satisfied and the organizational effectiveness is on a rise signifying that the leadership styles had shaped the companys performance and made it achieve what it is today, they exert higher expectations from the employees and signifies that leadership style has a lot more to contribute in shaping and organization and taking it the way it really wants to go on. Motivational theories and application :

Maslows hierarchy needs, this theory was introduced in (Maslow 1943) as A Theory of human motivation, the hierarchy suggested that people are motivated to fulfill the basic needs before moving on to the other needs, a hierarchy was given that ranged from physiological to self-actualization needs explaining that an individual gradually moves from the basic needs to the self needs, this theory can be applied in organizations as where people start from their basic need and move up to the esteem and self-actualization needs. Arcs motivational theory, (John 1983) developed a four factor theory model for sustaining and promoting motivation in the learning process that is Attention, Relevance, Confidence and
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Satisfaction this model contains that can stimulate and provoke motivation in each of the element of the organization that leads to active participation and inquiry. Equity theory attempts to explain the satisfaction in terms of fair and unfair distribution of resources within the interpersonal relationships in an organization, they explain that why not only reward and condition determine motivation, it explains the various give and takes of the individuals in the organization where inputs are efforts, hard work, commitment and loyalty and outputs are financial and non-financial benefits the individuals would get. (E.H. Schein, 1988) Expectancy theory this theory explains that why individuals choose one behavior over another, and how do they make decisions that value them, the three components are expectancy (effort=performance), instrumentality (performance=outcome), and valence, it has huge application in the organizations whereby individuals think that whether or not their efforts will lead high performance, performance to outcomes and finding of desirable outcomes. (D. Mc gregor, 1960). Herzberg theory, according to this theory people are influenced by two factors-motivational and hygiene factors also known as two-factor theory, in a workplace employees dissatisfied but unmotivated calling for hygiene factors that is the work environment, employees satisfied but demotivated leading to motivational factors both of them leading to satisfied and motivated employees in the workplace.

Task 4 Groups in an organizationGroups can be defined as two or more individuals who have come together individually and interdependently for achieving common objectives, there are broadly two major groups in an organization formal and informal. Formals are with proper defined organizational structure and work assignments, proper hierarchal reporting of relationships, informal groups are not governed through any formal

structured pattern and are not determined, they emerge spontaneously because of the social needs of the individuals. (L.A. Ackerman, 1982) Formal groups further have task group whereby individuals are working together to complete a task and but there are not any hierarchal boundaries and command groups in which individuals directly report to the manager as per the defined structure and informal further has interest groups in which members work together for a concerned objective and friendship groups where people come together just because they share similar characteristics.

Factors affecting development of effective teams1) Membership- Individuals who are forming a group needs to be inclined in their thought process or if they are different there should be a clear understanding of their differences as it contributes to the level of cohesiveness and overall conflict within the team environment. 2) Communicators and participators- It is very important to identify the influencers and the subgroups within the team environment, in a healthy team environment there is a balance between opinions, feedback, actions and decisions of the team members. 3) Leadership style of the group leader, task and maintenance functions. 4) Decision making ability and conflict resolution. 5) Emotional issues of the group members. 6) Internal and external atmosphere.

Impact of technology on team functioningThe use of technology can improve and even sometime hinder the group effectiveness, although the advantages are more, discussed below are some advantages of technology on group effective functioning (Beck hard, 1998)

Emails- Allowing continuous communication between the team members signifying that the team members need not to be present at the same place in order to communicate effectively. Mobile phones-They allow to communicate even when the members are away from office, on the roads of somewhere else busy they can always be reachable through mobile phones. Blackberry sets- Technology such as instant messaging and 3g applications can allow group members to communicate effectively with the team members even when in remote areas, out of field or with the clients. Computers, laptops and smart phones- Enabling group members to carry out numerous tasks more effectively, laptops are now more lighter, having longer battery lives and powerful having PDA (personal digital assistant feature) now mobile phones are also coming up with this PDA enabled feature, nowadays smart phones, tablets are used nowadays as they are more handy, easy to carry and they have android features along with portability and presentation features. (L.A. Ackerman, 1982) Groupware- It enables to plan meetings, delegate and collaborate within a virtual environment which can remotely be accessed through any part of the world and at any time.

References: Building team roles & direction-leadership development skills training series. (Marjorie Business Press, Stevens Point, WI, 2011 Timothy F. Bednorz, Ph.D.

What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It(Finalist 2011 Foreword Reviews Book of the Year. Kotter, J.P (1978), Organizational Dynamics: Diagnosis and intervention. Reading, MA: Addison-welsey publishing. Mc gregor, D (1960). The Human side of Enterprise. New York: Mc Grew-Hill. Dubin, R.(1956). Stability of human organizations. In M haire,Modern Organization theory. Cohen A.R Fink, H.Willits (1976).Effective behavior in organizations.homewood,: Irwin. Schein E.H (1988).Organizational psychology. Upper sad-dle river: prentice hall. Beckhard,R. (1969). Organization Development: strategies and models, reading MA: eddison-welsey publishing. Ackerman, L.A (1982) Transition management: An in depth look at managing complex changes, Organizational Dynamics,11:46-66. Kotter,J.P (1995).Leading change: Why transformation efforts fail,Harvard Business Review.