Introduction

John James and Mary Ann Sainsbury built up Sainsburys in 1869 which became
quickly and turned into the largest grocery retailer in 1922 furthermore turn into the
first self-administration retailing in the UK and had its best time amid the 1980s. Its
Britains longest standing significant nourishment retailing chain. The organizers
standards and qualities guide us firmly today as they did at the start - to be the
clients first choice for nourishment providing so as to shop quality items, esteem for
cash and good service.
As a business we are resolved to accomplish our objective, which is:
At Sainsburys we will bring a perpetually enhancing quality shopping knowledge for
our clients with incredible item at reasonable costs. We will surpass client open door
for safe, healthy, fresh and tasty food making their lives simpler consistently . This
implies we are firm on quality and client joy in a manner that take life into this in a
present and altogether different world.

1 Understand the relationship between organisational structure and

culture
1.1 Compare and contrast different organisational structures and culture
Organisational structures:
"Organisational structure is transition to the continuum of commandment of an
organisation and how each sections of this hierarchy work together to attain the aims
and

objectives

of

the

organisation".(Meese,

2012)

There are diverse sorts of organisational structures, for example, tall and flat.

A flat association has a small number of levels or only one level of administration
were the order of directive is from the top to the base, it is short and the compass of
control is broad. It can be recommended that Sainsbury's organisational structure is

level as it proposes that its administration begins from the top to the bottom, it is not
very long and the span of control is wide.

A tall organisational structure have numerous levels of administration among the

administrators and the forefront workers, where the structure through and through
is long and the span of control is not very wide, it can be recommended that the Coca
Cola Company has a tall organisational structure.

Some of the major organizational structures are:

Functional Structures

Divisional Structures

Matrix Structures

Organisational culture:
The organisational culture consists of the essential assumption, thoughts; principles
and standard which are together with other members of an organisation come out
from the history and tradition of an organisation.
Each association has different cultures, for example,

Role Culture: This is suitable to a hierarchy organisational structure. This sort of

culture operates well in representatives performance on the part that he/she has
been modified and relates with the principles and regulations of the association.
Task Culture: This Culture gives certainty for individuals to fill in as a group; this
operates well in a leading structure.
Power Culture: This works awesome in a matrix structure. It is found around one
winning individual or director.
Person Culture: this culture considers on giving administrative help and backing
and close thought to one individual in the association .
In Sainsbury's marketing join with the to a great visible association culture
experienced by clients. The culture is really what clients purchase. It is an awesome
case in which the physical sort, for example, seating and sustenance, are embedded.
Adding to a powerful administration society propels Sainsbury's of its challengers or
rivals, their culturecan be seen in the execution of cabin workers on board.

1.2 Explain how the relationship between an organisations structure

and culture can impact on the performance of the business

To achieve their goals successfully associations constantly need to have a formal

structure. This is vital to disperse errands into distinctive gatherings to guarantee
that no two individuals are taking a shot at the same venture or assignment with the
goal that we get the most yield for our input. Since associations cant be keep running
without individuals, this has a tendency to make distinctive informal structures or
situations in the association which prompts diverse states of attitudes, behaviours,
perception and traits with lots of distinctive sorts of aptitudes. Organizational culture
somehow describe the organizational structure of an association however the
structure additionally mostly describe cultureof an association.
In Sainsburys, Business performance in a Functional Organization structure can be
seriously influenced when it takes for the stream of communication through the

distinctive levels of the hierarchy making the association moderate to stick to the new
innovation, the economy, political situations, social factors or cultural changes and
lawful issues. It by and large has a limited compass of control which may bring about
restrictrictions

in

individual

expression

and

power

which

causes

work

disappointment and de-inspiration.

Fig: Functional Organization structure

Then again a Divisional Organizational structure in Sainsburys has more noteworthy
adaptability in light of low levels of administration. This quick credit to change
makes it focused, ready to conform to clients needs and needs quick, giving it better
execution. Better communication supports individual through activity and energy to
settle on choices giving the feeling self-opportunity, bringing on profoundly energetic
representatives, which influences business in a decent manner.

Fig: Divisional Organizational structure

Matrix being the more up to date hierarchical structure, it is a touch not quite the
same as the old thinking about the average manager; it likewise rethinks the thought
of progression or people utilization of authoritative energy to settle on choices yet
that of aptitude force of representatives. The task culture is reflected in the matrix
association and there is now and again no unmistakable pioneer inside of every
group.

Fig: Matrix organization structure

1.3 Discuss the factors which influence individual behaviour at work

Abilities and Skills: The physical ability of a person to do something can be

termed as capacity. Aptitude can be characterized as the capacity to act in a manner

that permits a man to perform well. The individual conduct and execution is
profoundly impacted by capacity and abilities. The Sainsburys managers assumes
indispensable part in coordinating the capacities and abilities of the representatives
with the specific employment prerequisite.
Perception : The psychological process implied for interpreting the natural boosts
in an important manner is reffered to as perception. Many components impact the
view of a person. It is essential for troughs to make the good workplace with the goal
that representatives see them in most ideal way. The representatives are liable to
perform better on the off chance that they are going to see it in a positive manner
Attitude: According to psychologists, attitude can be characterized as an tendency
to react positively or unfavourably to specific objects, persons or circumstances. The
variables, for example, family, society, culture, companions and authoritative
components impact the development of attitude. The representatives can perform
better in the association in the event that they shape an inspirational state of mind.
Personality: Personality can be characterized as the attributes investigation and
particular characteristics of an individual, the between relations between of them and
the route in which a man reacts and changes with other individuals and
circumstances. The few variables that impact the identity of an individual are
heredity, family, society, culture and circumstance. It suggests to the way that people
contrast in their way while reacting to the organizational environment.
Sainsburys follow People Excellence a standout amongst the most important
approach in light of Responsibility + Being trusted = Engagement, commitment and
high performance.

Task 2: Be able to understand different approaches to management and

leadership
2.1: Compare the effectiveness of different leadership styles in different
organisations

Leadership styles can be identified by how power is utilized, how a pioneer identifies
with others, workers brains and effort are utilized and how a pioneer communicates.
Leadership and Management are frequently interrelated as administration is utilized
for representative being given certain functions and focuses with a group to achieve
it, then again Leadership is a part of a task where an individual has the capacity
express readiness and eager behaviour for its follower. A viable pioneer can oversee
and inform his group to catch his vision as their vision. Leadership is estimated on
how supporting or coordinating is his style.
Kurt Lewin and associates did leadership choice tested in 1939 and identified three
distinct styles of leadership, specifically around choice making. The three sorts of
leadership style are :
Autocratic
Democratic and
Laissez-faire.

Autocratic style is a greater amount of coordinating the employee it is one-way

communication. It depends on strict directions in dictator method for offering
guideline to the representative. The worker is obliged to specific principles and is
bound to finish their undertaking, as they are not profoundly talented. Democratic
style is more liberal toward observing their employee and trusts they find
themselves able to show quality of work in the event that they are provided guidance.
They are very talented. Laisser-faire are the individuals who decline responsibility
and have a power all its own to the team. In a team that incorporates leaders of

Laisser-faire horizontal communication attributes in situations where there are no

team leaders are still dynamic and work profitability is low.
Sainsburys being a flat structure association with an undertaking and individual
culture has a democratic leadership style as the target of the power is more within
the group an entire and there is more prominent cooperation inside of the gathering.
The Leadership processes are shared among the individuals from the group;
Manager is all the more part of the group then somebody more prevalent. In the
association the choice making and executing of the framework is worked in
coordinated effort. As the organization is more included in innovative ideas and new
thoughts are backing with option of failure. It trusts that without certain level of
danger the influence to grow new thoughts is unrealistic. As the teamwork
autonomously on the share in understanding to the group assignment are shared
taking into account singular specialization. This democratic style has empowered the
group to adjust to change and new inventive innovation. Sainsburys Leadership
Excellence is advancement program for pioneers to accomplish significantly higher
desire than other organization. It is intended to make pioneers for difficulties ahead.
This system is intended to give time to consider leadership roles. It additionally
concentrates on higher-order authority abilities far from everyday business. It trusts
that individuals are similar to its innovation and advancement and are a source of
upper hand. To capitalize on the point of preference, Sainsburys verifies that its
representative take a shot at organizations legacy of development.
2.2: Explain how organisational theory underpins the practice of
management in Sainsburys
Management
Management is the name of activities is the act of getting people together to
accomplish desire goal and objectives using available recourses efficiently.
Administration is the name of exercises is the demonstration of getting individuals
together to fulfill want objective and destinations utilizing accessible recourses
proficiently.

The Role Of Management

Fayals Theory About Management
Fayal carried out research into how much managers actually do their work. Then he
reached at the point that they should work on the following points.
Fayal did research into the amount of chiefs really their work. At that point he came
to at the point that they ought to chip away at the accompanying focuses.

Planning
It is the ongoing process of developing the business mission and objectives and
determining how they will be accomplished. Planning includes both the broadest
view of the organization, e.g. its mission, and the narrowest, a tactic for
accomplishing a specific goal.
It is the continuous procedure of building up the business' central goal and
destinations and deciding how they will be expert. Arranging incorporates both the
broadest perspective of the association, e.g. its central goal, and the tightest, a
strategy for finishing a particular objective.

Organizing
Establishing the internal organizational structure of the organization. The focus is on
division, coordination, and control of tasks and the flow of information within the
organization. It is in this function that managers distribute authority to job holders.
Building up the interior authoritative structure of the association. The emphasis is on
division, coordination, and control of undertakings and the stream of data inside of
the association. It is in this capacity that administrators circulate power to
occupation holders.
Commanding
Fayals called this maintain activity among the personnel, it involves

instructing and motivating subordinates to carry out tasks.

Fayal's called this keep up action among the work force, it includes teaching and
spurring subordinates to do assignments.
Coordinating
This is the task of monitoring the activities of individuals and groups within the
organization, reconciling differences in approach, timing and resource requirement
in the interest of overall organizational objectives.
This is the assignment of checking the exercises of people and gatherings inside of
the association, accommodating contrasts in methodology, timing and asset necessity
in light of a legitimate concern for general hierarchical goals.

Controlling
It is a four step process of establishing performance standards based on the firms
objective, measuring and reporting actual performance, comparing the two and
taking corrective or preventive action is necessary.
It is a four stage procedure of setting up execution guidelines in light of the
company's target, measuring and reporting real execution, looking at the two and
making restorative or preventive move is vital.

It should make every item management functions can implement to a actuators.

Don't scatter duties, cannot implement bull leadership, cause mutual shuffle disputes
over trifles, Sainsburys should coordinate each other and cohesion, play advantage,
make overall functions within the organization, and both division, coordinated and
achieve a common goal, unified leadership, classification management, combining
centralization and decentralization. To determine the scientific management and
management levels. Insist on the necessary centralized and unified leadership,
business leaders and the implementation of effective command decisions rapidly. To
implement classification management, arouse the enthusiasm of each respect,
persisting in the division of labor, the enterprise daily production and operating
activities of enterprises, institutional setup according to actual needs, economic
activity, to carry out effective management, improve management personnel
streamlining measure of quality.

It ought to make each thing administration capacities can execute to an actuators.

Try not to scramble obligations, can't actualize bull initiative, cause shared mix
arguments about wastes of time, Sainsbury's ought to facilitate one another and
attachment, play point of interest, make general capacities inside of the association,
and both division, composed and accomplish a typical objective, brought together
administration,

arrangement

administration,

joining

centralization

and

decentralization. To focus the investigative administration and administration levels.

Demand the essential incorporated and bound together authority, business pioneers
and the execution of viable summon choices quickly. To actualize order

administration, excite the energy of every appreciation, persevering in the division of

work, the undertaking day by day creation and working exercises of ventures,
institutional setup as per real needs, monetary movement, to complete successful
administration, enhance administration staff streamlining measure of value.
2.3: EVALUATE THE DIFFERENT APPROACHES TO MANAGEMENT
USED BY DIFFERENT ORGANISATIONS
D1: Below are the approaches which originally underpin the practice of
any business organisation:
Management theories are very important because it is contribute to make all
employees more creative in organisation. The aims are to increase efficiency and to
getting a group of persons to attain a specific aim. There are different framework to
analyze the kind of approach the organization takes the basic are the classical
(Scientific management and bureaucracy), Human relations, systems and
contingency. In accordance to classic management theory it emphasized issues
such as the unity of commands, organizational specialization, span of control and the
application of scientific management as this factors relates to McGregor X Theory. In
Systems approach it sees and organization as a whole and a part of larger
organization. The idea is that any part of an organizations activities affects all other
parts. On the other hand Human relation emphasizes that the needs of workers
should be satisfied in order for them to be more productive in the organization.
Contingencytakes the view that the best style of leadership depends upon the
factors active in the specific situation.However, We cannot use classical management
approach in Siemens AG as this approach is good in tall structure organization with
McGregors X. AsSiemens AGadoptsHuman Relations as it relates to McGregors Y
theory, butwe have also seen contingency in Siemens AG in International offices. As
the group structure remains the same the culture varies due to the situation and the
urbanity. Siemens believes that if needs of the individual are not satisfied it
demotivates them to perform there task effectively.It uses talent management to
match the talent with the task to produce competitive advantage. Talent
management helps them to enable job enrichment and job enlargement. Their
employees are provided with the guidance and support to achieve their full potential.
Therefore productivity will be effective and efficient. This approach persuades the
management into adopting a more positive job in leadership. It also contributes to

key improvement in physical working environment for the workers. (Mullins,

L.2013)
Administration speculations are vital on the grounds that it is add to make all
representatives more innovative in association. The points are to expand productivity
and to getting a gathering of persons to achieve a particular point. There are
distinctive structure to break down the sort of methodology the association takes the
fundamental are the traditional (Scientific administration and organization), Human
relations, frameworks and possibility. In agreement to exemplary administration
hypothesis it underlined issues, for example, the solidarity of charges, authoritative
specialization, compass of control and the use of investigative administration as this
elements identifies with McGregor X Theory. In Systems approach it sees and
association all in all and a piece of bigger association. The thought is that any piece of
an association's exercises influences every single other part. Then again Human
connection stresses that the needs of specialists ought to be fulfilled with the end
goal them should be more gainful in the association. Contingencytakes the
perspective that the best style of initiative relies on the elements dynamic in the
particular situation.However, We can't utilize established administration approach in
Siemens AG as this methodology is great in tall structure association with
McGregor's X. AsSiemens AGadoptsHuman Relations as it identifies with
McGregor's Y hypothesis, butwe have additionally seen possibility in Siemens AG in
International workplaces. As the gathering structure continues as before the way of
life fluctuates because of the circumstance and the urbanity. Siemens trusts that if
needs of the individual are not fulfilled it demotivates them to perform there
assignment effectively.It utilizes ability administration to coordinate the ability with
the errand to deliver upper hand. Ability administration helps them to empower
work enhancement and employment augmentation. Their workers are furnished with
the direction and backing to accomplish their maximum capacity. Accordingly
profitability will be viable and productive. This methodology convinces the
administration into receiving a more positive occupation in authority. It additionally
adds to key change in physical workplace for the specialists. (Mullins, L.2013)

TASK 3: BE ABLE TO UNDERSTAND WAYS OF USING MOTIVATIONAL

THEORIES IN ORGANISATIONS
3.1: DISCUSS THE IMPACT THAT DIFFERENT LEADERSHIP STYLES MAY
HAVE ON MOTIVATION IN ORGANISATIONS IN PERIODS OF CHANGE
Leadership is the process of social inspiration in that a person can procure the
assistance and support of others in the accomplishment of a common task.
Initiative is the procedure of social motivation in that a man can acquire the help
and backing of others in the achievement of a typical errand.
(Explain the term motivation ( state the two types of motivation and

briefly explain them e.g. intrinsic and extrinsic)

(Clarify the term inspiration ( state the two sorts of inspiration and quickly clarify
them e.g. characteristic and extraneous)
Management styles are divided in the main categories of autocratic,
paternalistic, and democratic. Robert Tannenbaum and Warren H. Schmidt (1958,
1973) argued that style of leadership is dependent upon the prevailing
circumstance; therefore leaders should exercise a range of management styles
and should deploy them as appropriate. As in Blake Mouton Managerial Grid it
focuses on two kind of leadership people oriented leadership and task oriented
leadership, as we have seen in the diagram 0-3 below. Task oriented leader will
take all the project and mark the time frame and appoint the job to the
concerned, but a people oriented leader will discuss the project with the team to
find the know-how of the person then make the time frame. If you prefer to lead
by setting and enforcing tight schedules, you tend to be more or task-oriented. If
you make people your priority and try to accommodate their needs, then youre
more people-oriented.
Administration styles are isolated in the fundamental classifications of imperious,
paternalistic, and vote based. Robert Tannenbaum and Warren H. Schmidt (1958,
1973) contended that style of initiative is indigent upon the overall condition;
subsequently pioneers ought to practice a scope of administration styles and
ought to send them as proper. As in Blake Mouton Managerial Grid it
concentrates on two sort of authority individuals arranged administration and
assignment situated initiative, as we have found in the graph 0-3 beneath.
Assignment situated pioneer will take all the undertaking and imprint the time

period and designate the employment to the concerned, yet an individuals

arranged pioneer will examine the task with the group to discover the
individual's expertise then make the time span. In the event that you like to lead
by setting and upholding tight calendars, you have a tendency to be more or
errand arranged. In the event that you make individuals your need and attempt
to suit their needs, then you're more individuals arranged.

Diagram 0-3

As we know that Siemens AG follows a democratic leadership style with its high
performance culture and its employee are highly motivated. As in Blake Mouton
Managerial grid the style of leadership can have impact on staff motivation,
Siemens leadership is high in people and production oriented. As the
organization takes people as there competitive advantage like their technology
and innovation. In a period of change if Siemens AG implements a dictatorial
styles that is an authoritarian leadership style can affect the employees in
various ways. As this style follows a one-way communication the high skilled
employee will not be able to demonstrate their view, as there will be no room for
discussion. As the employee will be subjected to set rules and will be rewarded
on individual output, there will be conflicts in teamwork. As all these factors will
de-motivate the employee it will drive them to look for different opportunities. If
transformational leadership is applied it will generate great awareness of the
importance of the purpose of the organization to understand the change to give

outcomes. It will encourage them to excel their own self- interests for the sake of
the organization and its team. As transformational leadership is compromised of
idealized influences, inspirational motivation, intellectual stimulation and
individual consideration. As all these factors favors the organization behavior of
Siemens AG it will be the most idealistic approach to motivate its staff in a period
of change.

As we realize that Siemens AG takes after a law based initiative style with its
elite society and it's worker are exceptionally energetic. As in Blake Mouton
Managerial matrix the style of administration can have sway on staff inspiration,
Siemens initiative is high in individuals and generation situated. As the
association takes individuals as there upper hand like their innovation and
advancement. In a time of progress if Siemens AG executes an oppressive styles
that is a dictator initiative style can influence the workers in different ways. As
this style takes after a restricted correspondence the high talented worker won't
have the capacity to show their perspective, as there will be no space for
exchange. As the representative will be subjected to set principles and will be
remunerated on individual yield, there will be clashes in collaboration. As every
one of these components will de-inspire the worker it will drive them to search
for distinctive open doors. In the event that transformational authority is
connected it will produce extraordinary consciousness of the reason's
significance of the association to comprehend the change to give results. It will
urge them to exceed expectations their own self-intrigues for the association's
purpose and its group. As transformational administration is traded off of
romanticized impacts, rousing inspiration, scholarly incitement and individual
thought. As every one of these elements supports the association conduct of
Siemens AG it will be the most hopeful way to deal with spur its staff in a time of
progress.
3.2: COMPARE THE APPLICATION OF DIFFERENT MOTIVATIONAL
THEORIES WITHIN YOUR WORKPLACE

As chartered management institute has explained motivation as given in LO11.3. It is the driving force within a person that persuades them to achieve some

goals in order to fulfill some need or expectation. The basic motivation model
explain that Performance = functions (ability X motivation). There are two kinds
of motivation: Extrinsic motivation that relates for rewards that are tangible like
a salary raise, the work atmosphere and condition at work. Intrinsic motivation is
more related to psychological rewards things that are intangible such as
opportunity to use once talent, sense of challenge and attainment and being
treated in a caring manner.
As sanctioned administration foundation has clarified inspiration as given in LO11.3. It is the main impetus inside of a man that influences them to accomplish a
few objectives keeping in mind the end goal to satisfy some need or desire. The
essential inspiration model clarify that Performance = capacities (capacity X
inspiration). There are two sorts of inspiration: Extrinsic inspiration that relates
for prizes that are substantial like a compensation raise, the work air and
condition at work. Natural inspiration is more identified with "mental" prizes
things that are immaterial, for example, chance to utilize once ability, feeling of
test and accomplishment and being dealt with in a minding way.

Maslows Hierarchy of needs:

Maslow suggested that human needs are arranged in levels of importance. He
suggested that people have wants and these wants will increase based on what
they have attained and fulfilled. It starts with physiological needs, safety, Love,
Esteem and Self-Actualization. It means that first human looks for basic need like
hunger and thirst, sleep, sensory pleasure and sex. Then its the safety of being
protected from all danger and any threat. Thirst level is the Love or social need is
friendship, affection it is giving and receiving love. After that, is Esteem it is like
ego the desire for strength, confidence and freedom. The highest level is SelfActualization, when lower level needs are no more motivator. Next level is
demand satisfaction. As all organization provide basic salary with living
allowance, Housing allowance and Health care. The Basic salary + living
allowance is for physiological need. Housing + Heath care is for safety need. The
social need is given with the team or peers and management. Esteem is mainly
fulfilled with the respect and attention is given in an organization. SelfActualization is when a person is able to self-motivate he has efficient perception
of reality. It is when a person is stronger and calmer then ever. (Maslow,
1968,1970)

Maslow proposed that human needs are masterminded in levels of significance.

He proposed that individuals have needs and these needs will increment in view
of what they have accomplished and satisfied. It begins with physiological needs,
wellbeing, Love, Esteem and Self-Actualization. It implies that first human
searches for essential need like yearning and thirst, rest, tangible delight and
sex. At that point it's the security of being shielded from all peril and any danger.
Thirst level is the Love or social need is fellowship, love it is giving and accepting
affection. After that, is Esteem it is similar to sense of self the yearning for
quality, certainty and opportunity. The largest amount is Self-Actualization, when
lower level needs are no more help. Next level is interest fulfillment. As all
association give fundamental compensation living recompense, Housing
remittance and Health care. The Basic pay + living recompense is for
physiological need. Lodging + Heath tend to security need. The social need is
given with the group or associates and administration. Regard is mostly satisfied
with the appreciation and consideration is given in an association. SelfActualization is the point at which a man has the capacity self-propel he has
productive impression of reality. It is the point at which a man is more grounded
and more quiet then ever. (Maslow, 1968,1970)
Hertzberg two factor theory:
Frederick Herzberg (1966,1987) theory is a one step further of Maslows Theory.
His theory proposed that there were two factors: Hygiene factor, In this he
focused that absence of interpersonal relations, supervisor, company policy,
working condition and job security can promote dissatisfaction. It was also
referred as context of work. Motivation Factor, It makes up a range leading from
no satisfaction-to-satisfaction. These motivators are the job being inspiring,
achievement, identification, and accomplishment. As in Siemens AG both the
factors are given great importance as talent management along with leadership
style of management are key aspect to motivate.

Frederick Herzberg (1966,1987) hypothesis is an above and beyond of Maslow's

Theory. His hypothesis recommended that there were two elements: Hygiene
component, In this he centered that nonappearance of interpersonal relations,
boss, organization arrangement, working condition and employer stability can
advance disappointment. It was likewise alluded as setting of work. Inspiration

Factor, It makes up an extent driving from no fulfillment to-fulfillment. These

sparks are the employment being motivating, accomplishment, recognizable
proof, and achievement. As in Siemens AG both the elements are given awesome
significance as ability administration alongside initiative style of administration
are key perspective to spur.
McGregor Theory X and Y:
Theory X and Theory Y are based on motivation in human behavior. This theory is
based on two extreme possible behaviors. Theory X organization the workers are
lazy, unmotivated and will avoid work at all possible ways. They are inherently
dislike work thus close supervision is required for productivity. A narrow span of
control is needed in every level of the hierarchical structure. Theory X manager
tend to end in blaming someone. Their only motivation is money. These people
lack ambition, dislike accountability and preferred to be led. These people are
desire security. McGregor recognized that X Type workers are in fact usually in
small number and yet in mass organizations such as large-scale production they
are unskilled workers. Theory Y organization the workers are self-motivated and
thrive on responsibility. The Management style is more participative and they
involve employee in decision-making. Y Type workers are encouraged to develop
expertise and make suggestion. The appraisal is frequent and encouraged to
uplift their motivation. Y Type of worker is skilled and their approach is well
developed. This kind of worker is mostly found in flat structure organization that
believes that they are creative and able to manage their skills to benefit the
organization.

Hypothesis X and Theory Y depend on inspiration in human conduct. This

hypothesis depends on two great conceivable practices. Hypothesis X association
the laborers are languid, unmotivated and will stay away from work at all
conceivable ways. They are inalienably aversion work consequently close
supervision is needed for profitability. A thin compass of control is required in
each level of the progressive structure. Hypothesis X administrator tend to end in
faulting somebody. Their just inspiration is cash. These individuals need
aspiration, hate responsibility and wanted to be driven. These individuals are
craving security. McGregor perceived that X Type specialists are truth be told
generally in little number but in mass associations, for example, huge scale
generation they are incompetent laborers. Hypothesis Y association the laborers
are self-propelled and blossom with obligation. The Management style is more
participative and they include worker in choice making. Y Type specialists are

urged to create aptitude and make proposal. The examination is successive and
urged to elevate their inspiration. Y Type of specialist is gifted and their
methodology is very much created. This sort of laborer is for the most part found
in level structure association that trusts that they are innovative and ready to
deal with their aptitudes to advantage the association.

(McGregor, D. 1960).
As in Siemens AG we have seen that all Maslows level of hierarchy and Herzberg
Theoryis morerelevant. They have more of Y type employee, as it has narrow
span of control. They are self-motivated and are skilled workers. The managers in
Siemens AG are more a part of the team then a dictator. The organization uses
different approaches for appraisal of its workers.
As in Siemens AG we have seen that all Maslow's level of chain of importance
and Herzberg Theoryis morerelevant. They have a greater amount of Y sort
representative, as it has slender compass of control. They are self-roused and are
talented laborers. The directors in Siemens AG are more a group's piece then a
despot. The association utilizes diverse methodologies for examination of its
laborers.
3.3 THE USEFULNESS OF MOTIVATION THEORY FOR THE MANAGERS

Mangers in Siemens AG uses Herzberg theory as this theory covers all the factors
of Maslows theory and adds more to the context of job. Hygiene Factors,
Managers can adopt to improvise policy to provide job security. They can develop
vibrantwork condition that is more suited to their employees comfort. Managers
can organize challenging activities that are teamwork oriented, as it will develop
trust between their peers and supervisors. As these factors dont satisfy the
employee but lack of these factors can create job dissatisfaction. As for the
motivational factors management can make there task more challenging. They
should provide room for achievement and gain their recognition in the
organization. As we have seen in 3.2 Maslows Hierarchy of needs in contrast to
managers at Siemens AG are using there human resource development (HRD)
strategy that focus on employee training courses and if the employee is
interested in different kind of work. The HRD strategy uses different methodology
to make their employee life better and balanced. In Maslows Hierarchy it is the

self-actualization state, they believe if a person is in this state he will be able to

self-motivateand grow with organization. In conclusion, as these factors can
develop an individual but every employee has different things that motivate a
common ground cannot be used. They need to focus on individual person and
understand his driving force. As in Siemens AG employees are type Y, high skill
labors and require more than just basic necessities.

(the importance of motivation to organisations)

Troughs in Siemens AG utilizes Herzberg hypothesis as this hypothesis covers every
one of the elements of Maslow's hypothesis and adds more to the setting of
occupation. Cleanliness Factors, Managers can receive to ad lib strategy to give
professional stability. They can create vibrantwork condition that is more suited to
their representatives' solace. Administrators can sort out testing exercises that are
collaboration situated, as it will create trust between their companions and bosses.
As these elements don't fulfill the worker yet absence of these variables can make
work disappointment. Concerning the motivational variables administration can
make there assignment all the more difficult. They ought to give space to
accomplishment and addition their acknowledgment in the association. As we have
seen in 3.2 Maslow's Hierarchy of requirements as opposed to directors at Siemens
AG are utilizing there human asset advancement (HRD) system that emphasis on
worker instructional classes and if the representative is occupied with diverse sort of
work. The HRD procedure utilizes distinctive strategy to improve their
representative life and adjusted. In Maslow's Hierarchy it is the self-completion
state, they accept if a man is in this state he will have the capacity to self-motivateand
develop with association. Taking everything into account, as these variables can add
to an individual yet every representative has diverse things that rouse a shared
opinion can't be utilized. They have to concentrate on unique individual and
comprehend his main thrust. As in Siemens AG representatives are sort Y, high
ability works and require more than simply fundamental necessities.

TASK 4: BE ABLE TO UNDERSTAND MECHANISMS FOR DEVELOPING

EFFECTIVE TEAMWORK IN ORGANISATIONS
4.1: EXPLAIN THE NATURE OF GROUPS AND GROUP BEHAVIOUR WITHIN
ORGANISATIONS
To understand effective teamwork, we need to know the difference between
team and group. Group in the workplace usually comprises three or more
employee who recognize themselves as a distinct unit or department, but who
actually work individualistically of each other to achieve their organizational
goals. Team comprises of three or more employee who may come from different
departments within a business, but they collaborate together over time to
achieve some set purpose or project.Duchanan and Huczynski said team is a
small group of people with complementary skills, who work together as
a unit to achieve a common purpose for which they hold themselves
collectively accountable(Duchanan and Huczynski, 2013).Group consists of
two types formal and informal teams. Formal group is made by an organization
to serve a task or a project but informal team is to satisfy personal or
psychological needs of an individual. Meredith Belbin is a British researcher and
management theorist best known for his work on management teams. Belbin
focuses on the relationship between personality, ability and the effectiveness of
management teams. Belbin defines a team role as tendency to behave,
contribute and interrelate with others in a particular way He describes TeamRole a pattern of behavior characteristics of the way in which one team member
interacts with another team member, where their performance facilitates the
progress of the team as a whole. In his book Management Teams: Why They
Succeed or Fail, Belbin asserts that only eight useful team-role types could be
identified. Later, however, a ninth team-role, that of Specialist, has been added
to his taxonomy (Team-Roles). Belbin team role are clustered according to there
orientation. Action oriented roles Shaper, Implementer and completer or
finisher. People oriented roles Coordinator, Team worker and Resource
Investigator. The whole idea of Belbins was by understanding your role within a
particular team you can develop your strengths and manage your weakness as a
team member and so improve how you contribute to the team. Team leaders
often use the Belbin model to help create more balanced teams. Teams can
become unbalanced if all team members have similar styles of team roles or
behavior. If team members have similar weakness, the team as a while may tend

to have that weakness or if they have similar teamwork strength they may tend
to compete for the team task rather than co-operate. As we have seen in
Siemens AG it is a Team oriented organization, where every project is executed
through teams or groups as it enhances productivity as all team member
represent a different expertise to the project. Effective teamwork can be
accomplished using Belbins team role model. Analyzing the team membership
using Belbin team roles as checks for potential strengths and weakness within
Siemens AG. Individual members of the team need to be observed to see their
behavior, contribution and also their behavior within the team. Manager needs to
write the team members strengths and characteristics or weakness as observed.
Strength and weakness of each member of the team has to be linked to the most
accurately described among the Belbin description of team roles. Then it is
possible to analyze where the teams strength is or its lack in certain ability.
Example: Many Shapers can weaken a team if each Shaper wants to pull the
team in a different direction. Also, Siemens AG follows a task culture as we have
seen in L01-1.1. They believe is the employees are truly involved in the business
and are a part of the success it will motivate. Siemens AG under its people
excellence it is believed that trust drives its high performance culture.
Teammembers in Siemens AG work on a shared goal as a group. They have a
sense of shared responsibility for the shared goal to achieve their objectives. This
is all possible to the strategy of Siemens AG to make the most use of their
employees talent.

To comprehend powerful collaboration, we have to know the distinction in the

middle of group and gathering. Bunch in the working environment for the most
part contains three or more representative who perceive themselves as a
particular unit or division, yet who really work independently of one another to
accomplish their hierarchical objectives. Group contains three or more
representative who may originate from diverse divisions inside of a business, yet
they team up together after some time to accomplish some set reason or
project.Duchanan and Huczynski said "group is a little gathering of individuals
with reciprocal abilities, who cooperate as a unit to accomplish a typical reason
for which they hold themselves by and large accountable"(Duchanan and
Huczynski, 2013).Group comprises of two sorts formal and casual groups. Formal
gathering is made by an association to serve an errand or a venture however

casual group is to fulfill individual or mental needs of a person. Meredith Belbin is

a British specialist and administration scholar best known for his work on
administration groups. Belbin concentrates on the relationship between identity,
capacity and the adequacy of administration groups. Belbin characterizes a
group part as "propensity to carry on, contribute and interrelate with others in a
specific manner" He depicts "Group Role" an example of conduct attributes of
the path in which one colleague associates with another colleague, where their
execution encourages the group's advancement in general. In his book
Management Teams: Why They Succeed or Fail, Belbin attests that just eight
valuable group part sorts could be distinguished. Later, then again, a ninth group
part, that of Specialist, has been added to his scientific classification (TeamRoles). Belbin group part are bunched by introduction. Activity arranged parts
Shaper, Implementer and completer or finisher. Individuals situated parts
Coordinator, Team laborer and Resource Investigator. The entire thought of
Belbin's was by comprehension your part inside of a specific group you can add
to your qualities and deal with your shortcoming as a colleague thus enhance
how you add to the group. Group pioneers regularly utilize the Belbin model to
help make more adjusted groups. Groups can get to be lopsided if all colleagues
have comparable styles of group parts or conduct. On the off chance that
colleagues have comparable shortcoming, the group as a while may tend to have
that shortcoming or on the off chance that they have comparable cooperation
quality they may have a tendency to go after the group undertaking instead of
co-work. As we have found in Siemens AG it is a Team situated association,
where each task is executed through groups or gatherings as it improves
profitability as all colleague speak to an alternate mastery to the undertaking.
Powerful collaboration can be refined utilizing Belbin's group good example.
Examining the group enrollment utilizing Belbin group parts as checks for
potential qualities and shortcoming inside of Siemens AG. Singular individuals
from the group should be seen to see their conduct, commitment furthermore
their conduct inside of the group. Administrator needs to compose the
colleague's qualities and attributes or shortcoming as watched. Quality and
shortcoming of every individual from the group must be connected to the most
precisely depicted among the Belbin portrayal of group parts. At that point it is
conceivable to break down where the group's quality is or its need in certain
capacity. Case: Many Shapers can debilitate a group if every Shaper needs to pull
the group in an alternate course. Likewise, Siemens AG takes after an

assignment society as we have seen in L01-1.1. They accept is the

representatives are genuinely included in the business and are a win's piece it
will spur. Siemens AG under its kin fabulousness it is trusted that trust drives its
superior society. Teammember's in Siemens AG take a shot at a mutual objective
as a gathering. They have a feeling of shared obligation regarding the common
objective to accomplish their targets. This is all conceivable to the technique of
Siemens AG to make the most utilization of their worker's ability.
4.2

Necessary Factors to Promote the Development of Effective

Teamwork:
Teamwork is about galvanizing a group of people towards a shared objective.
It is also about bringing the best out of each individual in the pursuit of a
collective goal thought worthy of being realized. According to Jon R.
Katzenbach and Douglas K. Smitha team is a small number of people with
complementary skills who are committed to a common purpose, set of
performance goals, and approach for which they hold themselves mutually
accountable.'(Harvard Business review, July 2005)
Collaboration speaks the truth electrifying a gathering of individuals towards
a mutual target. It is likewise about bringing the best out of every person in
the quest for an aggregate objective considered commendable being figured
it out. As indicated by Jon R. Katzenbach and Douglas K. Smith'a group is a
little number of individuals with integral abilities who are focused on a typical
reason, set of execution objectives, and methodology for which they hold
themselves commonly accountable.'(Harvard Business survey, July 2005)
The success of an effective teamwork is a vital part of Siemens AG, as it
wants to prosper in the global community. In order for Siemens AG to achieve
its vision, mission and goals it needs to understand the impact and
importance of effective teamwork. There are many potential distractions,
obstacles and other detriments that can lead to failure, but it will require
deftly avoiding these in favor of beneficial traits instead in order to overcome
the job at hand. Recognizing these factors may help contributors be more
planned in their objectives. Siemens AG operations based on teamwork
culture as quoted by the Chief Executive Officer Mr. Kaus Kleinfeld of it Many
times in my life I have seen how one individual can make a big difference,
particularly when working in a great team. The quality of our people and of

our teams is our most valuable recourse, particularly in todays world where
knowledge flows round the globe with lightning speed and is easily available.
The accomplishment of a compelling cooperation is a key piece of Siemens
AG, as it needs to succeed in the worldwide group. All together for Siemens
AG to accomplish its vision, mission and objectives it needs to comprehend
the effect and significance of compelling cooperation. There are numerous
potential diversions, hindrances and different disadvantages that can prompt
disappointment, yet it will oblige deftly keeping away from these for gainful
attributes rather with a specific end goal to defeat the current task. Perceiving
these components may assist donors with being more arranged in their
destinations. Siemens AG operations in light of cooperation society as cited
by the Chief Executive Officer Mr. Kaus Kleinfeld of it "Ordinarily in my life I
have perceived how one individual can have a major effect, especially when
working in an incredible group. The nature of our kin and of our groups is our
most significant plan of action, especially in today's reality where learning
streams round the globe with lightning speed and is effortlessly accessible".
As most of the factors that can enhance the teamwork can be a barrier or
demotivate their team. Communication is basic crux for the team member
as without it they will not be able to convey their direction and share
information. Employees in Siemens AG need to emerge as leaders to promote
productivity as the team member provides ideas others need to interpret its
complex concepts, as Siemens is known for its innovation. Positive attitude,
It the team member believe that the goal or project was doomed to fail they
will not put a sincere effort. In addition if the teammate have opinion
concerning between each other can affect their success, as having a negative
opinion can shelter antagonistic working environment. Planting seeds of
conflict or showing unwillingness to the among team members will effect
there communication. In its place the team members should enter the group
with full intention on completing there given task with out negative
complaints or comments. Trust is one of the essential factors that promote
effective teamwork because team members towards task completion are
rendered impossible or altogether unavailable without it. Team member do
not share as much information with each other, as they tend to shoulder more
of the load than they can sincerely handle. It is impossible to take risk even if
its wisely calculated if there is no trust. Siemens AG trust its employee as

they work on project that have risk factors they understand that in doing
something innovative there are risk involved.
As the elements' majority that can upgrade the cooperation can be a
hindrance or demotivate their group. Correspondence is essential core for the
colleague as without it they won't have the capacity to pass on their bearing
and offer data. Workers in Siemens AG need to develop as pioneers to
advance profitability as the colleague gives thoughts others have to translate
its intricate ideas, as Siemens is known for its advancement. Inspirational
demeanor, It the colleague trust that the objective or task was destined to fall
flat they won't put a true exertion. Moreover if the buddy have assessment
worried between one another can influence their prosperity, as having a
negative conclusion can protect hostile workplace. Planting seeds of
contention or demonstrating unwillingness to the among colleagues will
impact there correspondence. In its place the colleagues ought to enter the
gathering with full goal on finishing there given assignment without negative
grumblings or remarks. Trust is one of the fundamental elements that
advance viable cooperation in light of the fact that colleagues towards
undertaking fulfillment are rendered outlandish or through and through
inaccessible without it. Colleague don't impart as much data to one another,
as they tend to bear a greater amount of the heap than they can earnestly
handle. It is difficult to take hazard regardless of the fact that it's carefully
computed if there is no trust. Siemens AG trust its worker as they take a shot
at venture that have danger components they comprehend that in doing
something creative there are danger included.
As the components' larger part that can redesign the participation can be a
block or demotivate their gathering. Correspondence is fundamental center
for the partner as without it they won't have the ability to go on their bearing
and offer information. Specialists in Siemens AG need to create as pioneers to
propel gainfulness as the partner gives musings others need to interpret its
mind boggling thoughts, as Siemens is known for its headway. Motivational
mien, It the associate trust that the target or errand was bound to fall level
they won't put a genuine effort. Besides if the pal have appraisal stressed
between each other can impact their thriving, as having a negative
conclusion can secure antagonistic work environment. Planting seeds of
dispute or exhibiting unwillingness to the among associates will affect there
correspondence. In its place the partners should enter the social affair with

full objective on completing there given task without negative grumblings or

comments. Trust is one of the key components that progress suitable
collaboration in light of the way that associates towards undertaking
satisfaction are rendered extraordinary or totally out of reach without it.
Associate don't bestow as much information to each other, as they tend to
endure a more noteworthy measure of the pile than they can sincerely
handle. It is hard to take risk paying little mind to the way that it's precisely
registered if there is no trust. Siemens AG trust its laborer as they take a shot
at wander that have threat segments they appreciate that in doing something
inventive there are peril included.
Leadership is another factor that promotes and inhibits the team
performance. If the organizations style is Democratic and its managerial style
as we have seen in LO-3.1 Blake Moutons managerial grid is high is people
and production oriented like in Siemens AG he will be a Team leader. As he
will be able to support by coordinating among their team members to make
sure all the task are completed effective and efficiently. If in a situation where
one member is lacking or having issues it will guide and support them. As in
the case if their approach is more directives and production oriented it will
affect the process, as the team member will lack support. Motivation is also
an important factor in the leadership as it drives the team members to
achieve and use there shared potential in accomplishing the project. Human
resource development is one the key factor to encourage the employee as in
Siemens AG, if a workers needs to attend a training that can enhance his or
her skill to have a better career it is appreciated and consider. As this factor
can affect the efficiency of an individual so as team. Siemens AG believes that
organization is nothing without its people; it has one of the worlds most
efficient and motivated workforce. If Siemens AG analyzes their individual
employee strengths and weaknesses can give good opportunities to utilize
their skills entirely to their growth. That will enhance them to make effective
and efficient teams.
Initiative is another variable that advances and restrains the group execution.
On the off chance that the association's style is Democratic and its
administrative style as we have seen in LO-3.1 Blake Moutons administrative
matrix is high is individuals and creation situated like in Siemens AG he will
be a "Group pioneer". As he will have the capacity to bolster by organizing

among their colleagues to verify all the undertaking are finished powerful and
effectively. In the event that in a circumstance where one part is missing or
having issues it will guide and bolster them. As for the situation if their
methodology is more orders and creation arranged it will influence the
procedure, as the colleague will need backing. Inspiration is additionally a
vital variable in the authority as it drives the colleagues to accomplish and
use there shared potential in achieving the undertaking. Human asset
improvement is one the key component to energize the representative as in
Siemens AG, if a specialists needs to go to a preparation that can upgrade his
or her aptitude to have a superior vocation it is refreshing and consider. As
this element can influence the productivity of an individual so as group.
Siemens AG trusts that association is nothing without its kin; it has one of the
universes most productive and persuaded workforce. On the off chance that
Siemens AG breaks down their individual representative qualities and
shortcomings can give great chances to use their aptitudes totally to their
development. That will improve them to make compelling and proficient
groups.

4.3 Impact of Technology on Team Functioning:

Workplaces are adapting new technology at an exponentially increasing rate over
the last few decades. Organizations see technology as a competitive advantage
to increase their profits. Organization use technologies like Blackberry, Personal
desktop assistant, tablets and live conferencing applications for steady
communication in their organization. As technology has its merits also has its
drawback and demerits. Virtual teamwork has been incorporated by most of the
companies today including Siemens AG. As they function virtual teamwork they
have flexibility. Organization is able to alter team based on the challenges that
they face time-to-time. The teams are built using the best possible members
available; it is particularly helpful when they require a specialist. Virtual team
doesnt have issues like geographical, time zone or organization constraints
faced by actual teams. As they work around the clock depending on the region
they have an added benefits. The efficiency saving is made as there is no travel
or relocation costs involved. As social, political and economic aspects associated
with human beings are ignored it causes AlienationWork performed under
conditions in which the worker is estranged from his or her own activity on the
act of production, through the sale of labour power and subordination of skills

and knowledge to the capitalist, or other external social forces (Thompson,

1989:p.xiii). In an assertion made by Blauner (1964) it makes the worker feel
powerless, Meaningless, Isolation and Self-estrangement. As Alienation is an
aspect of work heavily impacted by organizational technology. Siemens AG
deploys numerous projects around the world with the support of there virtual
teams. As these individual function from their stationed office and with the help
of there project leader are able to provide there input virtually. They use VOIP
(Voice over internet protocol) to communicate and Video-conferencing tools like
Microsoft Lync and Skype to have there meetings with there virtual teams.
Working environments are adjusting new innovation at an exponentially
expanding rate throughout the most recent couple of decades. Associations
consider innovation to be an upper hand to build their benefits. Association use
innovations like Blackberry, Personal desktop right hand, tablets and live
conferencing applications for relentless correspondence in their association. As
innovation has its benefits likewise has its downside and bad marks. Virtual
collaboration has been fused by the greater part of the organizations today
including Siemens AG. As they capacity virtual collaboration they have
adaptability. Association has the capacity change group in light of the difficulties
that they publicity to-time. The groups are constructed utilizing the best
conceivable individuals accessible; it is especially useful when they oblige a pro.
Virtual group doesn't have issues like topographical, time zone or association
limitations confronted by genuine groups. As they work all day and all night
relying upon the district they have an included advantages. The productivity
sparing is made as there is no travel or movement expenses included. As social,
political and financial angles connected with individuals are overlooked it causes
Alienation"Work performed under conditions in which the laborer is offended
from his or her own particular movement on the demonstration of creation,
through the offer of work force and subordination of aptitudes and information to
the industrialist, or other outer social powers" (Thompson, 1989:p.xiii). In an
attestation made by Blauner (1964) it makes the specialist feel frail,
Meaningless, Isolation and Self-irritation. As Alienation is a part of work
vigorously affected by hierarchical innovation. Siemens AG conveys various tasks
the world over with the backing of there virtual groups. As these individual
capacity from their positioned office and with the assistance of there venture
pioneer have the capacity to give there information for all intents and purposes.
They utilize VOIP (Voice over web convention) to impart and Video-conferencing

apparatuses like Microsoft Lync and Skype to have there meeting's with there
virtual groups.

CONCLUSION
Siemens AG uses a flat structure as it supports them with hierarchical
arrangement of the line of power, right and communication. The authority in the
organization is down the chain of command that speeds the decision-making.
There task and role culture makes there flat structure more de-centralized. The
demerits are that they are unable to standardize this culture as they are widely
spread. The strong culture of the Siemen AG with their Peoples Excellence
makes them a High performance Culture. As they take there employee as there
competitive advantage.Siemens emotional intelligence is interconnected with
leaders whore revenue and growth figures were strong and these leaders put a
premium on collaboration and teamwork. The democratic leadership style used
in Siemens AG as the focus of the power is more with in the group a whole and
there is greater interaction within the groups. In the period of change Siemens
AG can use transformational leadership as it is compromised of idealized
influences, inspirational motivation, intellectual stimulation and individual
consideration. As this approach will be more idealistic to motivate its staff in the
period of change. In motivational factors Herzberg theory can be applied in the
talent management as it can help them understand their individual employee.As
in Siemens AG leaders may think that getting their organizations to learn is only
a matter of enunciating a clear vision giving employee the right incentives and
providing a lots of training. This assumption is not wrong but is very risky as the
competition is getting intensified, technologies are changing and customer
preference is shifting. As Siemens AG needs to learn more than ever to confront
these forces; they must become a learning organization. Peter M. Sengess
flourished this concept in the 90s The Fifth Discipline. This approach can help
Siemens AG employees to cultivate tolerance, foster open discussion and think
holistically and systemically. As it will help Siemens to act upon the unpredictable
quickly then its competitors.

Siemens AG utilizes a level structure as it backings them with various leveled game
plan of the line of force, right and correspondence. The power in the association is
down the hierarchy of leadership that speeds the choice making. There assignment
and part culture makes there level structure more de-incorporated. The bad marks
are that they are not able to institutionalize this society as they are generally spread.
The solid society of the Siemen AG with their "People groups Excellence" makes
them a High execution Culture. As they take there representative as there aggressive
advantage.Siemens passionate insight is interconnected with pioneers prostitute
income and development figures were solid and these pioneers put a premium on
joint effort and collaboration. The majority rule initiative style utilized as a part of
Siemens AG as the power's center is more with in the gathering an entire and there is
more prominent connection inside of the gatherings. In the time of progress Siemens
AG can utilize transformational initiative as it is traded off of glorified impacts,
moving inspiration, scholarly incitement and individual thought. As this
methodology will be more optimistic to persuade its staff in the time of progress. In
motivational variables Herzberg hypothesis can be connected in the ability
administration as it can assist them with comprehension their individual
employee.As in Siemens AG pioneers may believe that getting their associations to
learn is just a matter of articulating an unmistakable vision giving worker the right
motivators and giving a loads of preparing. This presumption is not wrong but rather
is extremely hazardous as the opposition is getting heightened, advances are
changing and client inclination is moving. As Siemens AG needs to take in more than
at any other time in recent memory to go up against these strengths; they must turn
into a learning association. Dwindle M. Senges' prospered this idea in the 90's The
Fifth Discipline. This methodology can help Siemens AG workers to develop
resilience, foster open talk and think comprehensively and systemically. As it will
help Siemens to follow up on the unusual immediately then its rivals.