A.C 1.

1 ORGANISATIONAL STRUCTURE:Organizational structure can be defined as the way the workers within a business are organized and the way they are related to each other. Like the director is the head of any business and under him comes the manager. A manager has team leaders appointed below him, team leaders work under the manager, and then comes the operatives who are appointed by the team leaders to work under them. This explains the hierarchy of a business, which clears out the roles of each of the worker that they have to carry out and shows that who has the authority over whom, which explains the structure of an organization. Different organizational structure suit different types of organizations depending upon the size of the business and the factors which are out of its control (external factors) for example nature of the customers and the spread of its customers. The organizational structure can be divided into various types depending upon factors such as style of leadership, geographical factors, kinds of organizations, etc. The different types of organizational structures are explained as under1) Traditional Structures: - These structures are based on the functions of the divisions and the departments. These structures follow the rules and the procedures of the organization. The line structure and the line and staff structure come under this. a. Line structure: - This structure has very specific lines of command. In this type of structure the orders and approvals come in a line from top to bottom, thus it is known as line structure. This structure is suitable for small organizations and allows easy decision making. b. Line and staff structure: - This kind of structure is suitable for larger organizations. It combines the line structure with the staff departments for the specialization and the support. It is more centralized.

2) Functional Structure: - In this type of organizational structure people are classified according to the functions they perform in the organization. The chart of a functional organization consists of a Vice President, Administration Department, Customer Service Department, Sales Department, etc. 3) Divisional Structures: - The divisional structure is based on the different divisions of the organization. Here the employees are grouped together on the basis of the products, markets and the geographical locations. a. Product structure: - This kind of structure is based on the different products of the organization. If a company produces five different products, it will have five divisions for these products. This type of structure is best for the retail stores. b. Market structure: - In a market structure the employees are grouped on the basis of the market where the company does its business. Like if a company is doing its business with six different markets, it will have six divisions. c. Geographic structure: - In large organizations there are many branches which may be situated in different zones of the country. In such a case the organization follows a zonal structure. 4) Horizontal Organization Structure: - This is also referred to as flat structure. Here there is no interference from the senior authorities. The employees also enjoy the rights of decision making. 5) Vertical Organization Structure: - In this the employees are controlled and monitored by the middle management. Here the roles and responsibilities of the employees are pre defined. A strong leader is required at the top level of the hierarchy.

ORGANISATIONAL CULTURE:-

The organizational culture is the culture of the organization; it is the behavioral patterns, ethics, and beliefs of the organization. Every organization adopts different cultures like hierarchy or control culture, market or compete culture, clan or collaborate culture and adhocracy or create culture. These are the four major types of organizational culture. 1) The Hierarchy (Control) Culture: - Earlier in the modern era the approach towards organizing was totally based on the work of Max Weber, a German sociologist, who used to study the government organizations in the Europe in early 1990s. The organizations faced various challenges, the major of which was that they had to very efficiently produce goods and services for a society that too complex. This happened during the turn of the twentieth century. For the accomplishment of this purpose, Weber had proposed seven characteristics in the year 1947 that are now known as the classical attributes of bureaucracy. These are the rules, hierarchy, accountability, impersonality, meritocracy, specialization and the separate ownership. These were highly effective characteristics for accomplishing their agenda and were adopted by many organizations widely. Its major challenge was to give rise to reliable, efficient, smooth output and also which is predictable. 2) The Market (Compete) Culture: - In the 1960s another form of organizational culture became popular as the organizations started facing new and competitive challenges. This form of culture was based on totally different assumptions fundamentally than the hierarchical form of culture. It was based on the works of Oliver Williamson in 1975, Bill Ouchi in 1981, and some of their colleagues. Alternative set of activities were identified by these scholars who were served as the foundation for the effectiveness of the organization. The transaction cost was the most

important of these. The designs that were new were termed as the market form of organization. Here the word market is not being used synonymously to the to the marketing function or to the customers in the market. But, it is being used for a type of organization which functions as a market in itself. It is not oriented towards the internal affairs but to the external environment. In this type of culture the basic assumptions are that the external environment is antagonistic rather than favorable. Here the consumers are highly selective and interested in value. The Clan (Collaborate) Culture: - This the third form of organizational culture. It is referred to as clan or collaborate culture because of its similarity to family type of organization. The basic assumptions in this form of culture are the here it is believed that the environment can best be managed by the by working in a team and development of the employees. The customers should be regarded as partners, and that a humane work environment should be created. 3) The Adhocracy (Create) Culture: - Slowly the world started shifting to the information age from the industrial age and thus the fourth type of organizing culture emerged. This type of organization culture is the most responsible one towards the conditions that are ever accelerating and hyper turbulent. And thus the adhocracy culture is characterized by a creative, dynamic and entrepreneurial workplace.

A.C 1.2For this section two organization which we will consider will be Microsoft and Pepsi Structure and Culture at Microsoft:- Structure at Microsoft is in a matrix form as Microsoft has various divisions like mobile phones, windows software, tablets, pHs etc, thus for every division a team is placed, thus there is functional division plus product divisional structure together running at Microsoft, hence the structure here is a matrix. Clutter at Microsoft is more of Hierarchical nature, where in pre described standards are formed and then what is desired is chalked out, thus there is a very thin line between what is right and what is wrong, and employees are supposed to work on the standards set. Now as structure followed is matrix thus this means that the organization is big enough and as culture followed is formal and achievement oriented thus relation between them will be very effective as employees know what is expected from them and on which lines are they supposed to work resulting in lower confusion and greater co-ordination. Structure at Pepsi:- Structure at MacDonalds is again Matrix as division is made on product classes like under food and beverages there will be specialization like Aerated Drinks, Juices, food, Chips etc. Thus in addition to specialization there is divisional stature thus it is matrix form here. Culture at Pepsi is more like Hierarchical and Market I n nature, where in things and standards of how to prepare and serve food is predefined and formalized, the employees just have to follow them. Also as there is stiff competition in this business and industry, thus larger level of competitiveness is also required from the employees.

When we see the business performance as well:-

As both Pepsi and Microsoft have smooth functioning with culture and structures complementing each other thus we can see both the companies are among the market leaders in 70% of the goods they deal in. A.C. 1.3 Individual Behavior Factors that affect employees and their behavior at work can be understood through the MARS model, MARS means motivation, ability to perform, role perception, situational factors. 1. Motivation: - Motivation is defined as the skill and forces present within a person that gives direction to the behavior of the person. Direction, intensity and persistence are important sources that define how motivated a person is, where direction is way or path around which the person engage him in a particular work or task. Intensity is the extent to which a person is ready to push oneself in order to achieve the goals or objectives set. Persistence is continuing the same amount of work which is desired by the organization again and again in continuum. 2. Ability: - Ability is the availability of the desired knowledge and expertise within an individual required to achieve the goals set. Ability of an individual comprises of 3 areas namely: Aptitudes- Aptitude is the natural knowledge or learning which the indidvual has before joining the work and which is necessary for successful functioning of the individual. Learned Capabilities: - Learned capabilities are the knowledge and expertise acquired though external training or other methods necessary for proper functioning of the employee at the work space.

Competencies: - Competencies are abilities or personal traits which result in effective performance of an individual at the workspace.

3. Role Perception:- Role perception is all about defining what is the desirous result which is to be achieved through the individual behavior at workspace, thereby once what is required for a role is defined, similarly the organization can then search for individual matching the perceived role, 4. Situational Factors:- Situational factors are the environmental factors that are outside the control of individual in short run, factors like time, budget etc are some of the examples of situational factors, these factors are most essential for an individuals effectiveness as they are outside the control of individual and still effect the individuals the same way as other factors does.

As management is all about getting things effectively done by others, and who are these others?, they are the individuals, the employees who create a group, a group creates a division, division creates departments, and many such departments create an organization, thus the basis of every organization however big or small it may be is the individual or the employee. Hence in my view as a manager individual behavior factors are important and should be considered as well.

A.C 2.1 Leader is a person who has a vision; he is the one who foresees any problem which other cannot see or donor want to tackle. Leader is someone who has influence over other members and through this influence he can let the team and subordinates achieve the common goals. To put it in simple words a

leader is a person who leads a group of individuals and drive their performance towards the common objectives. A leader may follow different styles of leadership. However in case of these two companies under consideration leadership styles followed by the managers are:1. For Microsoft - As the culture of the organization is more Hierarchical, where standers and things to be achieved are already set, the employees are only supposed to meet them, however like in many IT firms the job may become monotonous and hectic at times, thus the leadership style which leaders at Microsoft use to lead there team effectively is Democratic in addition to Coaching style, as the team is already skillful and the goals are known by them, thus the leader many a times involve the team and its members to take decisions for future, thus democratic. Similarly many a times it so happens new areas or work systems are installed in the system, thus leader also uses coaching style of leadership 2. For Pepsi: - For Pepsi the leaders mostly use the Authoritative style of leadership, as the market space where Pepsi competes is highly competitive thus the style of leadership is more or less authoritative, where the leader Is one who is of the point of view of bringing about changes and then inviting people to come with him without involving people in decision making.

A.C. 2.2 Organizational theories can be divided into 3 categories based on the time frame when they were instilled namely: - Classical theories, Neo-Classical theories and Modern Theories In Classical theories, theories postulated pre-1924 era, organization was viewed as a machine and management was all about instilling science and rules of science in it, for example, Taylor studied and time and its effect on motion and work done by employees, thus management got a

new direction that management can be science and scientific rules may be applied to management, In Neo-Classical theories, more emphasis was given to Human and their emotions, thus Humanitarian dimension was added to management. In the Neo-Classical theories, experiments like Hawthorne was carried out which studied how humans reacted to various stimulus provided to them on work, Finally in Modern theories like, System theories or 7-S model etc, gave more emphasis on how work and humans are both inter-related and how one can link individuals capabilities with the job requirements, thus modern theories gave management a newer perspective as they induced Human Resource management and System Management to the overall definition of management. Hence this is how managements definition has been evolving though various theories and how newer dimensions are added to the overall definition of management.

A.C. 2.3 Management theories to be considered here are: - System Theory and Human Resource theory System theory:- System theory is of the perspective that every process or task is complex, and thus these tasks or processes further need to be divided into inter-related systems or subprocesses, and it is the precision with which these smaller takes are defined and achieved is what defines how the total system will work, Human Resource Theory:- Human Resource theory is one where in work and then these work or tasks are joined together to form a job, finally jobs are defined to come up with job description

and then Human resources or individuals are selected for a particular job, thus the management of human resources at work is considered under the human resource theory

In case of Microsoft, both the system theory and Human Resource Theory are of equal importance, as IT companies have complex takes and system and thereby the human resource is also very volatile as they keep shifting jobs, thus both these theories are of equal importance for Microsoft. In contrast For Pepsi, Human resource theory is of greater importance as the work space being so competitive the excessive pressure on work force is exerted hence harm resources are under question, hence Human Resource theory is or greater importance here and lesser emphasis is there on System Theory. A.C. 3.1 Type of Leadership Style is: Pace-setting Leadership is a form of leadership where in the leader is of the opinion that the team to should work up to the standards set right from the word go, here the team is already skillful and the required knowledge is already there within the team members, Autocratic Style:- Autocratic Style of leadership is where the leader is of the opinion that the team should work upon the lines set by the leader without questioning and should follow the leaders step, Democratic Style:- Democratic style of leadership is where the leader is of the opinion to form decision and working style, but in consultation with the team members, the team members also gets motivated here as they are involved in the team functioning and they feel related with the team as well,

Affiliate Leadership: - Affiliate leadership is a form of leadership where in the leader feels attached to the team and the team members again feels a bonding with the organization structure and culture. Affiliate leadership is a form where in the leader steps in the shoes of its sub ordinates and thinks for their benefit.

A.C. 3.2 Leader at Microsoft:- The leader at Microsoft follows Democratic style of leadership, thus the motivation level is high, hence such a leader could use the following method to motivate employees: Leader should use methods like Role Play and Team bulding excersies, as then the team members could relate more to various issues as and when they come up and can give better and more relavant feedback for issues and problems to be discussed within the team, Thus all the motivation techniques related to empowering, enriching or rewarding the employees will come in handy here.

In contrast the leader a Pepsi will use the following motivational techniques: As there will be no pressure from the organization, thus manager should in consultation with the team prepare certain easy targets, as work otherwise will become boring, Also the leader here should work as a team member so that the team members should feel attached to the team as manager will themselves be performing the same task as they are doing.

A.C. 3.3 Importance of Motivational Theory:-

Considering Maslows Need Hierarchy theoro, every employee in the team and in the organization has different needs and it is only one the need is satisfied that the employee gets motivated and thereby perform better.

Every employee is on a different level of need, and as and when these needs are satisfied the employee gets motivated, for example:- If the employee needs financial security, he is on the safety level, thus the organization has to plan for providing the financial cushion to the employee, hence only then the employee will get motivated. Thus in my views motivational theories are of greater importance here.