GAYATRI VIDYA PARISHAD HIGHER NATIONAL CERTIFICATE IN BUSINESS

Qualification Pearson BTEC Level 4 HNC Business Stu#!nt nam! Unit num !" an# titl! Unit 3: Organisations and Behaviour A$$!$$o" nam! Swati Raghu atruni Dat! i$$u!# !e"e#$er % A$$i&nm!nt titl! Com%l!tion #at! !e"e#$er %& OB4' Organi(ation Behaviour' The Holisti" Pi"ture )* o+ %, Su mitt!# on

L!a"nin& Outcom!

L!a"nin& Outcom!

A$$!$$m!nt C"it!"ia

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Understand *-* the relationshi $etween *-% organi(ational stru"ture and "ulture

*-3 Understand %-* di++erent a roa"hes to #anage#ent %-% and leadershi %-3

In t'i$ a$$!$$m!nt (ou )ill 'a*! t'! o%%o"tunit( to %"!$!nt !*i#!nc! t'at $'o)$ (ou a"! a l! to+ Co# are and "ontrast di++erent organi(ational stru"tures and "ulture E. lain how the relationshi $etween an organi(ation/s stru"ture and "ulture "an i# a"t on the er+or#an"e o+ the $usiness !is"uss the +a"tors whi"h in+luen"e individual Behaviour at wor0 "o# are the e++e"tiveness o+ di++erent leadershi st1les in di++erent organi(ations e. lain how organi(ational theor1 under ins the ra"ti"e o+ #anage#ent evaluate the di++erent a roa"hes to #anage#ent used $1 di++erent organi(ations

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L!a"n!" #!cla"ation 2 "erti+1 that the wor0 su$#itted +or this assign#ent is #1 own and resear"h sour"es are +ull1 a"0nowledgedStudent signature: !ate:

Unit num !" an# titl! Qualification Sta"t #at! D!a#lin!0'an#1in A$$!$$o"

Pearson BTEC Level 4 HNC Business Unit 3: Organisations and Behaviour !e"e#$er % !e"e#$er %& Swati Raghu atruni

A$$i&nm!nt titl!

OB3' Organi(ation Behaviour' The Holisti" Pi"ture )* o+ %,

Pu"%o$! of t'i$ a$$i&nm!nt Understand the relationshi $etween organi(ational stru"ture and "ulture Understand di++erent a roa"hes to #anage#ent and leadershi Sc!na"io 3ou wor0 as a "lient su ort #anager +or a $usiness i# rove#ent "onsultan"1 "alled We The People- 3ou have $een as0ed to hel New Age India Ltd4 a te"hnolog1 +ir#- Sta++ develo #ent and involve#ent at New Age India Ltd is oor4 due in art4 to the li#ited #anagerial e. ertise o+ its +ounders- 5e1 sta++ have le+t and e.it interviews suggest that this is artl1 $e"ause o+ the ower "ulture "reated $1 the two ver1 +or"e+ul and s#art individuals who +ounded the "o# an1 and the "urrent auto"rati" #anage#ent st1le- The loss o+ sta++ to other te"hnolog1'$ased "o# anies with #ore rela.ed "ultures and leadershi is seen as a threat to the +uture su""ess o+ New Age India LtdTa$, 2 .LO23 L45 / There are #an1 $usinesses where it is "lear how the organisational stru"ture4 organisational "ulture4 #anage#ent a++e"t the $usinesses and "ontri$ute to their er+or#an"e- 3ou need to resear"h su"h organisations and resent the $oard o+ dire"tors with a re ort that will hel the# #itigate the ro$le# on hand- 3ou need to in"or orate the +ollowing details in 1our re ort*- Resear"h the e.isting #ar0et and 2denti+1 a +ew su""ess+ul $usiness organi(ations- Co# are and "ontrast the organi(ational stru"tures and "ulture +or the $etter understanding o+ the Board o+ !ire"tors- 3our resear"h should in"lude at least 4 $usiness organi(ations- 3our re ort should "learl1 s e"i+1 how the origination stru"ture or "ulture has e++e"ted the su""ess o+ the $usiness- 6lso 2denti+1 the leadershi and #anage#ent st1les that are $eing ra"ti"ed $1 these organi(ations- Co# are the e++e"tiveness o+ di++erent leadershi st1les in these organi(ations- )*-*4 %-*, %- E. lain how the relationshi $etween an organi(ation/s stru"ture and "ulture "an i# a"t on the er+or#an"e o+ the $usiness- Ela$orate how organi(ational theor1 under ins the ra"ti"e o+ #anage#ent )*-%4%-%, 3- !is"uss the +a"tors whi"h in+luen"e individual Behaviour at wor0 )*-3, 4- Evaluate the di++erent a roa"hes to #anage#ent used $1 di++erent organi(ations and suggest an a ro riate #anage#ent st1le that should $e ado ted $1 the organi(ation)%-3, 7- Suggest a ro riate "hanges in the #anage#ent st1les and organi(ation stru"ture that "an hel i# rove the wor0 environ#ent o+ New 6ge 2ndia Ltd-

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Summa"( of !*i#!nc! "!6ui"!#

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E*i#!nc! %"!$!nt!#

Pre are a re ort o+ %7&& words e. laining a$out the organi(ation stru"ture and 8anage#ent St1les8a0e a $rie+ Presentation "o##uni"ating 1our +indings and suggestions to the $oard o+ !ire"tors- Ti#e 1our Presentation to 3& 8inutes-

In a##ition to t'! a o*! PASS c"it!"ia3 t'i$ a$$i&nm!nt &i*!$ (ou t'! o%%o"tunit( to $u mit !*i#!nc! in o"#!" to ac'i!*! t'! follo)in& 7ERIT an# DISTINCTION &"a#!$ G"a#! D!$c"i%to" 72 I#!ntif( an# a%%l( $t"at!&i!$ to fin# a%%"o%"iat! $olution$ In#icati*! c'a"act!"i$tic0$ E++e"tive 9udge#ents have $een #ade6n e++e"tive a roa"h to stud1 and resear"h has $een a liedCont!8tuali$ation To a"hieve 8*4 1ou will #a0e e++e"tive 9udge#ents a$out +a"tors a++e"ting organisational stru"tures and )Tas0 *, To a"hieve 8%4 1ou will have used suita$le te"hni;ues to e. lore the nature o+ organisational "ulture in two organisations and the details will have $een used to in+or# the resentation and the $rie+ing a er +or the non'e.e"utive dire"tors and the senior #anagers o+ New Age India Ltd )Tas0 *, To a"hieve 83 the wor0 1ou resent will $e resented in suita$le $usiness +or#ats and will use $usiness ter#inolog1 a""uratel1- )Tas0 *, To a"hieve !* 1ou will have drawn "on"lusions whi"h draw out the lin0s $etween "ulture and #anage#ent st1le and organisational o$9e"tives and the i# a"t o+ the organisations/ stru"ture4 "ulture and leadershi on organisational er+or#an"e o+ $usinesses3ou will rovide an evaluation whi"h will suggest how this 0nowledge #ight $e o+ value to senior sta++ to hel i# rove the er+or#an"e at New Age India Ltd )Tas0s * < %, To a"hieve !% 1ou will have de#onstrated an e++e"tive a roa"h to inde endent resear"h and stud1 and will have #et the deadline to su$#it the tas0s and a"hieve the unit assess#ent "riteria)Tas0s * < %,

75 S!l!ct 0 #!$i&n an# a%%l( a%%"o%"iat! m!t'o#$ 0 t!c'ni6u!$

6 ro riate learning #ethods:te"hni;ues have $een a lied-

79 P"!$!nt an# communicat! a%%"o%"iat! fin#in&$

Co##uni"ation is a ro riate +or +a#iliar and un+a#iliar audien"es and a ro riate #edia have $een used-

D2 U$! c"itical "!fl!ction to !*aluat! o)n )o", an# :u$tif( *ali# conclu$ion$ Con"lusions have $een arrived at through s1nthesis o+ ideas and have $een 9usti+iedRealisti" i# rove#ents have $een ro osed against de+ined "hara"teristi"s +or su""ess-

D5 Ta,! "!$%on$i ilit( fo" mana&in& an# o"&ani$in& acti*iti!$

6"tivities have $een #anaged-

D9 D!mon$t"at! con*!"&!nt 0lat!"al 0 c"!ati*! t'in,in&

Ac'i!*!m!nt Summa"(
Qualification Unit Num !" an# titl! C"it!"ia R!f!"!nc! LO2 *-* *-% Pearson Bte"h Level 4 HNC Business Unit 3: Organisations and Behaviour A$$!$$o" nam! Stu#!nt nam! Swati Raghu atruni

To ac'i!*! t'! c"it!"ia t'! !*i#!nc! mu$t $'o) t'at t'! $tu#!nt i$ a l! to+ Co# are and "ontrast di++erent organi(ational stru"tures and "ulture E. lain how the relationshi $etween an organi(ation/s stru"ture and "ulture "an i# a"t on the er+or#an"e o+ the $usiness !is"uss the +a"tors whi"h in+luen"e individual Behaviour at wor0 "o# are the e++e"tiveness o+ di++erent leadershi in di++erent organi(ations e. lain how organi(ational theor1 under ins the #anage#ent evaluate the di++erent a di++erent organi(ations st1les

Ac'i!*!#; .tic,/

*-3 LO< %-* %-% %-3

ra"ti"e o+

roa"hes to #anage#ent used $1

Hi&'!" G"a#! ac'i!*!m!nt$ .)'!"! a%%lica l!/ G"a#! #!$c"i%to" 72+ I#!ntif( an# a%%l( $t"at!&i!$ to fin# a%%"o%"iat! $olution$ 75+ S!l!ct 0 #!$i&n an# a%%l( a%%"o%"iat! m!t'o#$ 0 t!c'ni6u!$ 79+ P"!$!nt an# communicat! a%%"o%"iat! fin#in&$ Ac'i!*!#; .tic,/ G"a#! #!$c"i%to" D2+ U$! c"itical "!fl!ction to !*aluat! o)n )o", an# :u$tif( *ali# conclu$ion$ D5+ Ta,! "!$%on$i ilit( fo" mana&in& an# o"&ani$in& acti*iti!$ D9+ D!mon$t"at! con*!"&!nt0lat!"al0c"!ati*! t'in,in& Ac'i!*!#; .tic,/

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