Abx a Leading Ict Institute in Sri Lanka Essay Example
Abx a Leading Ict Institute in Sri Lanka Essay Example

Abx a Leading Ict Institute in Sri Lanka Essay Example

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  • Pages: 9 (2276 words)
  • Published: September 28, 2017
  • Type: Case Study
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ABX, a renowned ICT institute in Sri Lanka, has 15 subdivisions throughout the state, three of which operate as franchise branches.

ABX offers educational programs ranging from KIDS to Msc degree. The institute follows a level-based organizational structure, as depicted in an organizational chart. This chart illustrates the composition of the organization, including the hierarchical relationships and relative positions of its parts and members. It also displays the connections between staff members. There are different types of organizational charts, such as hierarchical, matrix, and flat (also known as horizontal). ABX Institute utilizes a level-based organizational structure, with the highest level at the top of the hierarchy.

At the top of the construction is the Board of Director. Under the Board of Director, there are branch directors. According to ABX, there are 15 subdivisions, each with its own division director who reports to the subdivision director

...

. When comparing hierarchical construction to level construction, there are a few differences:

    Hierarchical construction:
  • Consists of many layers.
  • Makes decision making difficult and time-consuming.
  • Lacks close relationships.

Organizational Culture

The personality of the organization is called culture, which consists of assumptions, values, norms, and tangible signs of organizational members and their behaviors. More specifically, we can define culture as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization''.


Types of organisational civilizations

  • Power civilization - Control is the cardinal component.
  • Role civilization - Organization split into assorted maps,
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with in the map each person are assigned to peculiar function.

  • Undertaking civilization - Team based attack to finish a peculiar undertaking.
  • Person civilization - Forces on single or peculiar purpose.
  • Forward and rearward looking civilization - Always embracing alteration and listen to staff and clients.
  • The ABX institute belongs to the Role civilization category. It is an overall map divided into separate divisions, where divisional directors are responsible for their own divisions. This promotes specialization in specific areas. These characteristics classify ABX institute as a Role civilization. ABX institute offers truth of instruction services to its clients. Additionally, the relationship between the ABX organizational structure and culture affects its success. As an island-wide ICT instruction supplier, ABX diversifies its human resources. The concept of individual behavior refers to how employees differ from one another in many regards.

    Managers must have a comprehensive grasp of each individual in order to successfully encourage positive public performances from them. Understanding employee behavior can be difficult because of the intricate and unpredictable nature of human hostility. Hence, it is the duty of managers to assess tasks, recognize necessary skills, and form a team that complements one another's capabilities. There are multiple factors that impact an employee's behavior in the workplace.

    Personality: Personality pertains to the distinct blend of emotional, attitudinal, and behavioral response patterns exhibited by an individual.

    Acknowledging employees' individual personalities is crucial because it distinguishes them from others, showcasing their unique and consistent traits. Every person within an organization holds significance as human resources are considered the organization's

    most valuable asset. By investing in human capital, organizations can achieve higher profits and gain competitive advantages.

    Understanding employees' values, attitudes, and abilities is essential for maximizing productivity. Attitudes can be viewed as assessments or judgments about objects, individuals, or events that are formed in childhood and shape our convictions and principles. Evaluating attitudes is crucial for two reasons: assessing one's work-related attitudes and understanding their impact on others. Attitudes consist of affective, behavioral, and cognitive components that can influence an individual's behavior at work.

    Behavior is also influenced by ability and intelligence. Managers recognize the importance of these qualities because they understand that without the necessary skills and abilities, nothing can be achieved. Ability refers to the capability to perform tasks while skill refers to abilities acquired through training. Therefore, successful task execution requires a suitable combination of skills and abilities.

    Leadership Styles in an organization are heavily influenced by the company's organizational culture. The beliefs, values, and assumptions of managers play a crucial role in determining their overall leadership style. Within the various management processes, there are several different styles that can be identified.

    • The Autocrat
    • The Laissez-Faire Manager
    • The Democratic

    The Autocrat Style is characterized by an authoritarian leader who uses unilateralism to direct team members towards achieving a specific goal. This approach often leads to passive resistance from team members and requires constant pressure and guidance from the leader to complete tasks.

    In general, an authoritative approach is not effective for optimizing team performance. However, there are situations where a commanding leadership style may be necessary for immediate action and effectiveness.

    The Laissez-Faire Manager

    This type of manager provides minimal guidance to their group, allowing

    them to handle their responsibilities without direct involvement.

    Generally, the squad is often left feeling weak and lacking motivation following this attack. Nonetheless, there are instances where the Laissez-Faire attack can prove beneficial. This approach is typically applicable only to a team of motivated and skilled individuals who have previously demonstrated their competence.

    The Democratic

    The democratic leader engages their team in decision-making while retaining control. They permit the team to determine the approach and allocation of tasks.

    The good democratic leader encourages engagement and delegates wisely, but never loses sight of the fact that they have the critical duty of leading. They value group treatment and input from their squad and can be seen as drawing from their squad members' strengths to obtain the best performances from them. However, the democratic leader can also be seen as uncertain of themselves and their relationship with their subordinates, making everything a matter for group discussion and decision-making. Clearly, this type of "leader" is not truly leading at all. Bernard Bass, a leading expert, concluded that "leaders manage and managers lead, but the two activities are not similar".

    There are approximately legion attacks to leading, or carrying out the function of leader.

    Trait Theory

    In the early research on leading, the focus was on physiological traits of individuals. Attention was given to identifying these traits, often by studying successful leaders. The underlying assumption was that if other people also had these traits, they too could become great leaders. Essentially, it suggests that leaders are born.

    Behavioral Theory

    Behavioral theories of leading do not focus on inherent traits or capabilities. Instead, they examine the actions and behaviors of leaders.

    If success is defined in terms

    of specific actions, then it should be relatively simple for others to replicate those actions. It is easier to understand and learn how to imitate the more tangible qualities or abilities.

    Situational Theory

    This theory emphasizes that the most effective leadership action depends on various situational factors. When making a decision, a good leader does not rely on a single preferred style. Situational decisions are influenced by factors such as the motivation and abilities of followers.

    Therefore, in turn, is influenced by factors within a specific situation. Note: according to the given scenario, the ABX Company has assigned control over each department to its department managers and they are supervised by the regional heads. Each department has five different divisions managed by each divisional manager. Therefore, the sole responsibility for retaining customers and meeting their needs to the maximum extent lies with each divisional manager. As mentioned in the preceding paragraphs, managers (leaders) can have various styles and approaches when they engage in controlling people.

    Motivation is one of the most challenging and important responsibilities of a leader. In the face of increasing pressure to improve productivity, consumer satisfaction, and reduce costs, effectively motivating employees has become even more difficult. Understanding what drives employees to perform at their best is crucial for achieving success. Motivation can be defined as a series of processes that compel individuals towards a specific goal. As such, motivated behaviors are voluntary choices made by each employee.

    Theories of Motivation: Various strategies have been created to encourage employees. The study of work motivation has concentrated on both the incentive and the

    person being motivated. It is crucial for managers to integrate motivation theories in order to achieve success as leaders.

    Maslow's Hierarchy of Needs: This theory outlines five levels of needs, beginning with basic necessities and progressing towards more complex desires. According to this theory, individuals begin at the lowest level of the hierarchy and move upwards.

    In simple terms, once one stage is completed, the next stage begins. Maslow's theory suggests that achieving self-actualization marks the highest level of the hierarchy and no further motivation is needed. However, with differing opinions over time, various theories have been developed by different individuals.

    Herzberg's Two-Factor Theory

    According to Herzberg, motivation can be attained through two methods: providing hygiene factors and offering incentives. Incentives pertaining to job content such as achievement, recognition, promotion,responsibility, meaningful work itself,and growth opportunities contribute to satisfaction. These incentives are often non-financial in nature while hygiene factors do encompass financial benefits.

    Hygiene factors are not like incentives; they function as preventers. Essentially, hygiene factors are used to encourage employees to stay in a particular job. This can be explained as follows: Note: it is clear that motivation is important in moving individuals towards company goals. Additionally, as mentioned earlier, there are multiple motivation theories developed by various individuals.

    Company policy involves determining the most effective method of motivation for employees. In this specific situation, I believe utilizing Herzberg's two factor theory would be the most suitable approach. This is particularly relevant in countries like Sri Lanka, where individuals can be motivated by financial benefits (hygiene factors), and the company can leverage this initial advantage for long-term success. Once an employee is established within the organization, additional motivation factors can be

    used to sustain their performance. It is evident that motivation is a crucial component for the success of any organization, which is why nearly all organizations engage in this process.

    The text discusses the advantages of employee motivation for directors in commercial organizations. One key benefit is that it enhances net income, which is a primary objective. It is crucial to achieve efficiency within the organization, and motivation plays a vital role in achieving this by increasing performance and profits. Conversely, if employees are dissatisfied, their performance will decline, leading to lower profits. Employee motivation also helps reduce internal conflicts within the company, which can have a negative impact on its performance.

    Most conflicts arise from employee dissatisfaction with their work, highlighting the importance of motivation in preventing such issues. Additionally, motivating employees helps minimize turnover rates as satisfied employees are less likely to leave the organization. This prevents long-term negative consequences for the company. Ultimately, effective motivation practices assist directors in successfully achieving company objectives.

    Different individuals may have varying definitions of groups.

    Ricky W Griffin defines a group as "two or more individuals who interact regularly to accomplish a common purpose or goal." Robbins also describes it as "two or more persons interacting interdependently who come together to achieve specific objectives." Consequently, there is no universally accepted definition for the term "group."

    The collaboration of individuals towards a shared objective is what group behavior refers to. To fully understand organizational behavior, it is important to comprehend the conduct of each person within the group. Examining and acknowledging group behavior within a specific organization plays a crucial role in achieving this understanding. Globalization has amplified the importance of teamwork

    or group work, making it essential in most organizations now. Japan stands out by effectively utilizing the advantages of group work compared to many other countries.

    There are various reasons why individuals within an organization join groups, such as job security, self-esteem, and the opportunity for power. These groups form in order to secure employment for both their members and other employees in the organization. When management threatens job security, these groups resist and fight back. Joining a group also provides individuals with more power compared to being alone, which is why many employees prefer to join groups that offer greater bargaining power.

    The effectiveness of teamwork can be influenced by different factors at the organizational, individual, and environmental levels. One important factor to consider is group cohesiveness - how much attraction exists between group members and towards the entire group. Cohesiveness is determined by factors like time spent together, group size, and past success.

    Another crucial factor that directly impacts the success of group work is leadership. Inadequate leadership can hinder progress despite the team's ability to complete assigned tasks. The leader should understand the characteristics of group members and provide comprehensive support to achieve goals. Additionally, this text discusses organizational culture within the environment.

    If an organization's culture promotes teamwork and motivates its employees, there is a strong likelihood of success within the team. Conversely, if the company discourages teamwork, this significantly impacts effective collaboration within the organization. The potential threats to successful teamwork include various factors. These factors can hinder the achievement of organizational goals. Some of these factors include social loafing, which is when individuals working together lower their individual performance, thereby affecting the overall

    performance of the group. Another issue is the Asch Effect, which refers to the distortion of individual judgment due to the influence of common but incorrect perspectives. This can lead to ineffective decision-making and ultimately distract employees from working effectively as a team. Additionally, there is the concept of groupthink, which describes flawed decision-making within a group. This can be attributed to a lack of critical examination, insufficient information, or a failure to seek support from experts during the decision-making process. These factors can pose a threat to effective teamwork.

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