Comparison and contrast of Virgin Group and Samsung Electronics Essay Example

"feel" of the organization. It reflects underlying assumptions about how work is performed, what is considered acceptable or unacceptable, and what behavior and actions are encouraged or discouraged. It is a collection of traditions, values, beliefs, and attitudes that provide a pervasive context for everything within an organization.

Schein's Three Levels Of Culture Handy's Types Of Culture


Power culture

In a power culture, control is the central component.

Power civilizations are typically found within small to medium-sized organizations. Decision making is centralized around one person in power culture, who likes to control the power. However, this culture has its problems. The lack of audience can lead to staff feeling undervalued and demotivated, which can also result in high staff turnover.

Role culture

Today, most organizations use a role culture. In a role culture, organizations are divided into various functions and each person within the function is assigned a specific role. The role culture benefits from specialization.

Task culture

A task culture is usually adopted when there is a need to complete a particular task or project.

A task civilization clearly has its advantages, as staff members feel motivated and empowered to make decisions within their team.

Person culture

Person cultures are commonly found in charities or non-profit organizations. The focus of the organization is centered around individual employees or a specific purpose.

The Virgin Group of Companies has a corporate culture.

Corporate culture can be seen as a self-sustaining system according to McKinsey

7S model, which consists of Staff, Skills, Style, Shared Values, Systems, and Structure, all guided by an overall Strategy. Those who aim to develop a culture that can effectively execute a strategy.

Structure of Samsung Electronics

Question 1: Analyse the relationship between an administration's construction and civilization and the effects on concern public presentation. Virgin group of companies strcture is a level strcture. And the civilization is Corporate culture.Culture is usually derives from a construction. Harmonizing to a construction a civilization will be created by the administration. Samsung Electronics construction besides level construction.

Both corporate construction and civilization play a significant role in a company's performance. A well-designed construction ensures that staff members understand their roles and the extent of their authority. Virgin and Samsung have simple and conducive structures that provide a positive working environment for their employees. The cultures of these organizations are also similar, particularly focusing on corporate values.

Question:2

Approaches to direction and Leadership. Describe different leading manner and the effectivity of these leading attacks.

Leadership

We can depict the leading as followers, 'Leading people to accomplish their goals/visions ','Having a vision that everyone work towards ', Motivating the staffs to make what you want them to make '. A leader should hold a vision. In add-on to that he/she should be effectual, a leader must hold power and the authorization.

Leadership Manners

Autocratic Style

This style of leadership is characterized by a centralization of power within the manager, where all interactions within the group are directed towards the manager. Decisions, actions, and authorization are controlled by the manager through rewards or penalties.

Democratic manner

In this style, power is shared among the group members. The leader functions as part of the team and the power is more evenly distributed.

A Laissez-fair manner

In this style, the leader believes that the group members are capable of working independently. The leader makes decisions and delegates power to members, allowing them freedom to act as they see fit.

The Relationship Between Motivational Theories

Motivation

Motivation can be defined as "The process that accounts for an individual's intensity, direction, and persistence of effort towards achieving a goal. Motivation is the set of processes that moves a person towards a goal."

Motivation refers to the process in which individuals make decisions, selecting desired outcomes and displaying appropriate behavior to achieve them.

Extrinsic Motivation

Extrinsic motivation involves tangible rewards such as salary, job security, work environment, and working conditions.

Intrinsic Motivation

Intrinsic motivation pertains to psychological rewards like the opportunity to use one's abilities, a sense of challenge, and feelings of accomplishment.

Theories Of Motivation

Content Approach:

This theory focuses on the belief that individuals are motivated by their internal needs.

Content theories examine the motivations that drive individuals.

Process Approach

This approach explores how and why individuals select particular behaviors to fulfill their personal goals. It focuses on external influences and the choices people make to meet their needs.

Motivation Theories

Maslow's Hierarchy of Needs

In 1954, Maslow proposed a model that suggests lower-level needs, such as physiological needs and safety, must be fulfilled before individuals pursue higher-level needs like self-fulfillment.

In this hierarchical theoretical account, when a demand is mostly fulfilled it no

longer motivates and the next higher demand takes its place. Maslow's hierarchical diagram

Physiological/physical demands

The basic demands arise from a person's instinct to stay alive and reproduce - for food, water, sleep, etc.

Social demands

Social demands are the first of the secondary demands in Maslow's hierarchy.

Esteem demands

Esteem demands can include social recognition, job title, high-status job, feedback on the job, etc.

Self-actualisation

The individual fortunate enough to satisfy the first four demands is still driven by an impulse to achieve everything they are capable of, to realize their potential. Maslow describes it as "Man's desire for self-fulfilment, namely.

The inclination described as the desire to fully explore one's capabilities and potential.

McClelland's Acquired Needs Theory

D.C. McClelland (1972) developed a theory of demands that differed slightly from others. He proposed that there are three basic types of needs:

Need for association

This refers to the human need for meaningful relationships. Very few people are true loners, and they often seek these connections in the work environment. Therefore, who you work with is crucial.

Need for power

Some individuals are motivated by a strong desire to have influence over people and events, aiming to shape their work lives.

Need to achieve

• For many individuals, obtaining progress, recognition, or promotion is extremely important.
• Other needs include:
• [Original] Need for Power
• [Original] Need for Affiliation
• [Original] Need to Achieve
• [Original] McClelland's Analysis of Needs

[Original] Herzberg's Theory

Maslow and Alderfer attempted to explain motivation in terms of human needs. However, their theories are only valuable in management if the factors that satisfy

these needs in the workplace can be identified.

Frederick Herzberg developed his two-factor theory of motivation by examining various job factors and their relationship to needs.

Herzberg's Two-Factor theory

Hygiene Incentive

Hygiene

These factors, to the extent that they are lacking, increase worker dissatisfaction with jobs. When present, they prevent job dissatisfaction but do not result in positive satisfaction and motivation. These factors include:

• Type of supervision
• Interpersonal relations
• Salary/wages
• Working conditions
• Company policies, rules, etc.

Incentive

These factors, when present to a significant degree, increase work satisfaction and provide motivation for superior effort and performance. These include:

• Recognition (for work done)
• Responsibility
• Accomplishment
• Promotion
• The work itself

These factors align with the higher-level needs identified by Maslow, and their fulfillment directly leads to contentment.

When all of these factors are not present, there is no dissatisfaction. It is important to note that all of these factors are directly related to the job.

McGregor's X, Y Theory

Douglas McGregor developed a typology that consists of two opposing views on employee behaviors. These views are based on Maslow's needs categories and have implications for management and motivation. This theory is called X, Y theory.

Theory X:

This theory assumes that individuals dislike work and need direction or punishment to be motivated to work.

Theory Y:

This theory assumes that it is natural for individuals to exert both physical and mental effort in their work.

Samsung, a renowned electronics company worldwide, has successfully motivated their employees through various approaches. It is crucial for supervisors, managers, and business owners to possess the ability to motivate their employees. When developing motivation programs, it is essential to comprehend the individual

differences among employees and acknowledge that not all techniques will be effective for everyone.

Understanding How Samsung Motivates Their Workplace

Samsung implements strategies to motivate their employees by recognizing the importance of practicing self-discipline and self-denial in order to achieve organizational goals.

Individuals who successfully achieve their goals and effectively guide others are rewarded. Certain employees are delegated decision-making authority. Promotions motivate some people. Employee ideas are collected and focused on by higher-ranking officers. It is essential for higher-ranking staff members to always maintain a positive relationship with lower-ranking staff members.

Some staff can be motivated either financially or non-financially. Financial motivation involves increasing their salary or providing bonuses, while non-financial motivation can include publicities, vacation bundles, etc. Question 4: Individual Differences at Work

Analyze the factors that affect individual behavior

Introduction

People are the most valuable and costly resource for an organization, yet they are also the most challenging aspect to manage. From an organizational perspective, it is crucial to understand how people behave in the workplace and ensure that their performance aligns with the goals of the organization. By comprehending the factors that influence their behavior, we can better guide their actions for the benefit of the organization.

People are highly diverse and their behavior varies depending on the situation, which makes them unpredictable in numerous ways. Unlike machines, they cannot be easily replaced or programmed to perform specific tasks. The ever-changing external environment and personal experiences constantly challenge individuals at work. Therefore, managers must possess the ability to identify individuals who will add value to the organization.

Fundamental aspects of behavior:

The individual psychological structures and processes that impact a person's behavior and responses to their

surroundings.

According to psychologists, 'Personality' is defined as "those comparatively stable and digesting facets of a person that distinguish him/her from other people and at the same time form the basis for our expectations regarding his/her behavior" (Wright et al., 1970).

There are two approaches to understanding Personality: Nomothetic and Idiographic. The Nomothetic approach involves identifying and measuring the characteristics of personality. On the other hand, the Idiographic approach focuses on the individual's uniqueness and treats them as a whole.

The Big Five (OCEAN)

There are five factors that serve as dimensions of human personality:

• Openness to experience
• Conscientiousness / indirectness
• Extraversion / introversion
• Agreeableness / hostility
• Neuroticism / emotional stability

Perception

Perception refers to the psychological process by which incoming sensory information is selected and organized into patterns that hold meaning for individuals. It is a transformative process.

Transformation Procedure of Perception, Attitude and Cognition

Attitude

Attitudes refer to our general viewpoint on things. They are the positions we take on particular issues, things, and people as we perceive them. According to Katz, attitudes play a significant role as they serve as a map for our behavior.

Cognition

Attitudes provide us with a framework to understand and interpret new information. Given the complex nature of our environment, these attitudes help us make sense of it, even if they are oversimplified and based on stereotypes.

All politicians are corrupt.

Expression

Attitudes allow individuals to demonstrate their values (what is considered desirable or should be). Most people have

a desire to express what they believe in.

Instrumental

Attitudes are shaped by actions or personal encounters. If these experiences are positive and fulfilling, they will lead to favorable attitudes, and vice versa.

It allows individuals to adjust to the world. If their superior does not treat them fairly, they start to develop negative attitudes. Conversely, if a co-worker has a positive outlook on their role, they form favorable attitudes.

Ego-defence

Some attitudes are formed to protect our self-esteem from a challenging environment. People who feel undervalued may develop positive attitudes towards status symbols.

Question 5:

Show an understanding of collaboration, teamwork, group dynamics, and working with others.

Explain the characteristics of groups and group dynamics in administration.

Groups in administration consist of two or more individuals who interact and cooperate with each other to achieve a specific goal. In order to successfully achieve these objectives, active participation from all members is required.

Characteristics Of An Effective Work Group

• Shared purposes and aims
• Commitment to the group
• Acceptance of group values and norms
• Trust and dependence among members
• Full engagement and consensus decision making
• Open flow of information and communication
• Expression of feelings and disagreements
• Conflict resolution by members
• Low staff turnover, absenteeism, accidents, mistakes and complaints
• Low rate of labor turnover
• Low accident rate
• Low absenteeism
• High productivity and output
• Good quality of output
• Individual goals are achieved
• Minimal interruptions and delays in work

Characteristics Of An Ineffective

Work Group

• High rate of labor turnover
• High accidental rate
• High absenteeism
• Low productivity and output
• Poor quality of output
• Individual goals are not achieved
• Work flow is disrupted, wasting time
• Conflicts between superior and subordinates result in time lost

Tuckman's five consecutive phases:
Phase 1: Forming

• First minutes of a freshly formed group's life
• Frequently marked by tenseness, guarded interchanges, and low degrees of interaction
• Peoples monitor their behavior and are probationary when look sentiments

Phase 2: Storming

• Tension additions in the storming stage - over ends, processs, authorization etc.Conflict often leads to fight or flight reactions. Conflict is necessary for creating team cohesion.

  In Phase 3 (Norming), the group becomes more organized and cohesive. There is an increase in trust and support, as well as the establishment of rules, roles, and goals. Communication also improves during this phase.

  Phase 4 (Acting) is characterized by productivity, although it may not be immediate. Many groups may experience distractions during the storming or norming stages. More mature groups require less socialization, experience less conflict, and need less guidance compared to less mature teams.

  Phase 5 (Adjourning) can be planned or spontaneous. It can be stressful for team members, especially if the disintegration of the group is unplanned. In such cases, the final group sessions may be filled with animosity and apathy.

  The initial stages of Samsung Electronics had limited technology resources. Communication primarily relied on meetings and letters. It was challenging to work as a group during those days.

  In recent years, teamwork has become crucial for Samsung, as an advanced electronic company. They

need to update their IT system annually because many other electronics companies are competing with them. Therefore, it is necessary to incorporate new efficient information technology.