In this assignment you are going to use case studies on City College and Enterprise to explore organisational structure and culture and also examine different approaches to management and leadership and theories of both organisations. There are five questions to be answered and must aim for word count of 2500. tip use Definitions about culture from HANDY please. do not use dictionary.
Task 1. Define the word organisation culture and the varies types of culture that are available to an organisation stating advantages and disadvantages of each of them. Identify and describe the different types of organisational structures and cultures and compare and contrast including an argument for and against the structures of city college and Enterprise (LO1.1) Understand relationship between organisational structure and culture. (LO1.2) explain the relationship between an organisations structure and culture can impact on the performance of the business. (LO1.3) discuss the factors which influence individual behaviour at work.

Task 2
Explain the relationship between an organisations structure and culture and the effects that both culture and structure has on an organisations performance. Citing examples from the case study identify and examine in detail the effects that both culture and structure has on the performance of city college. (LO1.2).

Task 3
Define the word behaviour and identify the varies factors that might influence the way individuals behave at work. Using different examples from the case studies, discuss what you would identify as the influencing factors in the way city college behave (LO1.3).

Task 4
Taking the case studies to support your discussion, compare the effectiveness of different leadership styles in the two different organisations. explain the varies approaches to management and leadership theories and their relationships to the way organisations are manages and their importance. (LO 2.1). compare the effectiveness of different leadership styles in different organisations. ie blake and mortiman. (LO2.2) explain how organisational theory underpins the practice of management. LO2.3 evaluate the different approaches to management used by different organisations.

Task 5
From your understanding of the different approaches to management and leadership theories, explain which of these theories you think that both City and Enterprise have adopted. Evaluate the different approaches used by city college and enterprise. You may include examples from other organisations to support your evaluation. LO 2.2 and 2.3. Lo3 Understand ways of using motivational theories in organisations. Lo3.1 discuss the impact that different leadership styles may have on motivation in organisations in periods of change LO3.2 compare the application of different motivational theories within the workplace LO3.3 evaluate the usefulness of a motivation theory for managers. LO4 Understand mechanisms for developing effective teamwork in organisations LO4.1 explain the nature of groups and group behaviour within organisations. LO4.2 discuss factors that may promote or inhibit the development of effective teamwork in organisations. Lo4.3 evaluate the impact of technology on team functioning within a given organisation.

Company A CITY COLLEGE

city college was formed in 2002 as a private college in north west London. It is now part of City group plc. In 2012 city group had an estimated 2.5 million in revenue and employed over 200 staff. In 2010 city group was acquired by a new ownership through a private investor, named Mr Wakefield. City group plc owns 19% of the private college market. All organisations have mission and group mission statement is “To provide inclusive learning opportunities for its students and to succeed in providing comprehensive higher education to the local community”.

. City College want to be the first name people think of when returning back to higher education.
. City College wants to create an organisation where its organisational structure and culture can both help to build a sustainable college.
A mission statement can be used as a starting point to achieve a sustainable business.
City College as expanded recently on its objectives within its mission statement to make the college a much more secure teaching establishment.
City College new mission statement now includes the following corporate objectives.
1. Be reliable 2. Be responsive 3. Understand learners needs 4. Be straightforward.
ELEMENTS AT CITY COLLEGE
The table below shows how the company is organised and the various support functions needed. City college operates both in north and south London.
IMPORTANT FUNCTIONS WITHIN CITY COLLEGE
Operations
In general, City colleges operations are
. Providing higher education for a diverse community
. Producing English and Maths adult literacy classes
. Gathering ideas to share across the company thus improving efficiency
. Managing student learning through individual learning plans
. Implementing sustainable courses for higher education

CITY COLLEGE’S ‘OPERATIONS’ CAN BE SPLIT INTO THREE DEPARTMENTS.
. Teaching operation; Staffs are involved with producing higher education courses that are designed to be inclusive to all learners from diverse backgrounds.
. Human Resource Department; This department is concerned with developing and maintaining the college’s workforce. It is its aim to continue to provide personal professional development to its entire staff. City college invested £1.1 million in its north London branch in facilities and new staff recruitment. This site now has 1500 students enrolled on higher education courses. Operating improvements and growth do not happen y accident. City college encourages employees to come up with good ideas, so these can be discussed, adapted and implemented throughout the business.
In 2005 City college won the number 1 college for education to work Awards 2005. City college is aware its importance to increasing the opportunities for education in the local community. Working with organisations such as Westminster council, city college are able to provide more educational courses to the local community. Working with Westminster council has allowed city college to encourage adults back into education and on the road to a prospective career in business.
ADMINISTRATION
Administrative people
. Solve administrative issues raised by students and internal departments
. Liase with the human resource manager and teachers
. Ensure that the registers are kept up to date and students are informed of important messages
. It is not unusual to find that administration staff to multi-skill and help support other team members within City College. Part of City colleges Culture is to have respect for all staff and support each other through daily operations.
SUPPORT FUNCTIONS
HUMAN RESOURCES
City colleges Human Resources (HR) department focuses on the following areas;
Organisational development including managing change, training and development
. HR Operations including recruitment, selection and employee life cycle
. HR administration
It aims to ensure that City College values are shared across the company and employee satisfaction is increased which in turn can drive and achieve a sustainable college. One area in which HR is involved is recruitment. When a company recruits someone selection will be done by HR and the employing department working together. Induction and training are the next steps. These are also managed by HR and the employing department. HR ensures that once recruited, staff remains. Moreover as people need to develop and maintain skills, HR is usually responsible for staff development. Tarmac’s HR strategy ensures that its corporate values are shared and maintained across the company. Employees are expected to follow its four key corporate values. City College sees these values as essential for helping them to carry out their work day in, day out; they guide us in our dealings with each other and with our customers; ultimately, they are the bedrock of the culture of the company.
STRATEGY, MARKETING AND TECHNICAL
In business terms strategy is relatively new concept. strategy strategic development and strategic management are the key roles in their own right. Additionally, varies managers and levels of management are involved in many different ways. The management team undertakes a review with the aim to improve the college functionally and to identify parts of the company not performing as well as others.
MARKETING
City College marketing team in involved in four key activities to help it achieve its mission statement; gaining insight into markets and student needs. applying this knowledge to inform strategy development and marketing plans managing the city college brand image and external communications through a broad range of communication channels including public relations, advertising, website development, e-marketing, brochures and exhibitions. leading internal communications through the company magazine, newsletters, intranet and conferences. Through its technical team, city college constantly looks for new and innovative solutions, for example Foam Master.
FINANCE
No business can survive without cash or some form of credit, so to ensure it does not run out of money, it needs to manage its finances properly. Any company with sales in the region of £1 million is a big business and therefore relatively complex. the finance function of any large business includes bookkeeping, accounting, credit control, finance, taxation, management accounting and auditing.
CONCLUSION
Organisations like city college are no longer small private colleges and provide many learning opportunities for many students. They are organisations that have serious objectives tied to a commitment to achieving them. City college is also dedicated to working with the local community. Working in a busy college environment like city college is varied. There are many departments that work together, e.g. an admin assistant working with the Human Resource manager, who in turn works with a production controller.

COMPANY B; ENTERPRISE
INTRODUCTION
for organisations to develop they require a direction. The people who manage the business provide the direction. taking responsibility for making decisions and running a business well is a skill. businesses place considerable emphasis on getting the right people with the right people with the right skills into key posts. They need to ensure that these people have the opportunities to develop decision-making skills. Enterprise Rent-A-Car (Enterprise) employs more than 75,000employees and operates a fleet of cars exceeding one million vehicles worldwide. It has become one of the foremost car-hire companies and is the largest purchaser of cars in the world. Jack Taylor founded the company in st Louis in 1957. The owner had a simple belief; ‘Take care of your customers and employees first and profits will follow.’ This belief forms the foundation of Enterprise’s four key BUSINESS OBJECTIVES of
Customer satisfaction
Fleet growth
Employee development
Profitability
These four business objectives link together;
Enterprise does not sell a product. It provides a service – the use of a car. To deliver great service enterprise needs well trained and motivated staff. as the company grows, it opens new local offices and creates new opportunities for employees.
Customers expect to be treated in a particular way by a service-orientated business. Enterprise uses its enterprise Service quality Index (ESQi) to measure the quality of service it provides. Satisfied customers will come back and give repeat business. they may also recommend the service to others.
This leads to growth of the business and greater profitability
This case study focuses on leadership within Enterprise. It shows how its managers use a range of management and leadership styles to support enterprise’s focus on customers.
Leadership and management
Management involves control and organisation to get something done. In the course of business, managers use many different skills. They;
Plan and organise people and resources
Set and monitor budgets
Control operations or services in order to meet customer’s needs.
The ability to manage is essential at all levels in the organisation. However for a business to excel, leadership is vital. A leader is somebody who sets the direction and inspires other people. A leader is able to influence others in meetings or when making decisions. this helps to achieve the goals of the organisation. Enterprise has leaders at all levels of its business, not just senior management. some people are natural leaders, for example, the captain of a school football team will probably have the ability to influence others. Leaders can also develop through training and education.
Leaders are also managers. For example , n enterprise General Manager leads a regional group of City Managers. City Managers are leaders of their front-line management employees. Andy Taylor, the current Chairman and Chief executive officer (CEO) of Enterprise, was a manager for his father jack Taylor. He carried out the processes and systems his father set up. Today, Andy leads and manages the business. there are many different management styles. these styles influence how leaders communicate with employees. for example , enterprise operates an ‘open door’ policy. this enables everybody within the organisation to have direct contact with senior managers. This might be through meetings or having lunch in the same dining area. the CEO Andy Taylor is following the values set by his father by making opportunities for employees to meet and talk to senior managers. this shows an informal style and a lack of hierarchy. Enterprise puts a high value on teamwork and open communication between employees at all levels. Managers have their own preferred management style. Some prefer an autocratic style where they tell employees what to do and how to do it. Others prefer a democratic style where they help their team to discover solutions to problems for themselves. However, the management style must change to fit the circumstances. Some decisions must be made at the highest level. For example , a manager would need to give immediate instructions on a health and safety issue or in a fire. However if changing an office layout, the manager could leave the team to investigate and decide on the solution for themselves. Enterprise employs motivated individuals with the potential to become good leaders. When recruiting Enterprise looks for leadership qualities in candidates. It considers leadership to be a core competence. It recognises that the skills and capabilities to lead others are essential for business growth. Recruits learn how to run parts of the business. The focus is on making decisions that improve customer service. General Managers are empowered to make decisions covering a region. Branch managers have the authority to deliver good customer service locally. Each local branch operates like a small business. Managers make decisions that support the needs of their customers. Front-line management trainees are encouraged to use the best management style to suit different customers. An autocratic style of leadership is when a leader makes a decision alone. The leader convoys the decision to staff and they have to work within the scope of that decision. For example, in order to deliver good customer service, managers instruct all staff to follow Enterprise’s guidelines for dealing with customers.
Douglas McGregar in 1960 used the terms Theory X and Theory Y to identify two very different forms of management style. In contrast, a Theory Y manager believes employees want to do well. The manager provides individuals with the opportunity to take control of their work. They can contribute towards solving a problem or issue. This helps motivate them to do better. Enterprise needs its employees to use their skills to deliver high levels of customer service. This means an autocratic management style is inappropriate in daily routines. A branch manager sets the standards for the team but encourages team members to be flexible and responsive to each customer. This ensures that customers get the service they expect. However, there are many examples of autocratic style in use at Enterprise. These relate to issues which affect the whole organisation or which are central to the business. For example, Andy Taylor insisted all branches use ESQi , the customer satisfaction measure, because it met the business objective, In order to gain commitment to using the process, employees had the prospect of promotion when they achieved high scores. This was a big motivator for staff. When the senior Vice President of European Operations at enterprise decided on the company’s diversity programme, employees were clear that this decision was compulsory and not an option. The Vice President of Corporate Communications for Enterprise established an Environmental committee. Its aim was to influence the behaviour of the whole organisation by reducing waste and improving its carbon footprint.
As the industry leader, Enterprise attempts to set high standards when it comes to the impact of rental cars on the environment. In contrast to the autocratic style. Enterprise uses democratic decision-taking in many parts of the business. Everyone has the opportunity to contribute ideas to the decision. There are two types of democratic decision-making.
1. Persuasive democratic management – here the leader makes the decision first and then persuades employees that he or she has made the right decision.
2. Consultative democratic management – this involves the group contributing to the decision making process, with the leader making the final decision.
The team is central to delivering good customer service. The consultative approach helps Enterprise achieve this business objective. Enterprise operates through an extensive network of local offices. Branch managers and their staff need to make decisions to meet the changing needs of customers in a fiercely
competitive market. Each office operates with a large degree of autonomy. This means that, in many areas of operation, local offices have the power to govern themselves and make changes without referring to senior management. They use different management styles with customers on different occasions. Examples of incidents they may have to deal with include: A car been in an accident and a customer needs a hire car urgently. Local managers take a consultative approach to understand the issues and find the right solution for customers who might be upset or worried. A customer wants a vehicle for a weekend break. BRANCH STAFF WILL BE MORE AUTHORATIVE IN RECOMMENDING A specific vehicle to suit their needs. This helps to satisfy this customer and ensure repeat business.
This independent approach enables enterprise employees to have ownership of many of their activities. This acts as a motivator for staff. In 1943, Abraham Maslow, looking for motivation, identified a hierarchy of needs for individual employees. Everyone has needs for water, food, warmth and safety. These have to be met before a person can move on to fulfilling their higher needs. When employees are empowered to make decisions, this improves their sense of worth and self-esteem. It also helps them to use creative skills within their role and motivates them to perform better. making decisions at a local level helps to meet customers needs and enables individuals to take pride in their job. This recognises that employees are motivated by factors other than financial ones. These include praise, recognition or having more responsibility. enterprise’s emphasis is on satisfying customers to grow the business. It also rewards hard work . To increase motivation, employees who achieve high levels of customer satisfaction have the opportunity of promotion. In addition, staff who performs well or make the biggest improvement are recognised through the Enterprise newsletter or by membership of the Enterprise ‘Elite Club’. This reinforces self esteem.
CONCLUSION
Management is about getting things done. Leadership is about achieving goals by creating a direction for a business and inspiring employees to take initiative and make the right decisions. Enterprise manages need the skills to motivate, lead and influence others. Enterprise aims to employ people who can take on a leadership role and help to grow the business for the longer term. Its management and training programmes help to improve employees with the skills necessary to lead others. This case study illustrates that within a business, there are leaders at different leadership styles. By developing leaders who are able to make decisions at a local level. Enterprise can respond more closely to customers needs within a competitive service industry. Its high levels of customer service provide it with competitive advantage over its rivals.