1.1/1.

2
There are three different structures that organisations tend to work under the
first would be the functional structure, then the divisional structure and also
the Matrix structure.
Organisational structure: is a graph which gives you a clear idea of the layers
of management and the hierarchy of any particular organisation. For
instance the CEO or managing director will be at the top of the organisational
hierarchy, followed by the managers that manage the various departments
such as the finance manager, marketing manager, manufacturing manager
etc. There are three different structures that organisations tend to work
under.
Divisional structure

The graph above is one of divisional structure. The divisional structure is

based on geographical area and the product. This will add to the functional
groupings, and allows the group of employees to be able to work together to
achieve the common goal. There are three types of divisional structure which
are product, market and geographic. As each element tends to be
coordinated well each department is able to run smoothly. Regional
managers are able to respond to any local situation and also be at hand to
solve any issues, for example there may be a shortage of resources this will

be taken care of. This type of structure means that close relationships can be
formed with customers. Employees are aware of exactly who to approach in
their region if problems do arise and the staff are extremely motivated.
Functional structure

The graph above is one of the functional structure. When organisations work
under the functional structure they are all working together to achieve the
same goal and objective. In this particular work environment employees tend
to use the same tools, materials and technology. The functional structure is
normally used for small business, or those that put all their efforts into just
the one product or service and therefore functional structure works best in
the types of environments that are not likely to make much or constant
change to the particular product or service.
Organisational culture: organisational culture is described by Charles Handy
(1857) describes culture

as thats the way things are done round here.

Every organisation has a different way as to which they run their particular
organisation. They each have different values. There are 7 characteristics
that make up organisation culture. Organisation culture refers to the way in
which the organisation is perceived. This determines the way in which the
members of the organisation behave, therefore it is a case of a set a values,
beliefs and assumptions that are meet by the individuals who use the
organisation.
Role culture: large companies in the form of the banking industry and large
insurance companies tend to work under the role culture. Power comes from

a particular person place or their role within this type of organisation. As you
to deal with a number of people in the organisation it is difficult to from

relationships.
Person culture : The person culture has been created and designed in order
to benefit and suit the individuals that are situated there. These types of
organisation tend to be very rare, and the power is divided by the partners of
the company. Expertise within the company is seen to be a lot more valuable
than the organisation.

Organisational structure and culture of Syngenta

Organisation structure and culture of (Syngenta): Syngenta is a global
Swiss agribusiness that produces agro chemicals and seeds company that
have their very own unique organisation culture and structure. Syngenta
work under the matrix nad divisional structure and they have helped to
improve the management style of many other companies. Syngenta have
adopted the task and person culture, this is what encourages the
organisation to be able to have maintained more than fifteen (15) years in

business. As Syngenta is a professional body they strive to promote

Excellency in leadership and management.
1.3/2.1
Leadership is the ability to be able to actively lead an organisation, or a
group of people.
There are different types of leadership that organisations use in which to
operate.
An autocratic leader has all the power and all that power stays with him/her.
They make very quick decisions and do not consult with others whilst doing
so. As a result of this employees feel neglected, demotivated and
demoralised as in most cases they tend to be the people who carry out the
task/work needed to be completed.
Democratic leaders tend to make decisions however they take time in order
to think their decisions through. They tend more receptive to the input of
their employees and value them a lot more. Under this type of leadership
you are able to see the employees creativity, and as a result of this the
turnover of the employees is low. Whist in a meetings the input from each
individual is listened to. Democratic leaders are motivators and are able to
motivate their staff. Research shows that when observed under this
leadership employees are extremely motivated and productive like wise.
Laisse-faire leaders do not engage much with the employees in the
organisation. They give their employees maximum freedom and as a result
of this research shows that employee productivity under this style is where it
is at its least. Employees feel that they are unworthy as they very rarely
liaise with the leader.
Workplace environment and empowerment play a vital role in which the way
Syngenta operates. When the environment is a happy one the employees

and employers are all round better off because they feel as though they are
valued and appreciated and will generally be more productive. It is through
the culture of the organisation that leaders are able to motivate and
influence their employees. There is a definite difference in a manager and a
leader and this is in their approach. Managers mostly working at middle level
are those that select the punishment of the employees if they act outside the
organisation culture and they also reward the employees and they may give
performance appraisals. Leaders who are mainly Syngentas CEOs motivate
and they also have the ability to influence their staff. Other factors that may
influence the behaviour of the individuals employed in the organisation is
when the employers give workers what they expect regardless of whether
these are in the implied or expressed terms of what is contained in their
contract. Employees feel a sense of empowerment when they are respected,
as there is not normally a term in a contract that determines that respect will
be given. However this is more of an implied term, as most individuals do not
fell a sense of empowerment when they have to deal with a leader that is
disrespectful to them. Factories tend to adopt the autocratic style of
leadership. Max weber came up with theory x where he stated that workers
are lazy and they were pressurised to work faster. Traditionally workers were
expected to work a lot harder than workers today because technology was
not as it was today and neither was the use of industrial machines, the
majority of jobs were completed by hand. Whereas Taylor believed that
monetary incentives should be given, so employees feel highly motivated
and valued.
Factors that are used to motivate employees in Syngenta
Three factors that are used to motivate employees is to offer a pay rise to
workers that have fulfilled to objectives set. They also offer promotion to
workers that they feel are able to complete the task to hand. Another one of
the three factors to motivate workers is to offer bonuses to workers that have
completed set task within a set time. The qualities that a modern need to

possess in order to enhance the workplace performance is to be firm but fair.

For instance if he promises a bonus he should stick to his word if workers
complete the task set. The modern workplace manager also requires
maturity and understanding so employees feel they are able to approach
him/her should the need arise.
2.2/2.3
Management is the performance of four functions which include planning.
Planning within an organisation is to set objectives. So the top manager sets
the objective for the year and the team has to meet that of what is set.
Management need to organise the work environment so what they do is
provide humans and non-humans within the organisation with all the
resources so they are able to meet the actual objective. Management have a
huge influence on the individuals within the organisation as they tend to the
people who reward and deal, with punishing and rewarding the employees.
Management also have to control many aspects within the organisation, this
is where they compare the planned and actual results of the objectives that
they have set at the beginning of the year.
Human relations approach: The human relations approach focuses on the
human interactions amongst the employees so they are able to work well as
a team and productivity increases as well as profit. Employees tend to help
others to perform various tasks set Experiments completed throughout
(1930-1940) found that if employees interact with each other that they are
more productive. The objective is assigned to the team and not the team to
the objective. The human relations approach paid a great deal of attention to
the social factors in the work place. The workers work together to achieve
the task set in a productive manner.
Systems approach: The system approach contributes to how effective and
efficient the organisation is run. It was in the 1960 when the systems
approach was introduced. The systems approach is always being improved

through evaluation and measurement. This approach understands what and

organisation is capable of and can establish resource constraints before they
act. There are three components to each system which are [1] Inputs; these
come in the form of manufacture products and in house raw materials. [2]
This would be the management process where the inputs are used in order to
manufacture the finished product. [3] Outputs; this would then become the
finished product which is them sold on in order to make a profit.
3.1
Motivation is the need or want to be able to succeed at something. Leaders
tend to motivate and they also have the ability to influence others within the
organisation. Depending on the type of leader that leads the organisation like
Syngenta will determine how motivated the employees are. As the style of
leadership play a vital role within Syngenta even in todays society. Most
workers do not enjoy to work alongside an autocratic leader because they do
not necessarily have a say. Worker that work alongside a democratic leader
usually tend to be happy within their role as democratic leaders value and
respect their workers and their views alike. Workers that work with a laissefair leader may not consider that style of leadership too much off a worry as
these leaders can be very flexible.
Maslows hierarchy of needs
The theory of Abraham Maslow (1954) believed that people all around the
globe are wanting beings, he thinks that humans always want more and want
they require depends on what they already have. Maslow thought that a
hierarchy of the needs of the people existed and they fulfilled their needs by
order of importance. The needs that are included in this include their
physical needs, emotional needs and their psychological needs.
Herzbergs motivation hygiene theory

The theory of Fredrick Herzberg. Now in the 1950s Psychologist Fredrick

Herzberg had completed innumerable interviews, with engineers and
accountants he wanted to find out what experience they had that made
them feel good about the work they did. Herzberg was a an American
psychologist who explains that there are several factors that influence an
individuals motivational needs Herzberg identifies the needs and desires of
an individual and ascertaining what will satisfy their needs and desires by
finding out how they will go about attaining to satisfy the desires that they
have. His original research took place in the offices of accountants and
engineers as opposed to on factory floors
3.2/3.3/4.2
Motivational theory of Abraham Maslow: The five hierarchy of needs
discussed by Maslow in the 1950S were extended to seven and these were
further extended to eight in the 1990s. The five hierarchy needs looked at in
the 1990s were the psychological needs which include food, drinking water,
warmth, and shelter. Therefore individuals work to ensure that they are able
to meet their needs. Also their safety needs which include security (a roof
over their heads) for protection from all the elements and protection and
stability. Also their social needs this includes time for family and friends,
general socialising and also for entertainment. The three basic needs that I
spoke about above are three basic needs in which as an individual we need
to survive. The next two needs that I will explain are comes with criteria that
not every individual wants to meet this includes the esteem needs which
include respect, confidence and realising the potential within yourself. The
next is self-actualisation. The two factors are both internal drive and this
amount of drive comes from within the individual.
Theory of Fredrick Hertzberg: Hertzbergs original research took place in the
offices of accountants and engineers as opposed to on factory floors. He
interviewed over 200 employees and his aim was to look at situations at

work where the employees had high motivation levels and happy rather than
where the opposite can be true which was seen in the research that he did
that involved professional people. Herzberg divided his factors concerning
motivation into two different categories these were called the hygiene
factors and the motivational factors. He found that the hygiene factors can
either demotivate the workforce or cause them to feel dissatisfied if they are
not present, however they do not often create satisfaction when they are
present. Now he found that motivation factors are able to motivate and
create a sense of satisfaction and this is general not the reason for the work
force to feel dissatisfied. Herzberg found that the hygiene factors that lead to
employee dissatisfaction included the policies of the company, supervision,
the relationship with their boss, working conditions, salary and the
relationship with their peers. He also looked at the way the staff were
motivated

that

lead

to

the

staff

feeling

satisfied.

These

included

achievement, recognition, the work they did, responsibility, advancement the

aspect of growth. Herzberg found that animals want to avoid any sort of pain
or discomfort, however, humans need to go beyond physical requirement
and expand psychologically. He identified this as the Adam and Abraham
Concept where Adam is animal and wants to avoid pain or discomfort, but
Abraham is human and needs to go beyond the physical requirements and
expand psychologically too.
As a organization

what I tend to do to evaluate the usefulness of these

theories today is find a group of volunteers that will be willing to put the
theories into practice. My staff will also fell a sense of empowerment as we
expect nothing but the best in our management and leadership qualities. At
Syngenta we have a set of values, a mission and we also have a vision and
will continue to deliver nothing but the best.
4.1

A group is an informal group of people who gather together in an informal

setting such as a public house, or a social club. They do this on a voluntary
basis and they tend to discuss informal matters such as football, cooking
tips, hobbies etc. A group does not tend to have a common goal or objective.
There are mainly four different
A team is a group of people which is created by top management that join
forces in order to achieve the same common goal or special objective. Teams
that are formed of humans work well when doing tasks that involve high
complexity and involve many independent subtasks. A team of people share
a common goal, mission, history, and a set of goals objectives and
expectations. The key characteristics of a team is that they share a common
goal or approach, mutual accountability, trust and collaboration, shared
leadership, and synergy which means that there are many benefits of
working together.
A group: is an informal group of people who gather together in an informal
setting such as a public house, or a social club. They do this on a voluntary
basis and they tend to discuss informal matters such as football, cooking
tips, hobbies etc. A group does not tend to have a common goal or objective.
There are mainly four different functions that are performed by different
teams these involve a problem-solving team, cross functional team, selfmanaged team, and there is also a virtual team.
Problem solving team: The problem solving team is created by top managers
and is designed to solve specific problems on a short term basis throughout
the organisation. Therefore if there is a problem within the organisation the
problem solving team will look at the issues, see what can be done to solve
them. They will then relay this back to top managers who will implement the
necessary changes found by the problem solving team.

Cross functional team: The cross functional team has also been created by
top managers and the teams are created using individuals from the same
hierarchical level. For instance you will have someone from the accounts
department marketing department and production department who work
together to see exactly how the organisation functions. Staff with the same
hierarchal level will set the cost of a product, however as expressed prior
they are based in different departments and all have a valid input. This has
been created to control aspects of the organisation such as cost.

Teams

working under this structure are able to perform diverse organisational tasks.
Self-managed team: This is a group of people that work together in a way
that works best for them to achieve the goal set by the top managers in
order met the objective. They tend to work towards a common goal and work
is on a long term basis. Top managers will set the objective the team will
then discuss this between themselves what will be the best way to meet the
deadlines and the objective. Each member of the team tend to work towards
their strengths in order to reach their final goal.
Virtual teams: This particular group of people work together through/via the
mode of the internet. The team do not interact with each other on a physical
level however this is done using digital resources and over the internet such
as video conference calls, VOIP, and home workers. Etc. This is excellent as it
is not time consuming but very cost effective. A great example of this would
be employees that work for IBM and Microsoft. These particular workers
interact with the other members of the team via the internet. This is an
excellent tool to be used for when members of the the team are not working
in the same geographical location.
4.3
Modern day technology has had a huge impact on the way in which teams
and groups of people function. This has caused people all around the globe
to be able to stay in contact with each other at a very low cost and helps us

to understand the way other cultures do business. Video conferencing means

that

workers

can

communicate

with

each

other

regardless

of

the

geographical area and where they are situated. This also means that you are
able to put a name to a face. There are also factors that mean that on
occasions the complete virtual system for the organisation has shut down
and employees letter lone civilians have no access to the information that is
required to allow the organisation run smoothly. Teams are also able to work
at a much faster paste because of modern day technology however, because
at times technology breaks down it means that if a contingency plan is not in
place then the organisation may lose profit. However modern day technology
has booth a negative impact and positive impact on the functioning within
the organisation. The positives is that regardless of the geographical are
employees are able to communicate and it is not very time consuming to do
so. Organisations are also able to drive the business in a positive way
because they with modern day technology such as video conferencing each
member of the organisation are able to stay in touch at the same time so
communication is enhanced. Also if there are any new products then the
organisation are able to distribute them in a manner that is quick and
effective. Within the work organisation modern day technologies can also
have a negative impact within the work environment as within the
organisation teams of people tend also tend to form formal and informal
groups. Within different teams in the organisation employees form groups
where they discuss informal matters such as music, holidays, health matters,
hobbies and even family and friends. With the use of modern day technology
it means that groups are able to share ideas with other members of the
organisation.