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Unit 3

: Organizations and Behavior

Assignment title: Motivation and Teamwork in organizations

Submitted by:
Chit Su Thwe






Task 3.1


Task 3.2


Task 3.3


Task 4.1


Task 4.2


Task 4.3






In june2006 a group of 11 Samsung Electronics Co. employees pledged to do the last thing more
people desire just as spring bursts into summer; stay inside the drab room with small curtained
windows for the bulk of the next six weeks. The product planners, designers, programmers,
engineers had recently entered Samsung's so-called Value Innovation Program (VIP) Center, just
south of Seoul. They were asked to outline the feature and design of the company's mainstay flatscreen TV, code-named Bordeaux. And their bosses had void to keep them posted their until they
had completed the assignment.
It's all part of a new mantra at Samsung" market driven change". In the past decade Samsung
has radically improved the quality and design of its products, Yun Jong Yong, Samsung's old
chief executive, now wants the company to rival the likes of Microsoft Corp, and IBM as a key
shaper of information technology. By 2010 he aims to double sales, from $85 billion last year to
$170 billion
How to make Samsung more innovative? One key initiative is the VIP center. Yun set the
program in 1998 after concluding that as much as 80% of cost and quality is determined in the
initial stages of development. By bringing together everyone at the beginning to thrash out
differences, he believed the company could streamline its operations and make better gadgets. In
the past two years, though, the center's primary aim has shifted to" creating new value for
customers." says Vice-President Lee Dong Jin, who heads the facility. Translation: Find that
perfect balance of cost, innovation, and technology that makes a product great.
If it weren't such hard work it might almost be fun. The center at Suwon, Samsung's main
manufacturing site, 20 miles from Seoul, is open 24 hours a day. House in a five-story former
dormitory, it has 20 project rooms, 38 bedrooms for those who need to spend the night, a kitchen,
a gym, traditional baths and Ping-Pong and pool tables. Last year some 2,000 employees cycled
through, completing 90 projects with names such as Rainbow, Rapido, and Rocky. While some
teams wrap up their works within weeks, other projects drag on for months, and all division
leaders sign a pledge that participants won't return to their regular jobs until they have finished
the project.

The Bordeaux team shows how the VIP center works. The goal was to create a flat-screen TV
that would sell at least 1 million units. But the team member quickly discovered that they had
strongly differing opinions about what customers want in a TV. The designers proposed a sleek,
heavily sculpted model Engineers wanted to pack in plenty of functions and the best picture and
sound quality. Product planners were concerned primarily with creating something that would
beat the offerings of Sharp Corp., then the leader in LCD TVs.
Every steps of the way team members drew what Samsung calls " value curves." These are
graphs that rank various attributes such picture quality and design on a scale of 1 to 5, from
outright bad to excellent. The graphs compared the proposed model with those of rival products
and Samsung's existing TVs. The VIP Center specialists also guided the term in discussions
exploring ideas and concepts from entirely different industries, picking up hints about the
importance of the emotional appeal in the offerings of furniture makers and Hollywood. " We
wanted a curve resembling a wine glass, and a glossy back to make the TV fit in with other
furniture." says designer Lee Seung Ho, who worked on the Bordeaux project.
One challenge the team faced: Surveys showed that shoppers buy a flat-screen TV as much for
its look as a piece of furniture as for its technological muscle. some members went to furniture
stores to figure out what made buyers tick, and discovered that the design of the set trumpets
most other considerations. So the group started shedding function in favors of form, cutting
corners on high-tech feature to spend more to make a TV that looks good even when it's turned
The initial response is encouraging. In the last week of May(2006), Samsung inched ahead Sony
to become the No1 LCD TV brand in the U.S., garnering market share. Yun now says he wants to
become the top maker of digital TVs, including those using plasma and rear-projection
technologies, in the U.S. this year.
Pretty grand ambitions. But Yun has a strong record of setting stretch goals and achieving them.
Under his stewardship, Samsung has transformed itself from an industry also-ran into the richest
electronics maker in Asia. Now it could also become the coolest if Yun can reinvest Samsung one

more time and get his engineers, designers, and marketers to dream up products such as the
Bordeaux and reality fire consumers' imaginations.

Task 3.1
Discuss the impact that different leadership styles may have on motivation in
organizations in periods of change
Leadership process makes revolutionary changes in organizations in last few decades. Research
shows that most of the successful organization depends on the strong leadership. Though
advancement of technologies companies workings are lot easier than before, but companies
which have strong leaders take competitive advantage.
Key role of today's organization now depends on how they are motivated. If workers are
motivated properly then objectives of the company can easily obtain. True leaders take the
responsibility to guide and motivate other workers.
According to Web, in last few decades the responsibility of a leader to motivate the workers is far
more than before. With the change of time different leadership style also adjust with some more
requirements. Motivation is the most important of them. In prior leaders just guided people and
controlled them in many ways. But now leaders control workers mind by giving them motivation
and inspiration.
There are different types of leadership styles and each type has its own impact on motivation in
work organizations and those are autocratic, democratic and laissez-faire leadership.
Autocratic leadership:
The autocratic leadership style is one which leaders have absolute power over their workers or
team. They tell people what to do instead of asking for employee's opinions or suggestions. For
example, Samsung use autocratic leadership because the company needs too or the tasks will not
be approved out inside the business. Samsung's autocratic leaders give employees their role and
responsibilities. This can give their business clear route but it may also guide managers to
overlook input from their teams. It is important when Samsung's business faces a critical
situation or when an immediate problem occurs that requires an urgent reaction. Autocratic
leadership style allows Samsung's managers to make most functioning decisions. For example, if

an accident happens in the Value Innovation Program(VIP) Center, manager might take control
to ensure a quick and co-ordinate reply, and they have the right to make the last decision.
However, Samsung's managers are attempting to convince their teams to accept their opinion.
Also their managers get the opinions of the lower staff before taking a decision. So if they did
not use autocratic then Samsung's wouldn't be run sufficiently.
Democratic leadership:
Although democratic leaders make the last decisions, they call other members of the team to add
to the decision-making process. For example, Samsung accepts democratic leadership to boost
job contentment by involving team members, and helps to develop people's skills. Under this
leadership style, Samsung's staffs feel esteemed, that is why staffs are encouraged to work hard
by more than a monetary remuneration. Samsung chooses leadership roles to staffs in the
organization so that everyone is clear about their responsibilities, to implement the strategic
decisions through efficient communication and doing a follow up on the employees to ensure
that they providing quality services. This increases team motivation and encourages creativity.
Laissez-faire leadership:
"Is a style where the manager observes that members of the group are working well on their
own". Samsung's managers adopted laissez-faire leadership, where they give all authority and
power to the employees and they must determine goals, make decisions, and resolve problems on
their own. Working under laissez-faire leadership style, employees can improve their
communication skills, teamwork skills as well as enhance loyalty and responsibility.

Task 3.2
Compare the applications of different motivational theories within the
Motivation is a psychological process of influencing and controlling peoples mind in a certain
direction. Motivational theories and its criticism are:
Frederick Herzberg's theory
Frederick Herzberg developed a two factor model for motivation. His proposed two factors are
maintenance factor (work, responsibility, promotion, growth etc.) and motivation factor
(payment, strategies, environment, job salary etc.). It suggests that if the companies fulfill the
maintenance factors then employees will automatically.
This theory just focused into one factor. But it is not accurate in all occasion. Especially in this
competitive world if organizations don't focus on all needs and rights of workers, potential
workers don't stay.
Merrill and Reid theory
This theory identifies four personal styles like driver (Action based), expressive (Perception
based), amiable (Relationship based),analytical (Thinking based). The environment and the
structure of the company will set in such a way thus it can fulfill those personal styles.

Only personal styles cannot fulfill the demands of employees.

McClelland's Theory of Motivation

This theory suggests that making connectivity in the workplace can structure the needs of
employees. Achievement, power and affiliation are three basic styles of this motivation. When
worker used to get these, they can improve their performance.
If this theory is inaugurated then control will not be centralized to the authority.

Task 3.3
Evaluate the usefulness of a motivation theory for managers
Motivation is to encourage people to work, independently or in teams in the ways such as to
create best results. It is the desire to apply high levels of attempted towards organizational aims,
conditioned by the attempts and capability to satisfy some individual need. Motivation is apply
to the whole class of drives, desires, needs and wishes. Managers motivate their subordinates is
to say that they do those things which they hope will satisfy these desires and compel the
subordinates to perform in a desired method. The most important task of management is to
motivate others. It comprises the abilities to communicate, to set an example, to challenge,
encourage, getting feedback, to develop and train, to inform and to provide a just reward. See
motivation process on.
Employees have to be treated with diligence. The manager has to stay friendly as well as
maintain a level of distance with his/her staff. It is a tricky ground to tread. The staffs look up on
the manager as their leader. They expect maturity, rationality and understanding from their
superiors. Simple things like calling people by their first name, chatting or even a general inquiry
about their well-being, brings in a feeling of belongingness. All the employees in the
organization vibrate to a different place. A treatment that motivates one may not motivate the
other. Understanding the difference in character and temperament in between the individuals is
important. Managers set reasonable goals. Planning too high task creates a feeling of nonachievement, right from the beginning itself. The goals set should be such which looks feasible
to the staffs to be achieved. A slightly higher target than expected provides a challenge.

Task 4.1
Explain the nature of groups and group behavior within organizations
Two or more people of an organization make a group. It is the interaction among people.
Member of a group can easily influence others. Groups can be formal or informal. Formal groups
are formulated according to the rules of company like management group, director group, project
group etc. But formal groups are formed with the interrelation among people. Group can be
developed by some stages like formation, storming, norming, performing and adjourning.
(Millegan and Kris, 2003)
A group of people behavior is similar in lots of case. Thus there is a mental match among the
people of a certain group. Within the organization if a group people wants then they can create
major impact in the organization.
Group membership can fulfill certain needs and demands. Another important part is the group
leadership. In formal group there is a group leader who dominant others. Group behavior can
gives up the spirit p the skills of the workers.

Task 4.2
Factors that may promote or inhibit the development of effective teamwork in
A group of two or more people when works to achieve specific goal of an organization is called
teamwork .Several factors which promote or inhibit the development of effective teamwork are
given below.
Proper training must make an employee more accurate in his or her work. It upholds the
perfection of critical situation.
If a worker is well known about his own responsibility then it makes the job much easier.
Otherwise situation may be scattered.
When any worker of a team cannot control the emotion then it may affect other team member's
To enhance high performance, people of a team need to get some short term or long term
It always increases the potentiality of a worker otherwise teamwork may hamper or looks very
much pedestrian.

In the given case we realize how well Samsung execute their teamwork. The managers always
gather information about customer's choice and quickly give that information to headquarter.
Thus its designer can make new model for the desire of customer. Samsung focused on flexible
and integrated organizational structure. It avoids rigid structure thus worker can operate
smoothly. Its workers have exclusive communication among them which promote their effective
teamwork. Concisely if we approach total procedure of Samsung it is very clean that its team
spirit and rules of communication is very flexible and authentic.

Task 4.3
Impact of technology on team functioning within an organization
Technology is the most effective equipment in this world of globalization. Advancement of
technology enhances the teamwork. Without the development of technology no organization can
coordinate team functioning. It creates the acceptance towards customers. If we compare with
Samsung companies technological view it will be lot more easily. In the beginning of Samsung
company, there was doubt that weather they can stay in the competition. But because of its
technological advancement and proper strategy now it is one of the best electrical organizations.
Samsung invents new addition of technology day by day like galaxy tab, i-pod, smooth monitor
etc. in its working place it also gives proper support to its employees. Thus they work flexibly
and coordinate with each other smoothly. Technological support makes a proper blend of
accurate team functioning in Samsung.
The use of new technologies can improve and in some cases hinder team functioning. As
technology changes teams must update and maintain their knowledge in order to function
effectively. E-mail, Mobile phones, groupware and computers are technologies which have
improved team functions within an organization. Samsung use these technologies to improve
team functions. Email allows staffs to communication with each other from different place which
means that Samsung team members do not need to be in the same place at the same time in order
to communicate effectively. They use mobile phones because it allow teams to communicate
even when team members are out of the office or otherwise unavailable.

Many information systems departments themselves are also discovering that they can stimulate
improvement in overall company performance by integrating information systems to internal
structural change. To do so involves establishing self-directed work teams with more
responsibility and freedom. They found that the original support provided by their systems and
information systems staff did was not aligned with the way that the company did business.
Because of their good teamwork under the leadership of Vice-President Lee Dong Jin in
company organization, Samsung can achieve their goal of double sales to $ 170 billion by 2010
and to become the top maker of digital TVs near soon.


Stephen P Robbins, Bruce Millett, Terry Waters-Marsh, Organizational Behavior,

Prentice Hall (2004),ISBN 1 74103 012 9

John Hayes, The Theory and Practice of Change Management, Palgrave Mac Millan
(2007), ISBN 978 1 4039 9298 7

Handbook of Organizational Behavior, Robert Golembiewski, ed. 2nd. Ed. 2001 (KSL
Core Ref. HD 58.7.H355)

Handbook of Organizational Performance: behavior analysis and management. 2001 C.

Merle Johnson et al., eds. (KSL Stacks HD 58.7 .H364 2001)

IEBM Handbook of Organizational Behavior, Arndt Sorge and Malcolm Warner, eds.
1997 (KSL Stacks. HD 58.7 .I43)