A Concise Research on Siemens and Ericsson

A Report
Presented to FoundationCampus
University of Sunderland
By Li Jinze
In Impartial Fulfillment of the Requirements
For the Assessment of
MFP 2rd Term, Organisations and Behaviour June 2014 Report Tutor: Susan Atkinson

Table of Contents
1. Introduction 3
2. Organizational culture 3
3. Organizational structure 3
4. Introduction to Siemens 4
4.1. Siemens Culture 4
4.2. Siemens Organizational Structure 4
5. Ericsson 5
6. Comparison in Culture and Structure of Siemens and Ericsson 6
7. Factor Affecting Individual Behavior 7
7.1. Personality 7
7.2. Perception 7
7.3. Culture and Structure 7
8. Defining Leadership 8
8.1. Types of Leadership 8
8.2. Siemens Leadership Style 9
9. Introduction to Taylorism and Mintzberg Theory 9
9.1. Applying on Siemens 10
9.2. Applying on Ericsson 10
10. Use of Types of Leadership as motivators 11
9.1 Use of Transactional leadership 11
9.2 Use of Transformational Leadership 11
11. Maslow and Henzberg’s theory in motivation 12
12. Example for Henzberg’s theory being useful for Managers 13
13. Groups and Teamwork 14
12.1 What is a Group? 14
12.2 What is a Team 15
12.2.1 Types of Teamwork 15
12.3 Effectiveness of Teamwork within Siemens 15
14. Effectiveness of Team work 15
15. Impact of Technology in Team Functioning in Siemens 16
16. Conclusion 17
List of References 18

1. Introduction
World has become a global village. An organization’s existence in one country is not necessary but instead they have branches all over the world. This report thus focuses on organizational culture and structure by taking Siemens as major example and comparing it with another competitive organization, i.e. Ericsson. Both companies though deal in different services but their scope in their industries make them competitive for the study especially a study like this which will focus on different types of leaderships, motivational factors, grouping employees and teamwork (Brooks, 2007). By these important topics of organizational behavior, we will analyze how they can be used for motivated work environment.
2. Organizational culture
Within any organization a powerful and observable force is culture. Culture is made up of the shared beliefs, values, behaviors and symbols which direct the actions and decisions of the individual. Consequently a compelling affect can be observed on the wellbeing and productiveness of the company (Haworth , 2012).
3. Organizational structure
Organizational structure is an efficient structure which facilitates managerial team in addition to clarifying the relations, duties and roles, authoritative levels and reporting or supervisory lines (Pathfinder International, 2000). Organizations are of different structures such as
a. Hierarchical structures
b. Team structure
c. Network structures
4. Introduction to Siemens
170 years of successful and active services of Siemens in the fields of technology and engineering, is something for which Siemens is known for in United Kingdom and also around the world (Siemens, 2014). A broad range of services and solutions are offered by Siemens in United Kingdom where leading position is occupied by its sectors of industry, cities and infrastructure, healthcare and energy (Siemens, 2014). The fiscal year 2013 has shown the success evidence of Siemens by its UK sales amounting to above 4.03 billion EUR in addition to new orders totaling nearly 6.93 billion EUR (Siemens, 2014). It employees around 14,000 employees only in United Kingdom, which is a great number for a service provider with best machineries being made available for different sectors especially with its success in healthcare (Siemens, 2014).
4.1. Siemens Culture
The corporate culture of Siemens encourages workforce to nurture opportunities in order to assist in shaping the future of the company; by means of fostering an employee ownership sense, by using internal programs as well as initiatives to