Brooks I ( 2006 p.139 ) has stated most shrewdly that “ Culture besides influences the manner organisational members interpret the nature of their concern environment, as cognition of the relationship between the organisation and its environment is an extension of the organisational civilization ; the environment is viewed through cultural lenses ” .

Organism Virtual Culture

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Brain ORGANIZATION Instrument of domination

is a aˆ¦aˆ¦..

Political system Machine

In figure -Ways of seeing an organisation ( 2006 p.139 fig.5.4 ) Brooks claims there are many ways of seeing an organisation.

The Cultural position:

Harmonizing to Brooks I ( 2006 p.140 ) “ Culture and organisation can be viewed as an iceberg, a metaphor which suggests what you see on the surface masks a much deeper, mystical and powerful world ” .

As per Schein Organizational civilization ( Mullins, 2007 p.722 )

Lloyds TSB:

It is seen that though they have merged with many companies in the yesteryear, they were all of similar civilization so the original civilization of the organisation stayed undiluted. ( Beginning: Company Corporate Responsibility Review 2007, VAULT Employee Satisfaction Surveys and Media Articles )

They are based on Artifacts:

Customer oriented

Recruit talented people through tough choice process

Create model for employee clear acquisition and hereafter demands

Employees rewarded on the footing of client satisfaction.

Provide personal development plans for employees.


Their Anglo- Scots amalgamation earlier between Halifax and Bank of Scotland nevertheless seems to hold resulted in dilution of both civilizations. ( Beginning: Company Corporate Responsibility Review 2007, VAULT Employee Satisfaction Surveys and Media Articles )

They are based on Valuess:

Rewards-oriented company

Market understanding


Mortgage expertness

As per Handy organisational civilization ( Martin, 2005 p.494 )

Lloyds TSB:

They are function cultured:

Strong banking system

Produce more end product in good environment

HBOS: They are task cultured:

Focused on ends

Work in squad

As per Deal & A ; Kennedy Feedback-Rise Model:

As per Hofstede ‘s survey theoretical account ( Beginning: Social Responsibility Report 2007 and 2008 )

Lloyds TSB


Power distance




Credence of duty

Uncertainty turning away




Basic inventions

Collectivism vs. Individualism


Employee committedness


Management mobility

Masculinity vs. Feminity


Mass production


Bulk chemical science


Personal service

Custom-made merchandises


Long vs. short term orientation


Developing new markets


Fast version

Question 2

“ Leadership is an property that is extremely prized in most organisations and, as a consequence, it is an extensively studied and debated subject in Organizational behaviour ” ( Meiindl et al.1987 ) . Robbins S P ( 1998 p.347 ) states “ Leadership is the ability to act upon a group toward the accomplishment of ends ” supported by Stogdill R ( 1950, p3 ) who defined leading as act uponing procedure aimed at end accomplishment. Bennis W and Nanus B ( 1985, p.21 ) observes that directors do things right while leaders do the right thing. “ The leader is prophet, accelerator, mover-shaker, focused on scheme ” ( Bryman,1986 p.6 ) .Rollinson D ( 2005 p.436 ) has stated most shrewdly that a ” leader is person who occupies a function which involves conforming to a set of behavioural norms and outlooks emanating from followings, in bend for which they confer on the leader a grade of power ( within prescribed bounds ) allows the leader to act upon their actions. ”

Following are the chief leading theories

Trait theory: Leadership is congenital endowment and God gifted

Group and exchange theories: This gives more tonss on subsidiaries and more benefits to the leader. They are of three types-Leader based ; where there is less authorization to the subsidiaries.Follower based ; where there is a self public presentation direction and more authorization to subsidiaries. Relationship based ; where trust is generated between the employees giving them due regard in through meetings.

Behavioral theories: They are of two types-People oriented ; where accent is given on subsidiaries instead than the end. Task oriented ; where it gives importance to the end than the employees.

Following are the chief leading manners ( Mullins, 2007 p.371 )

Authoritarian: The leader sets the end and his subsidiaries has to follow him

Democratic manner: The leader plays the function of a squad member.

Laissez-faire: Gives authorization to the employees assisting them to take their ain determinations.

Predominating leading manners

Lloyds TSB leading manner

“ Showing leading from the top

Vision to be the best UK fiscal services company

“ Balanced scorecard ” for public presentation on relationships

Corporate values generated from the top

Emphasis communicating of duty to followings ” ( Beginning: Company Corporate Responsibility Report 2007 )

Lloyds TSB themselves describe their leading manner utilizing these words. Therefore it may be a undertaking oriented company utilizing scorecards to mensurate relationships. They seem to hold an Authoritarian Style of leading – or may be somewhat democratic besides.

HBOS leading manner

“ Aim for “ joined up ” attack of leaders and followings

Create leadership/rewards civilization throughout the company

Peer-based “ co-worker protagonism ” used to replace leading

Communicate aims, and do non order activities

Take pride in addition in female workers in the company ” ( Beginning: Company Corporate Responsibility Report 2004 )

From the description of the HBOS Corporate Responsibility Report we see their ain ego descriptions of leading. It seems they portion leading with employees utilizing a more people orientated manner. They use peer-advocacy ( people reding people ) .They seem more democratic or even laissez-faire.

Question 3

The quality and success of leading depends on two factors: the mentality of the people in the company and the environmental state of affairss. There are four different theories used to analyse the consequence of situational factors on leading:

Fiedler ‘s situational theory: Here three different factors are compared-task construction, leader power and leader-worker dealingss. Eight different scenarios are listed where these three factors are either strong or weak. If all the three factors are excessively strong ( first column ) or all are excessively weak ( last column ) the leader is forced to utilize a undertaking -oriented direct-control manner.


Situational Factor









Undertaking Structure









Leader ‘s Power









Leader worker dealingss









Leader ‘s manner

Task Oriented Directive Style

Participative Approach

Task Oriented Directive Style


Lloyds TSB









Where in all other instances, the three factors have varied mix of strengths and failings, the leader may necessitate to utilize a participative manner. Lloyds TSB has a controlling manner, while HBOS has a participative leading manner.

Vroom/Yetton & A ; Vroom/Jago theories: Here the 12 variables that affect leading manner are discussed. Using different combinations of these variables, they arrived at five clear leading manners: Autocrat A1 and A2, ConsultativeC1 and C2, and group G2.Each manner shows leaders and workers blending in a different manner when taking determinations. ( Mullins, 2007 p.377 )

Leader gets information and takes determination Autocratic: A1 Variables



Leader information

Problem construction

Commitment chance

Goal congruity

Subordinate struggle

Time restraint

Subordinate information

Motivation development

Geographic scattering

Motivation clip

Group gets information and leader takes determination

Autocratic: A2

Lloyds TSB

Leader consults with the persons and takes determination Consultative: C1

Leader consults with group and takes determination Consultative: C2


Group portions determination and leader corsets apart Group: Gram

Lloyds TSB uses a more Autocratic manner and less advisory, where the leader empowers the worker less. HBOS empowers the worker more. Therefore they are more advisory and less Group ( Social duty reappraisal 2007 )

House/Dressler Path end theory: This theory tries to demo how the leader ‘s behaviour and his ultimate effectivity are affected by both employee eventualities and environmental eventualities. Depending on the type and quality of these eventualities the leader is advised to utilize directing, supportive, participative or achievement oriented manner. ( Kelvin: 2009 )

Leader Behavior




Accomplishment Oriented

Employee Eventualities






Locus of control





Environmental Eventualities

Undertaking Structure





Team Dynamicss

Negative norms

Low coherence

Positive norms

High coherence

Lloyds TSB


HBOS scores as a more participative manner because the employee eventualities and environmental eventualities are managed by employees themselves more. Whereas in Lloyds TSB, the leaders tend to direct and pull off more.

Hersey/Blanchard theoretical account: This is a survey of the task-oriented and people-oriented behaviours of leader ‘s.The leader undertaking orientedness may be low or high and the people orientedness may be low or high. Depending on the combination it may ensue in either-Delegating, take parting, selling or a Revealing manner. ( Huczynski & A ; Buchanan, 2001 p.723 )

It is seen that Lloyds TSB leading manner is more revealing and less selling. While HBOS leading manner is more active and less deputing. ( Beginning: Social duty study )

Question 4:

The meeting of Lloyds TSB and HBOS is non merely a meeting of two different fiscal companies but besides a meeting of two different civilizations. They have to be ready to confront new challenges when they combine. Bicultural audit is of import for the meeting of two company ‘s civilization. This audit produces informations for get downing work platform, scheme required for successful amalgamation. They are of three types:

Designation of cultural spread: Comparing the values, vision and direction behaviour of the two companies, this stage recognizes the spread.

Analysis of cultural spread: This stage brings out the similarities and unsimilarities between the two civilizations.

Culture bridging: On the footing of the above two information ‘s the information direction squad can get down the bridging of civilization procedure. ( Bicultural Audit, by Richard Cook )

Challenges faced by Lloyds TSB and HBOS

Lloyds TSB


Fiscal crises in the market

Fund raising from the whole sale market

Searching for new investors

Misleading interview

Job insecurity due to recession

Fiscal crisis

Quick determination on unifying with HBOS

Uncluttering the image about the organisation

Challenges faced after unifying

Shake in leading

Less investing by people

Employee jobs

Unemployment jobs

Decrease in portion holder assurance

Conflict between organisations

Employee dissatisfaction

Opportunities of people puting lupus erythematosus

Pressure of authorities ordinance

Mckinsey identifies five key of challenges:

Identify and train people about the amalgamation

Understand about the external title-holder stakeholders

Understand the public presentation civilization of the amalgamation company and set up new intercrossed civilization

Understand and communicate to down amalgamation communicating

Make a new squad for understanding analysis of the company ( Beginning: Bicultural Audited account: by Richard Cook )


Lloyds TSB has a strong civilization compared to HBOS. Strong civilization seems desirable for the interest of strong public presentation, and weak civilization is believed to originate due to employee authorization. But a strong civilization can be unsuccessful if it is excessively strong and suppresses creativeness. It can besides be a disadvantage in a volatile market when the company needs flexibleness. Both companies civilization may be assets harmonizing to the market state of affairs. In a short term advantage, in this current market volatility the adaptative civilization of HBOS may execute better than Lloyds TSB. But in the long term, after the present economic crisis, the authorities may enforce rigorous ordinances on Bankss afterlife. In that instance the most conservative civilization of Lloyds may be better.

Lloyds TSB is a leader based organisation which aims to be the top fiscal company in UK. Since they focus on “ Balanced scorecard ” for public presentation on relationships and on the completion of undertaking, it is a undertaking oriented company. They use autocratic manner in which the leader sets the end and wages system for the squad. They have a directing manner in which the leader provides certain specific way to the subsidiaries, who follow the given regulations and ordinances. They demonstrate possibly more concern for regulations and ordinances. However, HBOS is a relationship based organisation as they are concerned with the relationship with the employees. As they are more concerned with employee public assistance they are fundamentally a people oriented company. They adopt a more or less a Individualistic manner where there is more empowerment to the subsidiaries, giving squad members more flexibleness and leting them to take determinations of their ain. They believe in participative leading manner as the company welcomes suggestions for the betterment of the same.They are more concerned about production.

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