BTEC Level 5 Higher National Diploma in Business
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Added on 2021-07-14
BTEC Level 5 Higher National Diploma in Business
Added on 2021-07-14
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BTEC Level 5 Higher National Diploma in BusinessUnit 12 : Organisationl Behavior ORGANISATIONAL BEHAVIOURUNIT :12
ContentsTask 1........................................................................................................................................3Introduction............................................................................................................................3P1 Analyse how an organisation's culture, politics, and power influence individual andteam behaviour and performance.......................................................................................4M1 Critically analyse how the culture, politics, and power of an organisation caninfluence individual and team behaviour and performance...............................................7P2 Evaluate how content and process theories of motivation and motivational techniquesenable effective achievement of goals in an organisational context................................10M2 Critically evaluate how to influence the behaviour of others through the effectiveapplication of behavioural motivational theories, concepts and models..........................15D1 Critically evaluate the relationship between culture, politics, power and motivationthat enables teams and organisations to succeed in providing justified recommendations..........................................................................................................................................18Conclusion............................................................................................................................21Part 2.......................................................................................................................................22Introduction..........................................................................................................................22P3 Explain what makes an effective team as opposed to an ineffective team.................23M3 Analyse relevant team and group development theories to support the developmentof dynamic cooperation....................................................................................................25P4 Apply concepts and philosophies of organisational behaviour within anorganisational context and a given business situation......................................................28M4 Explore and evaluate how concepts and philosophies of OB inform and influencebehaviour in both a positive and negative way................................................................30D2 Critically analyse and evaluate the relevance of team development theories in thecontext of organisational behaviour concepts and philosophies that influence behaviourin the workplace...............................................................................................................30Conclusion............................................................................................................................33References...............................................................................................................................341
Task 1IntroductionOrganisational Behaviour an important aspect in determining the performance andoperational capability of a business organisation. It is the study of the behaviours ofemployees, both individually and in groups, in a business organisation(Alblas and Wijsman,2019). Organisation behaviour influences business decisions and operations, but at the sametime, it can be influenced by business decisions and operations as well. The most importantreason is to study organisational behaviour is that the study provides sufficient informationaboutthe individual and team behaviour which then can be utilised to extract anticipatedperformance from individuals(Wiley, 2018). The current report takes Unilever as a case studyto explore various realms of organisational behaviour. Optimistically, the report willdemonstrate meaningful and effective discussion on the topic to benefit organisations indevising various policies regarding employee performance.2
P1 Analyse how an organisation's culture, politics, and power influence individual andteam behaviour and performance.An organisation such as Unilever comprises diverse employees whose behaviours are diverseas well. In the organisational context, diverse behaviours of employees are known asorganisational behaviour. Organisational behaviour is a very important context for anyorganisation, and therefore organisation should identify the provenance of organisationalbehaviour and identify factors that impact organisational behaviour(Robbins, 2008).Organisational culture, politics, and power have great impacts on organisational behaviour.These three factors significantly influence individual behaviour within an organisation andbehaviours and individuals of employees when they work within a team.How Culture InfluencesOrganisational culture is defined as collective values, beliefs, norms, and attitudes to workthat an organisation holds, and thereby, employees practice frequently. Organisational culturehas drastic impacts on individual behaviour because it is proved that organisation cultureshapes behaviours to a large extent(Brown, 2017). For instance, clan culture refers to theorganisational culture in which employees collaborate. The scope of the practising hierarchyis very narrow within a clan culture. That is why employees practising clan culture are veryhelpful, communicative, and friendly. They do not engage in intense competition, and ratheremployees prefer working together. As a result, the team performance of this culture is moreeffective than other organisational culture.Understanding culture's role using Handy's modelCharles Handy, who spent a lot of timeinvestigatingorganisational behaviour classifiedorganisational culture into four major types. They are power culture, person culture, roleculture, and task culture.3
Figure 1: Handy’s Organisational Culture(Brown, 2017).Power culture refers to the culture in which the power is centralised to the company'sauthority. Generally, the founder of the company holds power. As power culture is verydominating and holds all organisational power in the centre, employees can express theirthoughts very little(Chattopadhyay, 2016). As a result, employees do not engage with theorganisation and don't get motivated to improve the company's performance. Insurgency isalso very common in this type of culture as the central power exploits employees. Teamperformance is not so notable in the culture.Person culture refers to the culture in which key persons of the company are mostlyprioritised. Partnership businesses are notable places where the culture is very common. Inthe culture, employees follow the person blindly, and their working practices, values, andbeliefs are reflected in employees' thoughts(Brown, 2017).Task culture, on the other hand, emphasises on task accomplishment. The emphasisinfluences employees to be competitive since the company wants proper accomplishment oftasks from employees only(Chattopadhyay, 2016). Team performance of this culture is betterthan other cultures because it influences employees to work as a team to accomplish tasks.Role culture is the most common organisational culture, and it refers to the culture thatemphasises organisational functions. For instance, Unilever enables the culture within theorganisation(Brown, 2017). The culture is very much of concern for employees' roles, and so4
are employees. Hierarchy is strictly maintained in the culture, and their hierarchical positiondetermines the behaviour of employees.How politics influences behaviourPolitics is another factor that impacts organisational behaviour. Politics mainly originate frompersonal interest, group interest, and power's source. When an individual utilises his power toserve his interest, or a group of individuals uses their power to serve their interests, theorganisational balance gets hampered(Treitschke, Dugdale and Bille, 2017).Individuals or groups involved in politics try to negate others to conserve their interests.Besides, their focus remains on their interest, and the organization becomes their secondpriority. As a result, an organisation cannot extract the expected outcome from individualswho involve in politics. Moreover, such behaviour influences others who are not involved inpolitics(Treitschke, Dugdale and Bille, 2017). As they are sufferers of office politics, usually,they do not engage in organisational work. Besides, team performance in office politics ishighly controlled by the group interest or personal interest. If the team (consisting ofmembers involved in politics) perceives that good performance serves their purposes, theteam's performance would be better, otherwise not.How power influences behaviourPower practising refers to the process by which employees of an organisation exploit powerto continue authoritative practices over others and serve the personal interest. In anorganisational context, power may originate from various sources: hierarchical source,reward power, coercive source, referent power, expertise source, titular source etc. Amidstthe powers, reward power and coercive power can be utilised to promote expected behaviourand reduce unexpected behaviour(Webb, 2013). Other powers have, more or less, negativeimpacts on organisational behaviour. The person who can practice power shows anauthoritarian tendency over others. As a result, power-holders' behaviour becomes veryauthoritative, and the rest of the employees' behaviour becomes submissive. Employees whocannot practice power generally tend to remain obedient and passive; they are not seen asactive in organisational works.Moreover, one of the sources of workplace conflict is power practising. Even employeeturnover may be high in the case of practising power intensely. For instance, the rate of5
employee turnover is 15 per cent in Unilever because two leading persons practice titularpower there extremely.M1Critically analyse how the culture, politics, and power of an organisation caninfluence individual and team behaviour and performance.Power, politics, and organisational culture have serious impacts on organisational behaviourand team performance. Impacts are so significant that these factors impact the entireperformance of the organisation.Critical analysis of culture's roleHofstede's cultural dimension theory is significant because it critically analyses the culture'srole in individual performances. Hofstede uses different cultural dimensions to portray howcultures influence organisational behaviour(Brown, 2017).Figure 2: Hofstede’s Cultural Dimensions(Brown, 2017).6
1.Power distance index: The index determines how an organisation practices powerover its employees. In the case of high index, a few members practice power, thusimpacting organisational behaviour; such as employees getting poor motivation insuch a workplace(Chattopadhyay, 2016). On the other hand, a low power indexindicates that power is either not practised or is decentralised. This type of culture isvery flexible and motivates employees to work together.2.Individualism vs. collectivism: Individualistic culture influences employees to workindividually and focus on personal interest. On the other collective culture influencesemployees to work within a team(Brown, 2017). As collaboration is the key to theculture, employees support each other, and they tend to work as a team.3.Masculinity vs. feminism: The masculine culture is authoritative and task-oriented,and therefore the integration of the culture makes an organisationauthoritative. In the masculine culture, the relationship between employees andemployers only exists in transactions(Chattopadhyay, 2016). On the other hand,feminism-oriented culture promotes belongingness, care, and supports. In this culture,employee benefits are prioritised over tasks.4.Long vs. short term orientation: The organisation which integrates long-termoriented culture generally focuses on long term goals. It influences employee to focuson long term goals and work together(Brown, 2017). Also, culture influencesemployees to embrace business changes and transformation. On the other hand, shortterm-oriented culture influences employees to gain personal profit in the short term.5.Indulgence vs. restraints: An organisationwhich practices indulgence culturegenerally benefits employees and takes various risks(Chattopadhyay, 2016). As aconsequence,an employee becomes creative and get engaged in organisational goals.On the other hand, a low IVR index influences employees to restrain creativity andorganisational change.6.Uncertainty avoidance index:The index shows how a company deals with risks oruncertainty. Some companies tend to avoid risks, and therefore employees becomerisk averter(Brown, 2017). On the other hand, some companies tend to embrace risks,and the culture of that organisation influences employees to take risks for better profit.Employees of such organisation are highly ambitious.Critical analyse of power7
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