Learning about the influence of culture, politics and power on organisational behaviour

Running head: MANAGEMENT
Management
Name of the student
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Table of Contents
1. Learning Outcome 1: Analyse the influence of culture, politics and power on the behaviour
of others in an organisational context........................................................................................2
1.1 Influence of culture..........................................................................................................2
1.2 Influence of politics..........................................................................................................3
1.3 Influence of power...........................................................................................................3
2. Learning Outcome 2: Evaluate how to motivate individuals and teams to achieve a goal....4
2.1 Motivational theories.......................................................................................................4
2.2 Task vs relationship leadership........................................................................................4
3. Learning Outcome 3: Demonstrate an understanding of how to cooperate effectively with
others..........................................................................................................................................5
3.1 Different types of organisational teams...........................................................................5
3.2 The impact of technology on organisational teams:........................................................5
3.3 Team dynamics and teamwork:.......................................................................................6
4. Learning Outcome 4: Apply concepts and philosophies of organisational behaviour to a
given business situation..............................................................................................................6
4.1 Concepts and philosophy:................................................................................................6
4.2 Contemporary barriers to effective behaviour:................................................................7
References..................................................................................................................................9

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1. Learning Outcome 1: Analyse the influence of culture, politics and
power on the behaviour of others in an organisational context
1.1 Influence of culture
Alesina and Giuliano (2015) states that culture can be defined as the values and
beliefs that are essential characteristics of particular society. On the contrary, Giorgi,
Lockwood and Glynn (2015) states that it is impossible to express culture directly and
indirect functioning and relationship to the corresponding environment represents the culture.
There are different types of culture within every organization which affects the overall work
life of all the employees within it. Hofstede has been instrumental in classifying culture into
different dimensions that would highlight the key characteristic of every culture within an
organization. These dimensions were chosen based on factors that affect the social practices,
organizational practices and behaviour (Mazanec et al. 2015). As stated by Hofstede, the five
dimensions that impact the overall culture of an organization are Power distance,
Individualism vs collectivism, Masculinity vs femininity, short term vs long term orientation
and Uncertainty Avoidance.
Power distance represents the level of difference in power that is accepted in a
society. High power distance in organizations vary in different countries. UK and USA have
low power distance when compared to Asian countries like Japan and India. Mazanec et al.
(2015) states that in Asian countries, managers instruct their subordinates to fulfil their job
role which is quite similar to scenario in France. On the contrary, the score of power distance
is quite low in countries such as Sweden and Israel. The social interaction between the
subordinates and managers are also high in these countries.
Individualism defines the ties and their strengths among individuals within the
society. The countries having score of Individualism exhibit tendency to be more oriented
towards personal concerns and needs of the employees (Minkov and Hofstede 2014). This is
true for countries such as UK and USA where score on individualism is high. On the
contrary, in countries like Japan, the score on collectivism is high and there is high degree of
cohesion among the groups. The members of the groups respect each other and are concerned
with the overall well-being of the society.
Masculinity is the dimension that deals with the stereotypical values of femininity and
masculinity in a society. High masculinity means that there is high level of segregation and
structures of jobs for women and men. Japan, United States and Germany are countries
having high level of Masculinity which shows that these countries have developed
occupational structure that is based on sex-differentiation (Hur, Kang and Kim 2015).
Moreover, more emphasis is given on challenge, growth and achievement in jobs. These
countries are more focused on job performance and have given little importance to the quality
of the work-life. In case of society having high level of femininity exhibit tendency to be
more focused on developing effective working conditions, employee participation and job
satisfaction. Norway and Sweden are such countries having high score on femininity.
Uncertainty avoidance deals with the relationship of any culture with the future
uncertainties. This shows the ways in which the overall society deals with the uncertainties
of the organization (Minkov and Hofstede 2014). It can also be explained as the anxiety of
the society regarding the future uncertainties. This means in society having uncertainty
avoidance index, people prefer stable jobs, secure life, conflict avoidance and lower tolerance
for deviation among persons. Japan and United States of America are two countries having

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low tolerance for deviation. On the other hand, Sweden is one of the tolerant countries having
a society that accepts deviation.
Long term orientation shows the values of the society in terms of long term standing.
Countries with high individualism and equality have low long term orientation and countries
having high long term orientation are focused on fulfilling their social obligation where the
elders in the society have power in decision when compared to the younger generation ((Hur,
Kang and Kim 2015).
1.2 Influence of politics
As stated by Schein and Gray (2018), organizations does not adopt to new
organizational culture readily and it is developed through various changes within the
employees. The employees adapt to the changes in the external environment in order to
effectively solve issues faced by the employees. The employees learn through their
experiences to develop a culture which facilitates in effective use of different processes
within the organization. The new employees adapt to the new organizational culture in order
to effective balance their level of stress. Hartmann (2014) states that organizational
psychology can be divided into Artifacts, values and assumptions. The basic foundation of
any culture within the organization is based on these factors. The underlying assumptions
within the organization are intangible in nature and it is difficult to describe them. Human
resources understood the assumption by getting accustomed to the way the work is being
done. Hogan and Coote (2014) states that new employees face difficulty to fit into the
culture within the organization as they have no idea about the underlying assumptions.
However, these assumption contribute immensely to the organizational culture. Schein and
Gray (2018) states that there are certain beliefs and values which are kept hidden but are
essential for shaping the organization. These practices are well understood by the
organization but are not discussed often which is the reason that they stay hidden.
Hartmann (2014) states that values of the employees is the next level within the
organizational culture. The value of the individual has significant impact on the overall
culture of the organization. The thought process and value of the employees will also have
deep impact on the organizational culture. The visible signs that represents the organizational
culture is depicted by artifacts. This consists of the layouts, dress code and way of addressing
each other depicts the values and beliefs of the employees working within the organization.
Hogan and Coote (2014) states that mission and vision also falls within the artifacts.
1.3 Influence of power
Geppert and Dörrenbächer (2014) states that organizations are political structures
where the operations are continued through distribution of authority which sets up a stage for
power. Therefore, individuals that are highly motivated to use power are able to easily adapt
to the organizational culture as the culture is favourable and hospitable for them.
Organizations act as a power base for all the individuals within the organization. Saleem
(2015) states that organizations provide opportunity to the individuals to develop their
personal career and fulfil their motive. Career development at higher level of management is
dependent on the power that has been accumulated. This power is used to transform
individual interest into various activities that would influence other people. Munyon et al.
(2015) opined that political pyramid exist within organization where people are competing
for power in an economy which is scarce. Power flows from top to bottom which authority is
unidirectional in nature. The treatment of power on the other hand says that it is possible for
subordinates to exercise power which determines that power is multidirectional. Geppert and
Dörrenbächer (2014) states that influence is one of the critical factor which makes
multidirectional. This provides ability to all the subordinates to manipulate the superiors

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which in turn provides opportunity of extracting more from the subordinates. This shows that
power and political can easily influence the behaviour of individuals as they are in a constant
struggle to fulfil their own motivates.
2. Learning Outcome 2: Evaluate how to motivate individuals and teams to
achieve a goal
2.1 Motivational theories
Motivation theories were developed to understand the factors and ways employees are
motivated to improve their performance and increase job satisfaction. Motivational theories
are divided into process theories and content theories (Ozguner and Ozguner 2014). The
content theories are one of the earliest theories of motivation which impacted the
management policies and practices within different organizations. However, there are
significant drawbacks to content theories as they are not able to explain completely the causes
of motivation. On the contrary, process theories are used to explain the way motivation
occurs and the different processes that influences motivation.
The major content theories include Maslow’s hierarchy of needs, ERG theory,
Hertzberg theory and achievement motivation by McClelland. Ozguner and Ozguner (2014)
states that Maslow’s hierarchy of needs defines the basic needs and the top most needs that
could demotivate or motivate employees. Maslow hierarchy is divided into physiological
needs, safety needs, and sense of belonging, self-esteem and self-actualization. On the other
hand, Hertzberg’s theory of two factors states two levels of factors, one are the hygiene
factors and other are the motivating factors (Ganta 2014). The motivating factors include
recognition, work itself, achievement, advancement and responsibility. On the other hand, the
factors of dissatisfaction are salary, interpersonal relationships, supervision, company policy,
administration and working conditions. These two theories developed different factors that
were more adequate for previous generation and may not be applicable for the modern
workforce (Ozguner and Ozguner 2014).
The major process theories consists of reinforcement theory, expectancy theory,
equity theory and goal setting theory. Vroom’s expectancy theory have considered three
factors, Expectancy, instrumentality and valence which determines the motivation of
individuals to engage in any form of activities (Sahito and Vaisanen 2017). Goal setting
theory uses a different approach where setting goals that are specific and challenging the
goals of performances and commitment motivates the employees. This means that unlike
previous scenarios effective performance management is critical for improving the
performance level of the employees and motivating them.
These theories of motivation are implemented thorough different policies within
organizations to motivate the employees. However, the needs and wants of the employees
vary, therefore, all these theories are quite relevant in developing a positive culture within the
organization (Dong, Seo and Bartol 2014). Emotional intelligence can be defined as the
ability to measure and monitor emotions of others and self. Emotional intelligence is
essential for empathizing with the employees which would help in providing them with
effective motivation. Supervisors having effective emotional intelligence will be able to
motivate and direct the employees effectively in organization.
2.2 Task vs relationship leadership
Power and politics significantly affect the workplace learning of the employees. It
influence the overall organisational productivity. Similarly, organisational culture is directly
related to employee satisfaction with their job role and their workplace. It is one of the

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important factors and is a significant key to the overall success of the workplace as it
comprised of important aspects of any strong and effective organisation and they are norms,
beliefs, individual personalities and values. All these represents the way in which a company
completes its activities related to business. Furthermore, motivation plays a very notable role
in the employee behaviour. Motivation, encouragement, recognition and support are really
important for the employees in order to behave maturely and professionally in the workplace.
In some business segment of Tesco makes use of Authoritarian style of leadership. It is used
when the leaders inform their employees about their expectations from them and their
objective without listening any of the followers’ advice. In such cases, the employees think of
this style as one of the significant vehicle for yelling and demeaning languages. It leads to
threats and abuse of the powers (Hilton 2017). Ultimately, the employee behaviour is
influenced by it and so their workplace performance. Furthermore, the organisational culture
of Tesco is quite supportive. They always work with integrity and have a continuous
commitments towards improving the way they manage their environmental impacts.
However, as per Wodak, Kwon and Clarke (2012), Tesco has a tall organisational structure
and hence, this has resulted in its weaker culture. The individual behaviour in Tesco is
influenced by the attitudes, perception and personalities of the other employees of the
organisation. The extrovert ones are more involved in the open communication and very
easily develop good rapport with one another. On the other hand, the introverts take much
time to do so. However, Tesco believe that motivation do is an important aspect of
organisational success. The Mayo theory is practised throughout the company. It ensures that
communication is ongoing within the organisation. With the same, the line managers also
hold regular team meeting for updating the staff on what is happening. Also, there are
training and development practise done in Tesco which promotes motivation among the
employees and give them further opportunities. It also ensures that the talented ones are
rewarded and recognised.
3. Learning Outcome 3: Demonstrate an understanding of how to
cooperate effectively with others
3.1 Different types of organisational teams
As far as the ineffective teams are concerned, it can be stated that the first problem
that the teams are faced in terms of lac of inter-communication among the team members.
Therefore, the primary factor to make an effective team is to set better communication among
the team members. In this context, it is also obvious for an ineffective group to identify the
goals and objective. In fact, it the goals and objectives are not cleared enough to perform on
(Paige et al., 2014). On the other hand, in case of the effective groups it is highly important to
have a clear and modified goals so that it will club with the individual goal. The purpose of
the effective team framework is to make progress entirely with the help of incorporating the
individual objectives with the team performances. Besides this, participation and leadership
are the major factors of creating better team performance.
3.2 The impact of technology on organisational teams:
Knowledge development is the key source of globalization in the modern world.
Crane, Kawashima and Kawasaki (2016) states that development in the field of science,
technology, economics and management has been able to create organization with no
boundaries. Globalization has been highly impacted by the development of different areas of
studies. Liu and Almor (2016) states that globalization has developed a single market for
trade where it has been made easier for smaller companies to compete with multinational
organizations. This has led to the acceleration of economic growth in different countries as
the multinational companies were able to relocate to developing countries a cost effective

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way. Nonaka et al. (2014) states that globalization has diverse meanings for different
personnel , it can be considered as the strengthening of relationship and interaction among
people from all over the world, economic integration by using free trade, moving to cheaper
resources and increasing capital flow. These factors are effect of globalisation and all these
changes have significant influence on organizational culture. Companies make changes to
their internal structure or organizational values based on the changes in the external
environment. This is essential for the sustainability of the companies in the long run.
Kawashima and Kawasaki (2016) states that digital technology is the key to the change in the
culture within organizations. Communication is one of the key aspect of developing effective
organizational culture.
Digital technology has been critical in developing the communication system within
the organization. Sundararajan, (2014) opined that collaboration, innovation and
communication are the key basis of developing futurist business models. Companies need to
be more agile and flexible in adapting to the fast changing nature of the industries. Liu and
Almor (2016) states that cultural change can be influenced by use of technology where new
technologies are essential for cultural shift. Kane et al. (2015) contradicted that reinforcing
organizational culture with technology is difficult to implement in practical sense. However,
technology can be used to communicate the culture they want to portray on a regular basis.
Bughin, LaBerge and Mellbye (2017) states that use of software platform to improve the
communication within and between the organizations is one of the common ways of
reinforcing the culture within technology. These technological tools are being used as a
means to support the organizational culture. Slack and transparency dashboards are tools used
by companies to provide details on pricing, employee salaries, revenue, diversity and
fundraising within organizations. Kane et al. (2015) states that it is difficult to update an
overall human resource platform for any organizations and only the pain points within the
human resource structure is addressed. However, it is key to use the most appropriate tool to
bring about a change within the organizational culture of any business entity.
3.3 Team dynamics and teamwork:
Distribution of roles and responsibilities among all the members is an important step
for the leaders with clear insights of the abilities of the team members. On the contrary, bereft
of decision making power can be seen in case of an ineffective team (Hajro, Gibson and
Pudelko 2017). A top-down approach is followed in this context that obstructs the natural
inclusion of the team members into the decision making process. This type of trend is absent
in case of the effective team where both the top management and the subordinates are
participating in the process of decision making and eradicating any kind of obstacle that can
perturb the success of the team.
4. Learning Outcome 4: Apply concepts and philosophies of organisational
behaviour to a given business situation
4.1 Concepts and philosophy:
In this regard, there are three prominent theories entitle to enhance the effectiveness
of the teams. Therefore, Bruce Tuckman’s Team Development, Meredith Belbin’s Team
Roles, House and Mitchell Path-Goal theory are discussed.
Tuckman’s Team Development
As far as the Tuckman’s Team Development model is concerned it can be argued
that there are certain elements like maturity, ability and the relationship between the leaders
and the team members are important in order to establish an effective team development.

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Therefore, the model tries to divide the team management practice into four stages. The first
stage is known as the forming stage. In this stage the leader will propound a proposal and set
the purpose and objectives for the team in order to shape the practice of the organization
(Raes et al. 2015). The next stage is associated with the notion of storming where the team
members are getting a position to ventilate their responses in respect to the proposed
objectives and purposes (Seck and Helton 2014). However, the role of the leaders is to
maintain the relevance of the discussion so that it will not be deviated from the principle
discussion. The process is followed by the norming phase. This stage signifies the
collaboration and mutual agreement between the leader and the team members so that an
effective planning could be set in action (Maynard and Gilson 2014). The final stage is
identified as the performing phase where the entire team from the team leaders to the team
members will follow the prescribed plan and bring success to the organizational practice
(Largent 2016).
Belbin’s Team Roles
The purpose of Belbin’s Team Roles is to deliver a more effective mechanism based
on the roles of the team members. In this regard, the action oriented, people oriented and the
thought oriented models based on the purpose of creating an effective team performance. As
per this theory the characteristics of weakness can be identified within the team so that it is
important to evaluate the performance based model. The action oriented role is divided into
three part shaper who are dynamic and extrovert in nature. They are the main challenge for
the team to improve (Senaratne and Gunawardane 2015). On the other hand, there is
implementers who want to follow the proposed action plan and disciplined enough to do
work systematically and effectively (Mathieu et al. 2015). In addition to this, the role of the
completer-finisher is to supervise the work until its completion. They will push the team to
complete the task within the given time (Eubanks et al. 2016). On the other hand, the people
oriented role has been divided into three parts. In this respect, the role of the coordinator is
to recognize and evaluate the proposals of the team members. Team worker is entitled with
the responsibility to provide support and monitor the efficacy of the team work. Moreover,
the role of the resource investigator is to supply resources and required measures so that the
team will never face any challenge in implementation. On the contrary, the though oriented
role is segregated into three part (Meslec and Curşeu 2015). The first part is associated with
the plant identified as the creative innovator. In addition to this, the role of the monitor-
evaluator is to evaluate the work in progress. Furthermore, the role of the specialist is to
implement their knowledge in their respective field and make the task successful.
Mitchell Path-Goal theory
The path-goal theory puts emphasis on the leadership behavior in a team management
so that the leader will motivate and encourage the team members effectively in order to
ensure the quality performance of the team (Ronald 2014). Therefore, it can be stated that
motivation is one of the most important aspect of the leadership behavior and through the
theory it becomes important for the leader to clarify the goals and objectives of the team so
that the employees can get a plan to achieve the targets (Malik, Aziz and Hassan 2014). In
course of the discussion, the theory also discussed some leadership styles that in terms of the
directive leadership, supportive leadership, achievement-oriented leadership and the
participative leadership. As a matter of fact, the leaders are flexible enough to choose their
work of style and based on that he will manage the team effectively (Li, Mitchell and Boyle
2016). Besides this, monitoring the progress of the team is also identified as an important
aspect for the leader to evaluate the efficacy of the team and the influence on the team as well
(Meng 2016).

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4.2 Contemporary barriers to effective behaviour:
As far as the implementation of the theories are concerned, it can be state that the
performance model of Tuckman is divided into four specific parts in terms of forming,
storming, norming and performing model. In this regard, model highly influence the
organizational behavior through constructing an effective mechanism so that there will be an
effective communication for the team. On the other hand, Belbin’s Team Roles puts emphasis
on the role of the team members in order to perceive a clear idea about the importance of the
team work as a part of organizational behavior (Eubanks et al. 2016). This segregation on the
basis of the role of the team members is able point out different problems and helpful enough
to deal with those issues significantly. Therefore, the theory has a direct correlation with the
organizational behavior. In response to this, the most relevant theory will be the Mitchell
Path-Goal theory that signifies the role of the leader as an important character in the process
of making better organizational behavior. According to Meng (2016) leaders are identified as
the most important part of the team and is responsible to foster profitability in the
organization by changing the organizational behavior. Putting more emphasis on the
employee interests and motivating them to utilize their skills more extensively are the
primary objective of the leader. Therefore, the Mitchell Path-Goal theory has a close affinity
and resemblance with the process of changing organizational behavior.
However, there are some drawbacks that the theories can bring in the process of
formulating effective framework for the benefit of the organization. For an instance, one of
the major point can be highlighted in terms of taking long process in the decision making.
The Tuckman’s Team Development separates the team into four distinct part but the
smoothness in the decision making has not been discussed in the process of procuring
effective team work. As a matter of fact, the intense complexities within the Belbin’s Team
Roles theory identified one of the important disadvantages. As a result of that it becomes
critical for the leader to understand different role play of the team members. As a result of
that the mitigation measures will be slowed down extensively. On the other hand, Mitchell
Path-Goal theory puts more focus on the traits of leadership and different measures to deal
with the problem solution. Therefore, incorporation of the workers in the process of decision
making process is missing in this context.
However, Ronald (2014) articulated that not a single theory will be effective enough
to deal with this increasing problem in the workforce. It requires further speculation into this
matter. However, a hybrid method of those theories can resolve the problem very easily. For
an instance, at first the Belbin’s Team Roles theory can be implemented in the spectrum of
identifying the abilities of different people related to the team management. After that it will
be effective to implement a positive leadership quality through the theory of Mitchell Path-
Goal analysis. Based on those two model it will be relevant to set an effective decision
making framework on the basis of the Tuckman’s Team Development model.

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