International Journal of Project Management Docx.

Running head: ORGANISATIONAL BEHAVIOUR
Organisational Behaviour
Name of the Student
Name of the University
Author Note

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Table of Contents
Activity 2A.................................................................................................................................2
Activity 2....................................................................................................................................5
References..................................................................................................................................9

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Activity 2A
Introduction
Diversity is a new spectacle in the personnel that makes globalization easier. Our
team has focused on planning and setting a seminar in terms of diversity in hospitality
(Madera, Dawson, and Neal 2017). Bruce Tuckman's model and Nine Belbin team roles are
used to supporting the development of effective cooperation related to the seminar. It helps
our team to understand and manage a diverse area, activities, and capabilities of the
respective team members to coordinate effectively with each other and hence to perform well.
Assignment at the Event
Our team organised a meeting to plan the diversity seminar. We were assigned
different tasks for each of us to ensure the best outcome for the seminar. My task was about
designing the headline poster, the event photographs, Monica was chosen to make a short
introduction, and Carolee delivered a speech regarding the Diversity in the Hospitality
Industry. The rest of the team was assigned different tasks as an usher, catering, security, and
receptionist. The main goal was everyone to feel welcome, cared off, and part of the event.
We tried to assign each role according to our abilities.
Challenges
Eight women and one man made up our team. Also, we came from diverse
backgrounds, like the Caribbean, African and European. For most of us, English was the
second learning language. We must choose tasks considering which of us has the best
speaking abilities in which one has organizational skills and which ones would have people
skills like being good for welcoming guests and making people feel welcome. We had some

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challenges because some of us originally want different tasks. We had to negotiate to explain
the roles and tried to make everyone a team player towards achieving our main goal.
Formulation of an Effective Team
The acceptance of diversity is the most important factor for our team, as it means
empowering others. As a capable team, our team understands the underlying goals. Everyone
is conscious of his or her own operations (Gotsis and Grimani 2016). Each member remains a
good listener that helped us to exchange each other view, and there is a consensus decision-
making that helped our team in avoiding conflicts.
In contrast, an ineffective team unable or gets difficulty with understanding their
group’s objectives and their assigned tasks. The self-evaluation in ineffective teams generally
tends to avoid any discussion of their maintenance. The actions or the decisions usually are
taken prematurely prior to examination or resolving the real issues. Further, the members are
not considered as good listeners as they do not listen to each other’s ideas, or it generally
ignored and over-ridden.
Tuckman theories applied in our team
The model that is introduced by Bruce Tuckman is consists of four different stages. In
our group, we used forming, storming, norming, and performing by meeting, deciding
strategies, choosing the right people, and performing at the real event. At the ‘forming’ stage,
we have conducted a team meeting where each one understands the goal. Our team members
are clear about their objectives at an individual level as well as for the team as a whole. In the
second stage, that is ‘storming,’ each of the members understands their working styles
(Largent 2016). All members have been supportive and tried to eliminate any conflicts in
terms of the assignment of their roles in the seminar.

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Slowly and smoothly, our team reached to the ‘norming’ stage, where all the eight
members of our team have started resolving their differences and appreciated the other’s
strengths and capabilities. The team members started knowing each other in a better manner
in this stage. The last stage of ‘performing’ tends to be supported by our members by
working together and performing well by removing any hard friction to the success of the
seminar. The eight members of our team have formed a close working relationship that will
help us in performing well.
Belbin's Team Roles
The team members have followed Belbin’s team roles tool to assess the strengths and
weaknesses of individuals that provide us with an understanding of the ways in improving
performance (Meslec and Curşeu 2015). The team roles are initiated to be balanced and may
change with experience and conscious attention.
Each of the members of our team is highly motivated and with full potential energy to
conduct this seminar with a diversified group. All of us together have contributed to the
preparation to organize that seminar. We had created a poster and had gluten and dairy cakes,
water pens, visitor cards, and a program of the event. Carolee had agreed to contribute to this
seminar as Belbin's role of the Shaper as Action-Oriented, who was the guest speaker and
spoke about her real-life experience of the time when she comes to the UK. She was working
as a chef at that time as the only black woman at work and did not have any other female
working in that kitchen. She excellently delivered the message of how diversity at work
change in a better way. The team member as the Belbin's role of Team Worker as People-
Oriented has contributed in every manner. One of our team members was unable to attend the
seminar so her work was agreed to do by another member of our team. Another member was
not in the meeting but she was continuous in touch with WhatsApp to share anything. Finally,

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our team was able to perform together with their specific quality and strength to conduct a
successful seminar.
Conclusion
Managing a diverse team for the theme of diversity in a hospitality seminar is more
than just accepting and identifying our differences. Our team includes understanding the
value of those variances, opposing discrimination, and encouraging completeness. It will
provide us with effective coordination and helps in increasing our work efficiency.

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Activity 2
To: The executive board of directors of Marriot Hotel
From: The Consultant
Date: 13/03/2020
Subject: Suggestions for applying Organisational Behaviour ideas and concepts. Enabling
the organisation's efficiency and profitability.
Executive Summary
The recent audit performance of Marriott Hotels reveals that its production of some of the
branches situated in the UK is negatively affected due to low team morale, demotivation of
employees, ineffective leadership, and poor management techniques. The directors of
Marriott believe that it can be efficiently managed through proper leadership. The directors,
as concerned with their team’s performance and productivity, hire a consultant. The report
tends to highlight organisational behaviour theories to the leaders and managers that help in
improving the productivity and performance of the organisation. It will explore and evaluate
the influence of these philosophies and theories in behaviour in both a positive and negative
way. At last suitable recommendation is given to the Board in terms with organisational
behaviour theories to be applied so that to influence positively in their workplace.
Discussion
The theories and philosophies of organisational behaviour can provide an insight into
the organisation about the behaviour and performance of the employees in their workplace.
Its study helps to develop an understanding of the facets that can motivate the employees,
improving employee’s performance as well as helps the organisation to create a strong and
trusting relationship with them (Meyers and Van Woerkom 2014.). Marriott Hotels can

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choose the ‘Path-Goal theory’ and ‘Social Capital theory’ of organisational behaviour to be
implemented within their organisation to improve their current situations. The Path goal
model theory is based on a leadership theory where the main component is motivation. The
theory suggests that leaders have to get involved in different types of leadership as per the
situation’s demand and nature (Phillips and Phillips 2016). The role of the leader is to keep
motivated their employees to assist them in achieving their goals as well as giving
appropriate guidance and support to them. Another theory is Social capital theory, which is
focused on the social relationships that help an organisation to develop and accumulate
human capital. The theory says to create effective leadership by establishing an interpersonal
relationship with shared norms, values, understandings, trust, and coordination with the
employees (Chumng et al. 2015). This will help the organisation to create a sense of
belongingness amongst the employees that help in improving their performance and trust to
work effectively and efficiently for the respective organisation.
The implication of path-goal theory can be beneficial for the organisation as it is
easier, flexible, and can be used in a knowledgeable group. The leader that tends to avoid any
chaos gives the orders. As the whole situation is dependent on the leader to be managed, any
fault can directly blame the leader. If the leader fails to manage their employees or to have
flaws, then it can directly influence the employees performance and hence the organisation’s
productivity (Tyssen, Wald and Spieth 2014). By proper application of social capital theory,
the managers can initiate to build a healthy relationship amongst the employees. This can be
beneficial when they succeed in understanding their employees and sensing trust amongst
them towards their work and the organization. An inefficient leader can negatively affect
these theories as they may fail in the proper management and support to the employees (Klar
et al. 2018). The employees need to be highly motivated and a friendly and healthy
organisation that can be created by the managers or the leaders of the organisation.

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The team development theories, such as Tuckman’s model and Nine Belbin team
roles in terms of organizational behaviour, can help to influence the behaviour of the
employees in the workplace. The Tuckman theory can be applied in the organisation in
respect of its four different stages that are forming, storming, norming, and performing which
helps the manager for a successful team building in their organisation (Kiweewa et al. 2018).
The managers can ensure the effectiveness of each of the employees through going through
each stage and ensuring better performance. The Belbin illustrates team roles as a tendency to
behave, contribute and interrelate with one another in a specific manner. The team leaders or
the managers can adequately find the strength of the employees and their weaknesses in the
assigned roles (Lynch, Lynch and Clemens 2018). They can quickly evaluate and modify
their roles for their better performance towards the organization. These theories can help the
organisation to assess the behaviour of the employees and take some effective decisions to
deal with their deficiency in their performances.
Conclusion
The organisational behaviour theories and philosophies can help an organisation to
direct with them with an appropriate strategy in terms of their management and performance.
The organisation can use some of its theories, such as Tuckman's model, path-goal and social
capital, to improve its performance. The essential element is employee’s motivation that must
be ensured within the organisation by the leaders to motivate their employees towards their
work and the organisation. The managers can be well directed through these theories and
philosophies to maintain a healthy workplace environment and cordial relationship with their
employees to improve their performance. Effective team leaders can build a great working
environment and trust amongst the employees to give their best in their work and results in a
better performance of the organisation.

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Recommendations
 Marriott Hotels can lookout some organisational behaviour theories that can help
them to improve their performance.
 There must be effective leadership that can deal with their employees in a better way.
 The organisation should ensure that their employees are motivated towards their work
as well as have trust in their organisation.
 The employees working within the organisation should be treated socially, and they
must work within a healthy environment.
 The team leaders must ensure that there team morale remains high and motivated to
perform well.
 The leaders must create an environment of cooperation amongst the team members so
that to work to achieve a common goal.

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References
Chumg, H.F., Cooke, L., Fry, J. and Hung, I.H., 2015. Factors affecting knowledge sharing in
the virtual organisation: Employees’ sense of well-being as a mediating effect. Computers in
Human Behavior, 44, pp.70-80.
Gotsis, G. and Grimani, K., 2016. Diversity as an aspect of effective leadership: Integrating
and moving forward. Leadership & Organization Development Journal.
Kiweewa, J.M., Gilbride, D., Luke, M. and Clingerman, T., 2018. Tracking growth factors in
experiential training groups through Tuckman’s conceptual model. The Journal for
Specialists in Group Work, 43(3), pp.274-296.
Klar, H.W., Huggins, K.S., Buskey, F.C., Desmangles, J.K. and Phelps-Ward, R.J., 2018.
Developing social capital for collaboration in a research-practice partnership. Journal of
Professional Capital and Community.
Largent, D.L., 2016. Measuring and understanding team development by capturing self-
assessed enthusiasm and skill levels. ACM Transactions on Computing Education
(TOCE), 16(2), pp.1-27.
Lynch, D.S., Lynch, M.J. and Clemens, C.M., 2018. Belbin Team Roles. The Handbook of
Communication Training: A Best Practices Framework for Assessing and Developing
Competence.
Madera, J.M., Dawson, M. and Neal, J.A., 2017. Managers’ psychological diversity climate
and fairness: The utility and importance of diversity management in the hospitality
industry. Journal of Human Resources in Hospitality & Tourism, 16(3), pp.288-307.
Meslec, N. and Curşeu, P.L., 2015. Are balanced groups better? Belbin roles in collaborative
learning groups. Learning and Individual Differences, 39, pp.81-88.

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Meyers, M.C. and Van Woerkom, M., 2014. The influence of underlying philosophies on
talent management: Theory, implications for practice, and research agenda. Journal of World
Business, 49(2), pp.192-203.
Phillips, A.S. and Phillips, C.R., 2016. Behavioral styles of path-goal theory: An exercise for
developing leadership skills. Management Teaching Review, 1(3), pp.148-154.
Tyssen, A.K., Wald, A. and Spieth, P., 2014. The challenge of transactional and
transformational leadership in projects. International Journal of Project Management, 32(3),
pp.365-375.