P1 Evaluation of organisation's culture policies and power

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ORGANISATIONALBEHAVIOUR
Table of ContentsINTRODUCTION...........................................................................................................................1TASK 1............................................................................................................................................1P1 Evaluation the organisation's culture policies and power can influence individual and teambehaviour................................................................................................................................1TASK 2............................................................................................................................................3P2 Theories of motivation and motivational techniques enable effective achievements.......3TASK 3............................................................................................................................................7P3 Demonstrate an understanding of what makes an effective team, as opposed to anineffective team......................................................................................................................7TASK 4............................................................................................................................................9P4 Concepts and philosophies of OB within an organisational context in business situation9CONCLUSION..............................................................................................................................12REFERENCES..............................................................................................................................13
INTRODUCTIONFor feasible growth of an organisation its culture, beliefs and behaviour plays a majorrole. Organisational behaviour refers to practises or activities within the organisation to obtainknowledge about how people interacts with each others. Usually this theory is used in relation tobuild highly efficient business organisation(Bortoluzzi, Caporale and Palese, 2014). It is asystematic approach that can be used for controlling the working of individuals in organisation.Organizational behaviour theories are applied for the purpose of effective utilisation of humanresources. By using various theories related to organisational behaviour , an organisationanalyses the influences arising with respectof culture, politics and power on the behaviour ofothers within the organisation.Apart from that, understanding effective team as per ineffective ofan organisation. Lastly here determine concepts and philosophies in context with an organisationas per situation.PART1P1 Evaluation of organisation's culture policies and power can influence individual and teambehaviourOrganisational cultureOrganisational culture can be interpreted as an arrangement of basic ideas originated,located or matured by a team as it learns to successfully deal with its issues of external adoptedchanges and internal unifications that has engaged well enough to be believed valuable and,therefore, to be taught to new members as the correct way to recognize, think and feel in relationto such problems.C. Handy's TypologyTheory proposed by Charles Handyconveniently have a powerful effect on currentmanagement practices. It is considerable for staff and employees of Tesco for accomplishment oforganisation's goals and targets. Tesco's culture using Handy topology is described as follows:Power Culture:An organisation having power culture shows that power is held by selected individualswho influence the workings of organisation as a whole(Dhar, 2015). An organisation adoptingthis culture includes limited rules and regulations. Under this culture employee are often judged1
by what they unzip rather than how they do things or how they act. In Tesco top managementand supervisors have centralised controls.Role Culture:Under Role culture,Roles are officially defined with the assistance of job responsibilitiesand organization's policies. Once individual in organisation have their own job responsibilities orrole , they must work according to the job responsibilities. In Tesco roles and responsibilities ofeach individual is fixed according to their capacities.Activity Culture:In this culture works and responsibilities are assigned to individuals according to theirsegment activities. In Tesco for few activities or special works there is a individual appointed inorder to allocate responsibilities.Person Culture:In this culture few persons are treated as star in organisation and play a role of idealperformers. In this context Tesco see this culture as negative culture which demotivateemployees sometimes.So In Tesco, role culture plays a significant role that support to assign work according tothe capabilities and knowledge an individual have. This is beneficial because with more skilledand trained labour company can perform and expand business at global level.French and Raven's capacity typesThis theory is initiated byAuthors Bertram Raven and John French that divided controlinto five types of dominant conditions. French-Raven’s five forms of power are introduced withthe deep observance, and the extent to which the power is dependent on organisational condition(Giovannone, 2016). Dependency refers to the layer of internalization that occurs amongindividual’s subject to social control. On the under structure of these considerations, it is possibleto link personal processes to organisational condition.Authentic power:It is an observance power which determined by the position sustained by themembers of Tesco. Majorly, control is hold by the situation in the organization.Coercive power:The power is administrated by the idea of coercion. This power isdepended on the use of dominant position that implies, Tesco individuals are enforced to doneactivities or work by using dominant position.2
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