Influence of Organisational Culture, Power and Politics on Team Behaviour of Unilever

This report discusses the influence of organisational culture, power and politics on team behaviour of Unilever. It evaluates the impact of culture, power and politics on individuals and team behaviours, and explores motivational techniques for effective achievement of objectives in the context of Unilever.

Organisational
behaviour

Table of Contents
INTRODUCTION...........................................................................................................................4
TASK 1............................................................................................................................................4
P1 Influence of organisational culture, power and politics on team behaviour of Unilever.......4
M1 Critical evaluation of impacts Culture, Power and Politics have on Unilever Individuals
and team behaviours....................................................................................................................7
TASK 2............................................................................................................................................7
P2 Evaluation of motivational techniques for effective achievement of objective in context of
Unilever.......................................................................................................................................7
M2 Critical analysis of influence motivational theories have on individuals or team
behavioural of Unilever...............................................................................................................9
D1 Analysis of relationships between culture, power, politics and motivation and its role in
success of teams in Unilever.....................................................................................................10
TASK 3 .........................................................................................................................................10
P3 Formation of effective team and understanding Tuckman teamwork development theory 10
M3 Analysis of group development theories for creation of cooperation in effective teams...12
TASK 4..........................................................................................................................................12
P4 Apply concepts and philosophies of organisational behaviour in the context of an
organisation in the given business situation..............................................................................12
M4 Influence of range of philosophies of organisational behaviour on Unilever....................14
D2 Critical evaluation of team development theories fore influencing behaviour of employees
and improving team performances............................................................................................14
CONCLUSION..............................................................................................................................14
REFERENCES .............................................................................................................................15

INTRODUCTION
Organisational behaviour is the concept of studying human behaviour and also helps in
analysing the activities of management which is related with the prediction and understanding of
employees. It is the type of research whose basic objective is to identify the needs and
requirements of its workforce. As this study focus on the interaction of employees and reflects
the behaviour, values and assumptions by which their employees helps in contributing in the
environment of organisation. It is a type of social system which helps in combining the humans
and technology in order to apply their skills and knowledge in which people can take actions in
the company. In this sense, people join organisation in order to attain goals and objectives as per
the need of of their structure(Kitchin, 2017). For this, researchers use scientific research in order
to understand and develop employees in order to analyse that what people do in the specific
conditions of an organisation. This report is based on the Unilever which is a British-Dutch
transactional consumer goods and headquarter in London, UK and Rotterdam, Netherlands.
Unilever owns around 400 brands and was founded in 1929. this report is going to focus on the
culture, power and politics which impacts the teams and behaviour of organisation. Furthermore,
it evaluates the different theories of motivation and techniques which is useful in the
accomplishment of different goals and objectives and also demonstrate the effectiveness of
teams. In addition to this, various theories and models are applied in the context of organisation.
TASK 1
P1 Influence of organisational culture, power and politics on team behaviour of Unilever
Organisational culture is a manner in which an company works, it is basically a
composition of values, beliefs, ideas and perceptions by which an entity operates. It is a system
of shared belief and attitude that develops in an organisation and serves as a guide for the
employees along with other related parties. Organisational culture can also be defined as a
pattern having strong influence on the individuals, their behaviour and the manner they work.
Every organisation follow some culture or they develop a smooth culture by time by setting
some boundaries which works as guidelines for all the members of entity(Balwant, 2018). For
describing organisational culture Handy's model is used in order to determine the culture of
Unilever.

Charles Handy defined four broad categories of culture which defines the way businesses
and its members behave. This model containing four unique culture was developed and
published by Charles Handy in 1999. These cultures are as follows:
1. Power Culture- In this type of culture, powers are held by just few individuals of
company. All the authority of decision making is with one person or very few people
passes orders and delegate duties to all employees in an organisation. This form of
culture is suggested to those company who follow vertical structure and where top level
management enjoys all powers(Burrell and Morgan, 2019).
2. Task Culture- This culture is formed when various teams are formed in organisations for
addressing specific problems and attaining particular objectives. In this form of culture
company's goals are divided into smaller parts and teams are assigned tasks for attaining
those small aims in order to fulfil ultimate objectives.
3. Role Culture- It is based on rules and regulations, in this form of culture organisations
are highly controlled and operate by various guidelines. Power in role culture is in hands
with individuals according to their roles and responsibilities assigned to them. They have
clarity about their duties and the manner in which they have to perform their activities.
4. Person Culture- In this form of culture, individuals or staff working in organisation
keeps themselves and their aims above the organisation. Employees treats themselves as
superiors and unique from entity and sometimes it harms the company and its motives.
For Unilever, Role and Task culture is suitable, where staff having proper clarity of their roles
and responsibilities. Employees can work perform their tasks more efficiently if they know
exactly what is expected out of them(Elsmore, 2017). Also, when they are working in team for
attaining small objectives they do not feel pressurise, all the work will happen automatically with
full expertise. Staff will be motivated and encouraged for contributing their part in ultimate
organisational goals.
Organisational Power refers to the ability of a business to influence the behaviour of
employees and control them in an effective manner. Power is ability or capabilities one have for
making things done by someone else on there behalf and that too in an effective manner. Mainly
in an organisations managers holds powers over their subordinates, they assign tasks to
employees and guide them to perform those duties. Few powers are discussed below which can
add value to Unilever and motivate employees in an positive manner.

1. Reward Power- This power is in hands of the leaders and managers of company, which
gives authority to managers to appreciated and reward the performance of the
subordinates. Reward power is practices by leaders for rewarding there team members in
order to motivate them and encourage staff for working with the same or higher
competence.
2. Legitimate Power- This is the primary source of power which is assigned to individuals
on the basis of their job role and the position they hold in company(Pereira, Malik and
Froese, 2017). Legitimate power is handed over to managers and other staff member
according to their ranks, so that they can make their subordinates work for them and
provide results what is expected out of them.
Unilever's managers can make use of both Reward and Legitimate power, for motivating
employees. Reward power will enable manager to encourage their team mates in positive manner
and making them work with full efficiency to get rewarded. On the other hand, legitimate power
will boost employees to reach to reach to the post where they get to guide others.
Organisational Politics are the informal, unofficial and sometimes refers as behind the
scene efforts top management put in for smooth running of organisation and influencing the
behaviour of employees. Power and politics works hand in hand, the higher power or position
individual holds chances of them getting involved in organisational politics. Motive behind
effective politics is not winning at any costs, but maintaining relations and influencing behaviour
of employees in positive manner for benefits of company and the personnel both(Ruck, Welch
and Menara, 2017).
Politics is part of organisation and it working environment having two aspects positive
and negative. Politics is good for entity, it takes place in all types of organisation and at all
levels. Every person involves in some kind of politics in their organisation but if people starts
misusing it then it will affect the company in negative manner. Employees will get demotivate if
due to politics they do not get what they deserve. It will harm the way staff thinks about the
company, affecting their performance and influencing behaviour in negative manner. Therefore,
it job of managers to keep balance in the company's atmosphere and in distribution of authority.
Also, leaders have to be self evaluative too, keeping their personal interest and motive aside
while they are in such position.

M1 Critical evaluation of impacts Culture, Power and Politics have on Unilever Individuals and
team behaviours
Every organisation have huge influence of their culture, power and politics on the
behaviour of their personnels. These factors impacts employees performance directly in both
positive and negative manner(Anagnostopoulos and Papadimitriou, 2017). Unilever is dealing in
different sectors offering various goods to customers. Therefore, it has several functional units
performing unique tasks and responsibilities. Employees productivity is overall motive of
company, in order to do so role and task culture is adopted by it for effective performance.
Managers are assigning jobs to employees according to their expertise and skills also reward
power is utilized. This will motivate the staff and encourage them to work with utmost potential
and accomplishing the given aims. When power is in hands of manager to assign tasks and
appreciate personnels according to their performance leaders takes suggestions from other.
Proper implementation and practice of all correct culture, power and politics will result in better
performance of staff.
TASK 2
P2 Evaluation of motivational techniques for effective achievement of objective in context of
Unilever
Motivation is a procedure of encouraging people for working with their full potential in
order to attain their goals and objectives along with organisation. Several motivational
techniques are present in marketplace by which managers can motivate their staff for bring best
possible results towards the organisation(Pangil and Nasurdin, 2019). These theories are
categorised in two broad techniques known as Process and Content theories.
Content theory is the earliest tool which was established by researchers, which focused
on the needs on individuals and different motivational factors which enables them to fulfil there
needs. Content theory has four techniques of motivation and out of those Maslow's Hierarchy of
needs theory is chosen and explained below in context of Unilever
Maslow’s Hierarchy of needs theory is the most widely and commonly used method
by leaders to motivate their staff. It consist of five stages of wants which comes after one needs
is fulfilled and satisfies the individual.

1. Physiological need- These are the most basic needs of personnels which involves daily
bread butter and a shelter on the heads of individuals and their families. These are the
needs of every person as these are required for them to survive. Managers of Unilever ,
should plan salary packages according to the job role of individual and also, by looking at
the factor of their survival needs(Greasley and Owen, 2018).
2. Safety needs- Next comes the safety needs in which personnels required a safe
environment to work in and security of their jobs. Employees will work more effectively
if they feel safe in the atmosphere they are performing amongst the people they are
working. For creation of safe working environment leaders should make some rules
which needs to be followed by everyone.
3. Social need- After secured working environment staff needs to be socially accepted by
others. These needs are associated with their feelings and emotions they require people
around them to be more friendly with them. For social acceptance, managers can make
use of fun activities by which staff will get more comfortable with another. Informal
relationship will be developed amongst them in which they can share everything.
4. Self-esteem needs- This need is arises when the person is comfortable in their
environment and now they wants to be recognized and gain importance by the people on
the basis of their performance and expertise(Dixit, 2017). This is a need where employee
wants to develop and grow more skills in them. Training and development programs can
be introduced by leaders for increasing their expertise and building new skills.
5. Self-actualization needs- The last stage is of self-actualization where personnels feels
that they have gain enough expertise and now they want to reach to new heights. They
are ready to accept new challenges and they want to perform more innovative and
creative tasks. Here, support of managers will enables personnels to fulfil this need, their
trust on individuals.
Process theory concentrates on the behaviour of people or group of individuals and
actions they undertakes for fulfilling their wants or desires. A technique known as Expectancy
theory which was given by Victor H. Vroom is considered out of other process theories and it is
explained below in context of Unilever.

Expectancy theory is a concept which has three elements, by which behaviour of
individuals is analysed and monitored. These three factors are Expectancy, Instrumentality and
Valance.
1. Expectancy- This level is based on a belief that efforts of personnels are dependent on
desired level of performance. High performance will be achieved when employee is
confident enough and hold appropriate expertise(Matthews, MacCarthy and Braziotis,
2017). This level of confidence varies with employees and skills they holds. Unilever's
managers role here is to identify these expected performance standards of their staff and
should provide them opportunities to reach there.
2. Instrumentality- This concept is based on the outcomes or results personnels will get if
they reach to their expectations. Rewards are being highlighted here, managers of
Unilever can promise their staff to attain standards of required performance in exchange
of rewards. Different rewards and appreciation methods can be used by leaders like
incentives can be offered top motivate staff. Else, higher position in company can be
offered, which bis known as promotion to higher level.
3. Valance- It is the value employees place on the rewards for the results they obtain on
behalf of company. For every employee motivating factor and value addition elements
are different and they work accordingly in order to achieve them(Tan and et. al., 2017).
This is the emotional expectation of employees which is in relation with the outcomes
they are providing to the company. Unilever's managers have to determine the
expectations of person in order to reward them and and encourage to attain better
position.
M2 Critical analysis of influence motivational theories have on individuals or team behavioural
of Unilever
For organisation to grow its important that employees are working with their full
potential and that is possible when they are motivated enough. Therefore, motivation has huge
impacts on the performance of staff of every organisation. Different motivational theories which
is used by Unilever managers to encourage personnel and understand their behaviours in order to
increase their productivity and attain improved level of performances. From both the theories
content theory is more suitable for Unilever's employees. As it is linked with the needs of
individuals and actions managers take to motivate them in order to fulfil their wants.

D1 Analysis of relationships between culture, power, politics and motivation and its role in
success of teams in Unilever
From above evaluation of culture, power and politics of Unilever have huge impacts on
the company's value. These impacts can be positive and negative both and to mitigate the
harmful elements managers of organisation is taking some initiatives. They are taking actions to
identify and determine the needs of their staff and motivating in unique ways to attain what they
want. This is because they employees can be fully engaged in the operations of the organisation
and performing given tasks in an efficient and effective manner(Hosain, 2019). Therefore, it
shows that culture which organisation follow, power leaders practice and politics taking place in
company are related with motivation level of employees. If all these factors are going in negative
form it can affect staff and demotivate them which will ultimately harm the company and hinder
their performance. Leading them away from achieving their ultimate goals and objectives.
TASK 3
P3 Formation of effective team and understanding Tuckman teamwork development theory
Effective team is a cluster of individuals working together effectively for attaining
common goal in given time and adding value to company's operations. A team is called effective
only if they work in appropriate manner to attain organisational objectives. A team is different
from group as people in group works for their personal goals rather than for organisation.
Ineffective teams are just opposite of what a effective team, members do not work
together as one team. They concentrate more on themselves rather than team goals and other
units of team. The objectives and tasks which are assigned to teams are not completed on time
and aims are not fulfilled.
Characteristics of effective team:
1. Clear aims- All members of them have clear picture in their minds about the goals and
objectives of the team.
2. Effective communication- Every member of team communicate with one another in an
very effective manner without any hesitation(Saoula, Johari and Fareed, 2018).
Difference between effective and ineffective teams
Basis Effective team Ineffective team
Conflicts In an effective team there are very On the other hand, ineffective

less conflicts amongst its members
and those are also resolved by them
with proper discussions and
communication.
team personnels have huge
conflicts between each other. Also,
they do not solve them as no
communication takes place in
between team members.
Decision making All important and even basic
decisions are made after consent of
all the members in an effective
team(Mendes and Jesus, 2018).
The decisions are taken by the
managers on behalf of the whole
team, without even considering to
any employees or team mates.
Goals Motives of teams, behind their
formation is very clear to every
member and they have clarity of their
roles in that team.
On the contrary, clarity of aims
and objectives is not there.
Personnels are unknown about
their tasks and goals of their team.
Tuckmans's team development theory
Several theories and techniques are developed by researchers for effective team
formation and in case of Unilever Tuckman's team development theory is opted for building
effective teams. This theory was developed by Bruce Tuckman in 1965, which initially had four
stages and afterwards due to dynamic environment one more stage was added by the developer.
All the stages are explained below in context of Unilever:
1. Forming- This is the first stage where teams are being formed, people from different
departments and sections are brought together for attaining common goal. No clarity of
aims and even task is there, members are new to each other and lack trust.
Communication is zero amongst the team mates and they are not comfortable. Unilever's
managers role here is very critical they need to keep the balance and answer all the
questions of staff.
2. Storming- Next is storming stage which much more worst than the first phase. More
conflicts are developed, people are still unclear about their tasks and lacks trust. Teams
which are not strong break on this stage and dissolve(Majumdar, 2018). Managers of

Unilever's role here is to perform actions which will bring staff more closer to each other,
solving their issues and helping them building relationships.
3. Norming- Then comes the Norming stage which is better than the other two stages as
now healthy relationships are developed by members. Now as balance is maintained team
leaders of Unilever just have to assign task to individuals according to their expertise and
skills.
4. Performing- This is the most important stage as now staff will perform their actions in
order to complete given task and attain common goal of team. Managers at this stage
perform a role of supporter and supervisor, they monitor the actions being performed by
personnels and guide them if needed(Salt, 2018).
5. Adjourning- This is the last stage by which those teams go through who are made with
temporary objectives. At this stage managers just have to reward the employees
according to their performances.
M3 Analysis of group development theories for creation of cooperation in effective teams
Unilever's leaders of different teams made use of Tuckman's team development theory
for bring cooperation in team and amongst team members. This theory is utilized by managers
with aim of enhancing overall performance of teams and company for attaining better profits.
Another benefit of this practice is managers develop good understanding of each individual and
manpower working in organisation and determine their contribution towards the company in
achieving their ultimate goals.
TASK 4
P4 Apply concepts and philosophies of organisational behaviour in the context of an organisation
in the given business situation
To analyse the behaviour of employees of Unilever, Path goal theory is used which helps
in order to define the particular goals and objectives to encourage the employees. This theory is
used in order to provide guidance and career path of employees in order to develop them and
become them more productive in an organisation(Katou, 2017). As per this theory, leaders have
four paths in order to manage their workforce by determining the situation. In order to identify
the accomplishments of an organisation four paths are mentioned as under:

1. Directive- As per this element, leaders provide guidance and direction to their followers
such as what is expected to them as also describes that what to do, how to do and
schedule the task of employees. It is helpful when employees are not sure about their
work and also the risk factor is present in it. To manage the teams effectively and
efficiently, leaders of Unilever provide guidance and direct and their employees and also
clarifies them what should they do and how they need to perform it.
2. Supportive- As per this step, leaders develop objectives and goals which are easily
attainable for them and also show that the leaders and management care for their
workforce and also approach them in a very friendly manner. In this element, leaders are
more supportive and friendly for their employees as it helps in order to motivate them
and achieving the desired objectives(Yuryna Connolly and et. al., 2017). It is suitable in
those situations in which work assigned to their employees are quite complex and tough.
Leaders of Unilever will guide and support their workforce when they face difficulties
and also encourages them.
3. Participative- Leaders of the company involve their employees in order to improve the
performance of their manpower. As per this element, leaders include their employees in
decision making process because it helps in achieving the desired result. By considering
this, leaders behave in friendly manner and also consider their opinions as by this
employees feel that they are important and worthy. It is useful in those conditions in
which employees are highly trained and educated. By this companies get new and
innovative ideas because of the different opinions and suggestions.
4. Achievement- According to this phase of theory, leaders set tough goals for their
employees by considering the abilities and skills. This step put negative impact on the
performance of employees as they think that they do lot of work without any support or
guidance as but leader show more trust and faith on their employees. It is best suitable in
those conditions in which employees are highly skilled and educated. As it is useful in
different departments of Unilever such as marketing, human resource, manufacturing and
many more.
Social capital theory- This theory is a procedure which is used in order to develop
relationship with employees and also share different kinds of norms, faith, trust and values and
many more because it is useful in order to develop belief among the employees of the Unilever.

It also describes the engagement or involvement of employees in the particular group or team as
it helps in developing the interaction of employees.
Resistance theory- It is useful to discuss the policies and norms which is useful in any
kind of situation mostly when the company face resistance of employee when they are executing
any sort of change in the organisation. It describes the disobedience on the basis of politics and
relationship among employees.
Contingency theory- It is also considered as the situational theory as it depicts that there
is not any best way in order to arrange the workforce in order to take decisions. By considering
this theory, leader take decisions on the grounds of determining the situations of the business
environment.
M4 Influence of range of philosophies of organisational behaviour on Unilever
OB is very broad field which includes n number of theories, philosophies and concepts in
order to properly guide the members of company for obtaining higher profits and optimum
utilisation of resources. In regards to Unilever, path goal theory is applied and to modify and
enhance the performance of employees by using unique and modified leadership styles according
to personnels. This will bring cooperation in company and motivate staff in favour of company
an order to attain all predetermined objectives set by Unilever's top management in an effective
manner.
D2 Critical evaluation of team development theories fore influencing behaviour of employees
and improving team performances
Unilever's leaders used different theories for enhancing the performances of their
employees. They use different motivating channels to encourage staff for working with their full
potential. Tuckman's team development theory is used by managers to develop effective teams
and cooperation amongst team members for betterment and achieving effective performance and
increasing sales(Brem, 2017). Moreover, path goal theory is used by leaders in which different
leadership styles are adopted for individuals to making them work effectively and effecinetly.
CONCLUSION
From the above discussion, it is summarised that the culture, politics and power is
essential as it reflects the vision and assumptions. For this, power is useful in as it helps in order
to assign work and also helps in order to delegate authorities and responsibilities to their

workforce. Moreover, motivational theories are discussed as it helps in encouraging and
motivating the employees which is essential for the organisation and also leaders can do anything
in order to retain their employees. It is also summarised that effective teams are important as it
helps in order to foster the performance of employees and all of it is done with the presence of
effective leader which helps in encouraging them in order to attain their objectives.
REFERENCES
Books and Journals
Anagnostopoulos, C. and Papadimitriou, D., 2017. Positive organisational scholarship and
behaviour in sport management. International Journal of Sport Management &
Marketing,. 17(1/2). pp.1-6.
Balwant, P. T., 2018. The meaning of student engagement and disengagement in the classroom
context: lessons from organisational behaviour. Journal of Further and Higher
Education. 42(3). pp.389-401.
Brem, A., 2017. Creativity and routine: Conceptual considerations on managing organisational
ambidexterity in entrepreneurial ventures. International Journal of Entrepreneurship and
Innovation Management. 21(3). pp.261-273.
Burrell, G. and Morgan, G., 2019. Sociological paradigms and organisational analysis: Elements
of the sociology of corporate life. Routledge.
Dixit, S. K. ed., 2017. The Routledge handbook of consumer behaviour in hospitality and
tourism. Taylor & Francis.
Elsmore, P., 2017. Organisational Culture: Organisational Change?: Organisational Change?.
Routledge.
Greasley, A. and Owen, C., 2018. Modelling people’s behaviour using discrete-event simulation:
a review. International Journal of Operations & Production Management. 38(5).
pp.1228-1244.
Hosain, M. S., 2019. Unethical Pro-organisational Behaviour: Concepts, Motives and
Unintended Consequences. Asia-Pacific Journal of Management Research and
Innovation, p.2319510X19883084.
Katou, A. A., 2017. How does human resource management influence organisational
performance? An integrative approach-based analysis. International Journal of
Productivity and Performance Management. 66(6). pp.797-821.
Kitchin, D., 2017. An introduction to organisational behaviour for managers and engineers: A
group and multicultural approach. Routledge.
Majumdar, B., 2018. Organisational Behaviour. Abhigyan. 36(2). pp.74-76.
Matthews, R. L., MacCarthy, B. L. and Braziotis, C., 2017. Organisational learning in SMEs: a
process improvement perspective. International Journal of Operations & Production
Management. 37(7). pp.970-1006.
Mendes, L. and Jesus, J., 2018. Influence of total quality-based human issues on organisational
commitment. Total Quality Management & Business Excellence. 29(3-4), pp.260-286.

Pangil, F. and Nasurdin, A. M., 2019. Assessing the Relationship Between Organisational
Commitment and Knowledge Sharing Behavior. Malaysian Management Journal. 13.
pp.35-50.
Pereira, V., Malik, A. and Froese, F. J., 2017. Mapping the impact of Asian business systems on
HRM and organisational behaviour: Multi-level comparative perspectives. Journal of
Asia Business Studies. 11(3). pp.253-261.
Ruck, K., Welch, M. and Menara, B., 2017. Employee voice: An antecedent to organisational
engagement?. Public Relations Review. 43(5). pp.904-914.
Salt, J., 2018. Organisational labour migration: theory and practice in the United Kingdom.
In Labour migration (pp. 53-69). Routledge.
Saoula, O., Johari, H. and Fareed, M., 2018. A conceptualization of the role of organisational
learning culture and organisational citizenship behaviour in reducing turnover
intention. Journal of Business and Retail Management Research. 12(4).
Tan, V. and et. al., 2017. Mediating effects of students’ social bonds between self-esteem and
customer citizenship behaviour in the context of international university branch
campuses. Asia pacific journal of marketing and logistics. 29(2). pp.305-329.
Yuryna Connolly, L. and et. al., 2017. Organisational culture, procedural countermeasures, and
employee security behaviour: A qualitative study. Information & Computer
Security. 25(2). pp.118-136.