Organisational Behaviour and Leadership Theories

This assignment delves into various organisational behaviour theories, including leadership styles, job satisfaction, and employee motivation. It examines the impact of transformational vs transactional leadership on employees' attitudes and behaviours towards organisational change. The document also discusses Handy's model of organisational culture and its implications for management. By exploring these theories, this assignment aims to provide insights into effective leadership practices and organisational behaviour.

ORGANISATIONAL
BEHAVIOUR

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Evaluation of Different Leadership Theories...................................................................1
1.2 Analysis of theories with work relationships and interaction..........................................2
M1 Impact of different leadership behaviours.......................................................................3
TASK 2............................................................................................................................................3
2.1 Characteristics of different organisational structures.......................................................3
2.2 How the culture of an organisation can impact the effectiveness of Morrisons..............4
M2 Relevance of organisational cultures in developing effectiveness .................................5
TASK 3............................................................................................................................................6
3.1 Impact of learning on the effectiveness of employees.....................................................6
3.2 How working in teams can improve effectiveness in employees ....................................6
D1 Analysis of processes and outcomes of change on the effectiveness of the employees...6
TASK 4............................................................................................................................................7
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

Illustration Index
Illustration 1: Handy's Model..........................................................................................................4

INTRODUCTION
The way people interact in the groups is termed as Organisational behaviour. It uses the
scientific research that helps the employees and the managers in understanding the organisational
environment. It also helps the manager by which they can effectively manage the human
resources (Buelens and et.al, 2011). Field marketing can also be benefited by organisational
behaviour. The report is about developing an interpretation that how the culture, structure,
motivation and other important factors has an impact on the company's effectiveness and
efficiency. Morrisons comes as a fourth largest chain of supermarket in UK.
TASK 1
1.1 Evaluation of Different Leadership Theories
Different leadership theories are used in an organisation behaviour and these are
discussed as following:
1. Trait Theory: The explanation based on the great man theory, is the Trait hypothesis. It
assumes the key to leadership success and the fact that some people are born as leaders
and the ones who are best suited to the qualities only are considered as them
(Mohammad,Quoquab and Alias, 2011).. These consists of some special qualities as for
supervising, initiating things and their intelligence level is quite higher than the others. In
Morrisons, employees persist some very essential traits like they are self-assured, their
maturity level is higher than others and their decision taking power gives a tough
competition to the competitors of Morrisons
Pros-
 Trait theory is not based on assumptions, it refers to people's real characteristics which
includes all their features, skills etc.
 All the traits are inherited. No trait in the theory is unnatural.
Cons -
 Although the theory is identifying and acquiring particular traits, it is not capable of
realising the real potential in people for effective leadership.
 Additional properties are necessary for realising the potential in people for effective
leadership skills.
2. Contingency Theory: The result of various contingencies which are in the form of
tasks or subordinates is considered as Contingency theory.
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Pros -
 The theory is extremely well developed and consists of very essential parameters. Many theories are there which follows “one takes all” property. This theory is even more
flexible than the “one takes all” feature (Odumeru and Ogbonna, 2013).
Cons -
 Least Preferred Co-worker (LPC) scale is instinctive.
 The LPC scale can be applied to only those groups that have been supervised very
carefully.
3. Behavioural Theory: The composition of all the skills and styles that are from different traits
is Behavioural theory. It focuses on particular behaviours and characteristics of leaders.
Pros -
 It provides a support for behaviour that is not normal. It can have a positive impact on the business environment.
Cons -
 This theory somewhere lacks in sufficient knowledge that is required to understand it.
 Thus, this theory fails to attract more customers.
4. Full-Range Theory: This theory is a part of transformational leadership. It helps in increasing
the motivation and confidence in one's own self.
Pros -
 The theory satisfies the concern of each follower. It also helps in improving the motivation and confidence level of an employee.
Cons -
 These leaders still have low morale while doing their best suitable task.
 Small faults in these theories effects in long term vision of the company (Dawes and
Larson, 2011).
1.2 Analysis of theories with work relationships and interaction
Morrisons apply these theories well according to the culture and behaviour type of the
work. So, discussing the application of each theory as following:
 Trait theory: Morrison's applies this theory for getting effective information about
leadership and the professionals at Morrisons take full advantage of it. By this way, they
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get an estimate of if they are enough able to compare their traits with the successful
competitors.
 Contingency Theory: As it is a very tested theory, it helps in defining effectively the
ways by which effective leadership can be achieved in Morrisons. It manages efficiently
that results of the situation and its impact on the relationship between the customers and
leaders (Buelens and et.al, 2011).
 Behavioural Theory: The biggest strength to reside in a workplace is behaviour of an
employee. Morrisons make sure that behaviour of every employee is customer friendly
for all its customers so that no one gets disappointed by any means of misbehaviour.
 Full range theory/ transformational theory: Morrisons applies this theory because it is
concerned with the satisfaction of all its customers. They want their customers to utilise
the maximum services as they can from the company. Its application has another huge
impact on the business as it also helps in motivating the confidence and motivation level
of each employee.
M1 Impact of different leadership behaviours
The employees at Morrisons feel that the different behaviours of leadership affect the
business by improving the organisational health of the company. It however improves the
responsibility as well as standards of the employees. It also develops a sense of commitment in
the employees. This affects the business in an efficient way.
TASK 2
2.1 Characteristics of different organisational structures
There are three organisational structures which Morrisons follow for their growth at a
faster rate. These are discussed as below:
1. Functional Structure: It manages the grouping of each part according to its purpose.
Morrisons does not go for this theory as its biggest disadvantage is that the interaction
between the departments gets restricted because of some limitations as each department
work separately (Dawes and Larson, 2011).
2. Divisional Structure: This structure is applied in large companies. As Morrisons comes as
fourth largest chain, it also goes for the same. This can be used in a wide geographic area
or in small separated parts of a large organisation which behaves as an umbrella group.
That umbrella group can cover various smaller parts of its organisation.
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3. Matrix: It acts as a hybrid of both functional and divisional structures. Morrisons also
goes for this type of structure as it provides benefits of both functional and divisional
structures. It is also applicable for multinational companies (Buelens and et.al, 2011). A
small disadvantage with this type is that it can sometimes create power struggles as many
areas of the same company are having dual employment- I.e. functional as well as
divisional.
2.2 How the culture of an organisation can impact the effectiveness of Morrisons
Morrisons applies Handy's model for effective culture organisation and it is described as
below:
Illustration 1: Handy's Model
Source: Models of Organisational Culture, 2015
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1. Power Culture: Some rules and regulations are there in this culture which Morrisons
follow very efficiently. Generally, employees are appreciated when they achieve
something, they are not being praised of when they act or when they are accomplishing
the task. It results in a better decision making of the employees . It does not matter if
these decisions are going to be helpful in long lasting terms. It is usually a strong culture
to be applied. Sometimes it also turns into quite toxic. It controls the radiates from the
centre itself. A big advantage of this culture is that there are few rules to be applied and
there is a very little bureaucracy (Odumeru and Ogbonna, 2013). Swift decisions can be
the output from this culture.
2. Role Culture: It is must for the organisations which are based on this culture to follow the
assigned roles. Morrisons also follows the role culture. This culture is highly controlled
and it also ensures that everyone in the organisation are well aware of their roles and
responsibilities. These cultures are built where a detailed structure is present and that too
is tall with a high range of command. Decision making in this culture can be slow
because it is likely to take less risks (Shin, Taylor and Seo, 2012) .
3. Task Culture: This culture is followed when a team in Morrisons have to concentrate on a
specific problem or task. The organised teams are well efficient in solving problems.
There is no single power source in this culture that is to be followed.
4. Person Culture: In any organisation with this culture, employees feel themselves the
most superior. It covers all the businesses which conducts same type of training, its
background and the expertise. Every individual in the group is powerful.
M2 Relevance of organisational cultures in developing effectiveness
After the strength and weakness of the company is evaluated, organisation's culture seeks
some attention to be paid. The cultures can help in a successful evaluation of the goals and
objectives which takes the growth rate of the company at a faster rate (Schyns and Schilling,
2011).
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TASK 3
3.1 Impact of learning on the effectiveness of employees
Learning helps employees in enhancing their talent. It helps in improving their existing
talent, thus motivating employees more towards their work (Snape and Redman, 2010).
Morrisons also makes sure to evaluate the learning skills of the employees on a regular basis. It
benefits them in making their personal skills much better. Their retention level increases thus,
decreasing the turnover of the company (Voon and et.al, 2011). Learning gives them a long-term
commitment. It helps the organisation in producing greater level of performance of the products
and services. It hence maintains the competitive advantage of the company. This procedure
encourages the employees and hence provides benefit to the company.
3.2 How working in teams can improve effectiveness in employees
Working in groups or teams can impact on a system very efficiently. It can help the
employees to focus on different types of problems. the team must be consisting of different type
of members and everyone must be having different ideas. By combining all the ideas together, an
efficient outcome can be produced. This makes the employee and its ability more efficient
(Mohammad,Quoquab and Alias, 2011). In Morrisons, they usually apart the group members and
put them in a single task. Their forte behind this is that the employees have developed much
creativity and ability while working with the team and when doing the task alone, it seems easy
for the employee. It is because of the experience they have gained in the teams . They gain a
problem-solving attitude, they feel confident while fighting with barriers which come towards
their goal. Working in teams enhances the creativity. It also helps the employee in learning more
and more with different types of people. Conflict resolution skills have been developed while
working in groups. They come across many benefits like more creativity, more uniqueness and
they also develop a risk-taking attitude which helps them in taking decisions faster, thus helping
them in their leadership skills.
D1 Analysis of processes and outcomes of change on the effectiveness of the employees
While deciding about the changes and processes that are need to be developed or
modified in Morrisons, they first discuss it with all the other employees. They can share all their
ideas or communicate as a decision-making process in which suggestions for all the employees
must be taken and then the better ones are implemented in the company. By this way, as the
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management had taken their ideas as well, the employees can stay well confident and motivated
to the work .
TASK 4
Covered in PPT
CONCLUSION
The report concluded that the structure, culture, motivation and other factors have a huge
impact on the efficiency and effectiveness of the organisation's behaviour. Morrisons applies all
the essential leadership theories in its organisation to develop the motivation in the employees.
Also, these theories helps in enhancing the leadership skills. which helps the company a lot in
developing motivation in their employees and effective leadership skills. It implies Handy's
model for effective organisational culture and it plays a very important role in the fast growth
rate of the company. The company also applies many other ways to keep the employees
motivated such as interacting with them frequently, providing them some increments and
incentives. These ways help the employees to stay motivated towards the work. Hence, it
provides various benefits to the company as well.
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REFERENCES
Books and Journals
Buelens, M. and et.al., 2011.Organisational behaviour. McGraw-Hill Higher Education.
Dawes, N.P. and Larson, R., 2011. How youth get engaged: grounded-theory research on
motivational development in organized youth programs.Developmental
psychology. 47(1). p.259.
Demetriou, C. and Schmitz-Sciborski, A., 2011. Integration, motivation, strengths and optimism:
Retention theories past, present and future. InProceedings of the 7th National
Symposium on student retention (pp. 300-312). Norman, OK: University of Oklahoma.
Mohammad, J., Quoquab Habib, F. and Alias, M.A., 2011. JOB SATISFACTION AND
ORGANISATIONAL CITIZENSHIP BEHAVIOUR: AN EMPIRICAL STUDY AT
HIGHER LEARNING INSTITUTIONS. Asian Academy of Management
Journal. 16(2).
Odumeru, J. A. and Ogbonna, I. G., 2013. Transformational vs. transactional leadership theories:
Evidence in literature. International Review of Management and Business
Research. 2(2). p.355.
Schyns, B. and Schilling, J., 2011. Implicit leadership theories: Think leader, think
effective?. Journal of Management Inquiry. 20(2). pp.141-150.
Shin, J., Taylor, M.S. and Seo, M.G., 2012. Resources for change: The relationships of
organizational inducements and psychological resilience to employees' attitudes and
behaviors toward organizational change. Academy of Management Journal. 55(3).
pp.727-748.
Snape, E. and Redman, T., 2010. HRM practices, organizational citizenship behaviour, and
performance: A multi‐level analysis. Journal of Management Studies. 47(7). pp.1219-
1247.
Voon, M. L. And et.al., 2011. The influence of leadership styles on employees’ job satisfaction
in public sector organizations in Malaysia. International Journal of Business,
Management and Social Sciences. 2(1). pp.24-32.
Winkler, I., 2010. Contemporary leadership theories: Enhancing the understanding of the
complexity, subjectivity and dynamic of leadership. Springer Science & Business
Media.
Wood, J. M. And et.al., 2016.Organisational behaviour: Core concepts and applications. John
Wiley & Sons Australia, Ltd..
Online
Models of Organisational Culture., 2015. [Online]. Available through:
<https://www.tutor2u.net/business/reference/models-of-organisational-culture-handy>.
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