Organisational Behaviour: Culture, Power, Politics, Motivation Theories, Effective vs Ineffective Teams, Philosophies

ORGANISATIONAL
BEHAVIOUR

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................4
LO1..................................................................................................................................................4
P1 Organisational culture, power and politics............................................................................4
LO2..................................................................................................................................................5
P2 Motivation theories and techniques.......................................................................................5
LO3..................................................................................................................................................7
P3 Comparison between Effective vs Ineffective team..............................................................7
LO4..................................................................................................................................................9
P4 Philosophies of organizations behaviour...............................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Organizational behaviour refers as an understanding human attitude and their needs in the
workplace through which leads motivation in them in order to gain business objectives. There is
a great example of Tesco plc that provides brief information about role of organization behaviour
in the company's success. In this report will describe about role of power, politics and culture in
the context of influencing individuals and team performance.
LO1
P1 Organisational culture, power and politics
Organisational power, politics and culture always affects to behaviour and performance of
employees in workplace, and that’s why top-level management of company have to be focused
on managing these all aspects of organisation in a proper manner.
CULTURE
Existing work culture of the company is very appropriate and favourable for different
employees and workers within Tesco, because upper management of company completely knows
that, no venture can achieve effective outcomes in market place without having effective work
culture (Alqahtani, 2018). According to top-level management of Tesco, there is an effective
work positively affects to performance and behaviour of individuals and teams. That’s why it
always puts its huge efforts for developing its organisational culture.
Handy’s Culture Model
Handy’s culture is very important in order to understand the work culture of an
organisation, which was introduced by Mr. Charles Handy. He was an Irish man, who specialised
in organisational philosophy and culture. According to Mr. Charles, there are four types of
cultures exists in an organisation which has been discussed below;
Power culture: Power culture of the company has always created by top-level management of a
company. In this situation, Tesco’s upper management also has distributed different powers to
different people. For example; a leader has power to order its employees for completing nay task.
Task culture: Task culture also affects to employees’ behaviour and performance in workplace.
Basically, task culture formulates by various team leaders and line mangers of company, because
they give different tasks to their employees for achieving final goal of the Tesco.

Role culture: Role culture also a part of organisational culture within Tesco. According to
Handy’s role culture, top-level management of company has always required to give various
roles to its employees to play for achieving various objectives of company in decided time
period. For example; a store manager needs to play role by conducting various managerial
activities.
Person culture: Person culture is another major culture of an organisation according to Charles
Handy, in which he said that, each person or employees always wants to be appreciated and
valued by its upper management (Leithy, 2017). So that, Tesco’s upper management has always
required to value its each person or employee in workplace.
POWER
Power is another major aspect within the organisational structure of Tesco, in which this
also highly affects to behaviours and performance of employees. In this situation, top-level
management of company have to ensure that all people are using their respective power in
ethical manner or not. This is necessary to management, because when any person uses its power
unethically, then this factor can negatively affect to performance and behaviour of people. There
is French and Raven’s model of power has been used below for properly understanding the
power aspect of Tesco.
French and Raven’s Power Types
According to French and Raven, there are basically five types of power exists in an
organisation which uses by various people for managing behaviour and performance of
employees and teams in workplace. These all five types of power have been discussed below;
Coercive power: This power generally refers compulsory power that many of people can
implement in own present job role when they require to use it necessarily. Suppose, a leaders use
its power to punish an employee when it not works according to guidelines.
Reward power: Reward is another major power within the workplace which mostly uses by
upper management, line managers and leaders of Tesco for rewarding its high performers in
workplace.
Legitimate Power: legitimate power focuses on social rules, where top-level management of
Tesco need to use this power to work in the wellbeing of individuals and employees. Basically,
this legitimate power uses by company to promote ethics in workplace.