Organisational Behaviour Analysis and Conclusion

The provided assignment is an extensive analysis of organisational behaviour, incorporating theories from Hofstede and Handy. It delves into the path-goal theory and Vroom's expectancy theory to guide leaders in effective decision-making. The document also touches upon common barriers affecting employee functioning and suggests ways for team leaders to overcome these obstacles. Ultimately, it concludes that implementing these concepts can significantly boost organisational productivity and profitability.

Organisational
Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................1
P1 Organisation's culture, politics and power influence individual and team behaviour ..........1
P2 Process and content theories of motivation and motivational techniques for effective
achievement of goals...................................................................................................................3
P3 Effective team as opposed to an ineffective team..................................................................5
P4 Concepts and Philosophies of organisational behaviour , suggesting how team
performance and productivity could be improved within ZARA...............................................6
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
Organisation behaviour is a systematic study of human behaviour in an organisation. It is
mainly a scientific approach that is essential for every company to implement in their culture.
This is a systematic approach that aims towards organisational goals and objectives.
Organisational behaviour deals in interactions of humans in workplace. In this report, chosen
organisation here is ZARA which is a retailer based company mainly deals in clothing sector.
This companies provides their services worldwide with more than 7,475 stores. In this report
discussions have been made on organisation's culture, power and politics that influence on team
behaviour and performance. Content and process theories of motivation has also been examined
in this report. Various concepts and philosophies of organisational behaviour in a organisation
are also evaluated in this project (Coccia 2014. ).
P1 Organisation's culture, politics and power influence individual and team behaviour
Organisation is a common platform where people form different culture and backgrounds
accumulate together to work towards common objectives and goals. There are various factors
that affects functioning of organisation. Some of these factors are briefly described below:
Organisational Culture:
Handy's Model of Organisational Culture: Organisational culture defines as an beliefs and
systematic principles of organisation. Certain culture that is follow by any organisation has deep
impact on their employees and on their relationships (Coccia 2014). Different types of
organisation have different kinds of culture prevailing in their workplace. Therefore , it is
necessary for employees to understand that culture and adjust well to deliver remarkable job
performance. There are various kinds of culture that are examined below with the help of
Handy's model:
Handy's Model of Organisation culture
According to this model, there are four types of culture in a company:
Power Culture: In this culture, power lays with only few individuals whose institutions
have to be followed by employees in a workplace. Individuals who have power with them
delegate work to their subordinates. Managers who work in this type of culture environment may
become little partial to some workers.
1

Task Culture: In this type of environment, organisations who involves in creating teams
in order to achieve pre-determined goals and targets of company take help of problem solving
techniques to attain those targets. In this, required resources are accumulated in the hands of
right person for the completion of any particular task. It benefit company to increase their
productivity and fulfils their targets in effective time frame (Dobrow 2013.).
Person Culture:In this type of culture employees those who are working in a company
consider themselves as more important than company. In this people mainly focus on
accomplishing their own objectives rather than targets and objectives of organisations. In this
types of culture, employees only work for money they do have any kind of loyalty towards
company.
Role Culture: There are different types of people working in a organisation who have
various kinds of roles, responsibilities and skills. Employees are having their own interests and
specialisation. This will benefit them to perform a task with extra effectiveness. They will start
adopting various risk and challenges. In this employees are only responsible for their roles and
responsibilities.
In relation with ZARA, company have implemented corporate culture where different
types of authorities and responsibilities are defined to each and every individual. Company Top
management have adopted various techniques to formulate effective communication system in
their organisation. It is essential for company to implement various strategies for better
management of resources which is one of the essential element in human resource. Managers of
ZARA can implement Role culture as it will benefit them to assign systematic and proper roles
and responsibilities to every individual according to their skills and knowledge. Earlier there
was some incidents which hampered growth of this company so in order to overcome that
organisation have changed their cultural environment which will aid workers to communicate
easily relating to issues. With the help of effective cultural environment organisation have also
raised their values for example, they put more focus on consumer satisfaction, in addition to this
they have also implemented advanced digital technology in their workplace (Mester 2018).
Organisational Power
In any organisation, power plays an essential role as it helps to increase or decrease motivation
among workers. There are five types of power introduced by John French Bertram Raven firmly
examined below:
2

Coercive Power: This power states that, roles and responsibilities are forcefully imposed
on employees against their will. In this employer have power to give punishments to their team
members.
Reward Power: In this different types of techniques are used by employers to enhance
job performance of employees. These techniques includes, training, rewards, incentives and
different other types of non monitory benefits.
Legitimate Power: In this power directly come through position of an individual in a
company. In this power only retain in hands of individual till they are enjoying that position.
Expert Power: In this power is comparatively related to individual personal skills,
experience and speciality. In this individuals can also use this power to motivate other.
Referent Power: This power states that, individual is having connections and networking
outside the organisation.
As per above evaluation of powers, it is recommended to ZARA that they can implement
Reward power in their organisation to not only enhance behavioural skills of managers but also
increase motivation level in employees. This will benefit company to accomplish organisational
objectives effectively and efficiently.
Organisational Politics
It includes different types of activities that are related to use of influence over people. In
various organisations subordinates perform politics to attract attention of managers. In relation
with, ZARA, this can reduce performance level of employees and can hamper growth of
organisation. Because if individuals put their focus on politics rather than their work this will fail
them to perform their task on a given time frame.
D1 Relationship between culture, politics, power and motivation that enables teams and
organisation to succeed
Relationship between culture, politics, power and motivation benefits and organisation to
create healthy and pleasant work environment in their work culture. All these factors if
accomplished by manager in effective manner can increase performance and skills of employees.
If an organisation have motivating culture in their environment an they assign every individual
according to their power it helps in motivating them in remarkable manner which will results in
increase in organisation growth.
3

P2 Process and content theories of motivation and motivational techniques for effective
achievement of goals.
Motivation: Actions of human, goals and willingness can be defined in terms of
motivation which is derived from 'motive' which is outlined as satisfaction in terms of needs.
Motivation is referred as strongest force to inspire people in terms of efficiency or achievement
of their goals, desires and needs (Dobrow 2013).
Content theory of motivation: Needs of human changes with time, relationship between
time and needs is shown. Abraham Maslow, David McClelland and other psychologists tried to
analyse why human needs change with time but not the fact that how they change.
Maslow's Need Theory: Theory describes that individuals live up to their needs in
hierarchical form. When needs are fulfilled then they cannot give motivation. They can be
esteem (support of others and self-respect), social needs (belonging and love), safety needs
(protection from dangerous situations). These needs are categorized into – psychological, safety,
belonging, esteem and self actualisation needs. Management of ZARA emphasise on needs of
employment both in terms of personal and organisational needs. Sense of trust and belief in
personnel is created by top managers towards organisation. For working productively for
accomplishing goals of organisation, team and personal needs of employees must be fulfilled.
Leaders of ZARA are aware of fact that needs keeps on changing and growing so they focus on
possession of employees by providing means to accomplish them. This helps employees to work
effectively and efficiently in team to enhance overall productivity of ZARA.
Process theory of motivation: Focus is on motivation, how human motivation can be
done. Process theories are Victor Vroom's expectancy theory, Skinner's reinforcement theory,
Locke's goal setting theory and Adam's equity theory.
Adam's Equity theory: People are motivated when they are treated equally means they
are treated in a way that what is fair is given to them, fair in terms of efforts made by them and
costs. ZARA made sure that depending on employees working hours, loyalty and commitment
towards organisation, they are given appropriate rewards, bonus, appraisals and recognition.
When work done by employee is more but output given is less then they are demotivated. ZARA
ensured that equitable treatment is given to all employees working their and they are given
rewards and recognition at particular moment of time so that trust can be maintained (Kellison
4

and Mondello 2012). And then employees stays aligned towards accomplishment of
organisational goals.
Management of ZARA focus in two ways for motivating employees working with them,
they are:
Monetary rewards: Bonus, incentives, cash prizes, meal coupons, gift cards are
included in monetary rewards. ZARA knows fact that every employee is motivated monetary
terms. During festive season employees are given different rewards, for work they do so that
work cab be done more efficiently and effectively for achieving organisation's goal.
Job enrichment: Employees are given additional responsibilities which are confined for
higher level of employees. By doing this ZARA ensures that employees are recognised,
distinguished and valued by organisation for achieving long term goals.
D2 Influence of theories in behaviour within an organisation
Maslow's need theory and Adam's equity theory of motivation influence behaviour of
employees as it benefits worker to enhance their productivity and knowledge. Organisation is
being recommended to motivate and provide effective training to their employees in order to
increase their skills and knowledge. ZARA managers can provide special training secession to
enhance motivation of employees which will results in company growth and high productivity.
P3 Effective team as opposed to an ineffective team
Individuals are grouped together to work for accomplishment of common goal is referred
to as team. Organisation compromise of different teams to deal with different situations that arise
during performance of different operations. Different teams are present within ZARA and they
are defined below:
Problem solving team: Team is made up of 6-11 employees who work in same
department to solve same issue which is related with their area of work. ZARA gets benefited by
this as problems dealing with work environment, quality of services, efficiency, better
alternatives, etc.
Ineffective Team: Team usually perform in ineffective manner when there is lack of purpose in
an organisation. When team members are less engaged this will create ineffective among teams.
Effective Team Non- Effective Team
 In this team goals are clarified and  In this there are unclear groups of
5

modified in effective way. individual where there missions are not
clear.
 In this team there are two way
communication
 There are only one way
communication.
Functional team: A team which consists of representatives of various departments
existing within ZARA like marketing, finance, HR, etc. Important decisions are made by this
group of team like potential threats to operations, mergers, acquisitions, etc. These members
functions in different backgrounds which acts as strength for them (Xerri and Brunetto 2013).
Virtual team: Group of people who may work from inside or outside from
heterogeneous locations to serve common goal are referred to as virtual team. Maintenance cost
is low which serve as advantage to ZARA. Talent of people can be acknowledged and
knowledge can be gained in different sector.
Project Team: For executing specific task a team is formed which works to execute a
specific goal. All stages involved in that work are executed by this team and they work till
project is implemented successfully. ZARA ensures that particular projects are completed
efficiently.
ZARA analyses each employee and decides who is capable of what and can be part of
which team. Belbin's team role model is used by ZARA to understand and form team. It is
described below:
Belbin's Team Role Model: Nine team roles are defined in three categories: People,
action and thought oriented. And each team deals with interpersonal and behavioural strengths.
People Oriented Role:
 Resource investigator: A person who thinks out of box and is curious to implement new
ideas. Communicates with team members to achieve organisational and team goals.
 Team worker: They are supported by a team and they work efficiently and effectively
together.
 Coordinator: They are responsible for ensuring that team have understood goals which
they have to achieve. Potential of each individual is recognised and what they do is
analysed.
Action Oriented Role:
6

 Complete Finisher: They are one who are highly responsible and are involved in task
throughout and make sure that there is no miscommunication involved in between
members related to anything (McLennan 2013).
 Implementers: Execution of task is done by this group of team. Thoughts and ideas are
transformed into actions. This set of team or people are more involved and disciplined
towards work.
Thought Oriented Role:
 Specialist: They have knowledge of things and potential skills.
 Monitor evaluator: They implement innovative ideas given by team.
 Plant: New methods and ideas are brought in on which team can work.
P4 Concepts and Philosophies of organisational behaviour, suggesting how team performance
and productivity could be improved within ZARA
Motivation plays an essential role in every organisation to increase job performance and
morale of employees. It will benefit them to enhance their productivity in effective manner.
Human resource manager of every company implement different types of effective theories and
models to motivate their workers to achieve organisational objectives (Xerri 2013. ). In relation
with ZARA their human resource manager firmly examined behaviour of their employees and
guides them to work in an effective manner in order to accomplish company goals remarkably.
To create motivated working environment in their working culture, human resource managers of
ZARA adopted Path Goal theory to enhance performance of their workers that are briefly
described below:
Path Goal Theory
It is mainly a leadership theory which is coined by Robert house. This theory describes
that behavioural pattern of any leader is generally depend on motivation and performance of
subordinates. This theory is basically based on Vrooms's expectancy which says that motivation
of an individual is largely depend on its expectations. This theory will benefit ZARA manager to
choose effective suitable behaviour according to their working culture. Path goal theory which
used in ZARA is elaborated below:
Directive: This style of leadership states that, leaders first analyse behaviour of their
employees and after that they guide them accordingly towards target, roles and responsibilities.
This style of leadership affect behavioural pattern of an employee in positive manner.
7

Participative: This leadership style states that, it is necessary for leader to involves
employee in decision making process. This will benefit them to develop interests of their
workers and growth of the organisation.
Supportive: In this style of leadership involves, leaders must ensure that they build strong
and positive relationship among every individual working under them. This will benefit them to
reduce any kind of inappropriate issues and obstacles.
Achievement:In this types of leadership employees put extra focus showing trust on their
workers and expect them to perform in high positive manner.
By selecting effective leader who is having desired set of characteristics according to needs and
requirements of ZARA aims at clearly defining responsibilities and authority of every individual.
Therefore, by formulating aims and objectives to workers, management of ZARA focus on
improving job performance of their employees.
P4 (b) Identification of main barriers to effective performance within ZARA
There are different types of barriers prevailing within a company. In relation to ZARA, some of
these barriers are firmly described below:
Unclear Goals: It is basic responsibility of company top management to transfer proper
set of roles and responsibilities to every individual. This will help workers to understand
company goals effectively. This factor is one of the major concern in ZARA management, as it
has been evaluated that unclear goals created negative effect in employees job performance.
Poor Communication:Communication is as effective way which helps in transferring
views and ideas effectively and efficiently with each other (Mester 2018). In relation with
ZARA, their managers aims towards creating effective communication bridge which will aid
them to avoid conflicts in their workplace. It has been evaluated that poor communication hinder
the growth of company and creates a flow of miscommunication of ideas in their workplace.
CONCLUSION
As per the above report, it has been concluded that organisational behaviour is an
essential element in every organisation. It focusses on understanding behaviour of humans
performing in an organisation. With help of this company can able to motivate their employees
towards remarkable job performance. In addition to this influence of politics, culture and power
in a company has evaluated with the help of Hofstede's and Handy's thoeries. By the
implementation of path goal theory and vroom's expectancy leaders can able to guide their
8

subordinates in effective way. There are different types of barriers that can affect functioning of
employees. With the help of effective team leaders can overcome all these kinds of barriers in
effective way. With the implementation of all these factors organisations can remarkably
increase their productivity and profitability.
9

REFERENCES
Books and Journals
Coccia, M., 2014. Structure and organisational behaviour of public research institutions under
unstable growth of human resources. International Journal of Services Technology and
Management. 20(4-6). pp.251-266.
Dobrow, S. R., 2013. Dynamics of calling: A longitudinal study of musicians. Journal of
organizational behaviour. 34(4). pp.431-452.
Thomson, K. and Van Niekerk, J., 2012. Combating information security apathy by encouraging
prosocial organisational behaviour. Information Management & Computer Security.
20(1). pp.39-46.
Mester, B. and et. al., 2018. Performance management.
Gabriel, A. S. and et. al., 2015. Emotional labor actors: A latent profile analysis of emotional
labor strategies. Journal of Applied Psychology. 100(3). p.863.
Unsworth, K. L., Dmitrieva, A. and Adriasola, E., 2013. Changing behaviour: Increasing the
effectiveness of workplace interventions in creating pro‐environmental behaviour change.
Journal of Organizational Behavior. 34(2). pp.211-229.
McLennan, R., 2013. Cases in Organisational Behaviour (RLE: Organizations). Routledge.
Xerri, M. J. and Brunetto, Y., 2013. Fostering innovative behaviour: The importance of
employee commitment and organisational citizenship behaviour. The International
Journal of Human Resource Management. 24(16). pp.3163-3177.
Kellison, T. B. and Mondello, M. J., 2012. Organisational perception management in sport: The
use of corporate pro-environmental behaviour for desired facility referenda outcomes.
Sport Management Review. 15(4). pp.500-512.
10