Organisational Behaviour: Impact on Individual and Team Behaviour

Organisational Behaviour

TABLE OF CONTENT
INTRODUCTION...........................................................................................................................3
LO1..................................................................................................................................................3
P1Organisation culture, politics and power impacts on individual and team behaviour.............3
LO2..................................................................................................................................................5
P2 Motivation theories.................................................................................................................5
LO3..................................................................................................................................................7
P3 Effective and Ineffective Teams.............................................................................................7
LO4..................................................................................................................................................9
P4 Concept and Philosophies of Organisational Behaviour........................................................9
CONCLUSION..............................................................................................................................10
REFERENCES................................................................................................................................1

INTRODUCTION
Organisational behaviour is the process through which a business's administration
assesses the behaviour of employees during their operations with the intention to increase overall
performance, productivity and efficiency (McShane and et.al., 2018). This report analyses the
effects of organisational behaviour upon the performance and productivity of UK's grocery and
merchandise retailer TESCO which operates from its base at Hertfordshire, England. TESCO
having been in the retail markets for close to 101 years, having been founded in 1919, has had
ample opportunities to grow and expand its operations to global markets and in the process has
grown to become the world's third largest retail business. Currently, TESCO operates in 11
distinct countries with servicing through 6800 different establishments.
LO1
P1Organisation culture, politics and power impacts on individual and team behaviour
Organisation culture refers to shared values, belief of people working in the organisation
as different people have different culture and preference so firm has to choose such culture that
motivate and influence each individual. It also includes reward system that influence people
behaviour on day to day to work hard for particular goals and objectives. Culture helps in
defining the way employees can work together for achievement of firm objectives. Tesco is huge
firm that hire and select large number of employees on continuous basis that have different
culture and preference. Thus, Tesco use innovative and transparent culture so that employees of
company are highly satisfied and motivated for growth and success of company. Culture and
better working environment condition helps in retaining large number of employees and reduces
chances of absenteeism within Tesco. Firm has defined role and responsibilities, task to be
performed by each employee in order to reduce confusion and overlapping of work. Culture of
Tesco can be explained through Hofstede’s dimensions of culture theory as follows:
Hofstede’s dimensions of culture
This model helps in understanding culture of different people that are living across
different nation thus helps company in forming appropriate strategies and culture to motivate
employees.
Power Distance Index: It explains the extent of inequality and power within firm such as high
power distance index state that culture of organization is highly in-equal as top management only

take various decision (Fandrejewska and Wasilik, 2018). Whereas Tesco has low power distance
index that means manager take active participation of employees in decision-making of firm.
Collectivism vs Individualism: Employees of Tesco work collective within firm in order to
meet demand of customer's quickly and effectively. Individualism is most avoided as it hinder
growth of Tesco in global market.
Uncertainty Avoidance Index: This index of Tesco is high as employee's of firm have strong
interrelationship due to digitalisation and uses of updated technology by company so it helps in
continuous communication and avoid conflict between people.
Femininity vs Masculinity: Tesco uses Femininity dimension as it does not discriminate among
employees on gender, caste and religion basis and focus to maintain quality of products and
services.
Short term vs long term orientation: Tesco focus is to achieve long term goals thus follow
ethic and values while performing various function in order to satisfy needs of employees and
customer's.
Restraint vs indulgence: Firm rewards and recognized performance of individual that have
work hard in previous years thus it motivates them to increase their performance.
Power
It refers to capabilities and ability of individual to influence and impact on operation's
and functioning of company. Power to order other people to work in specific manner so that
goals of firm can be achieved in an effectively manner (Riis, Hellström and Wikström, 2019).
Power divided among employees within Tesco can be illustrated through French and raven
models:
Coercive Power: Such types of power individual is forced to perform specific task in particular
manner thus create dissatisfaction and unhealthy behaviour among employees working in the
firm. It is not used by Tesco as it reduce employee's performance and productivity which impact
on firm profitability.
Reward Power: In such types of power Leader rewards and recognized employees on basis of
their performance and productivity within company. Therefore, motivating individual as well
others employees to work hard in order to be recognize and rewarded. Leader of Tesco motivate
employee's by reward their hard efforts through social media and program organised by firm at
end of year.