Influence of Culture, Politics, and Power on Team Behavior and Performance

Organisational
behaviour
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Table of Contents
INTRODUCTION...........................................................................................................................3
LO 1.................................................................................................................................................3
P1 how culture politics and power influence team behaviour and performance.....................3
M1 Evaluate how culture and power influence team behaviour.................................................5
LO 2.................................................................................................................................................5
P2 How content and process theories of motivation is applied in achieving goals..................5
M2 How to influence behavior of staff.....................................................................................11
LO 3...............................................................................................................................................11
P3 What makes effective team different from ineffective team................................................11
LO 4...............................................................................................................................................14
P4 Concepts and philosophy of organisation behaviour in Ryanair........................................14
M4 How OB influence behavior in negative and positive way.................................................16
CONCLUSION..............................................................................................................................16
REFERENCES..............................................................................................................................17
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INTRODUCTION
Every organisation follows a specific type of culture in which there are certain values and
ethics inclined in it. However, it is necessary for them to maintain culture so that a positive
image is developed in industry. The overall behaviour and performance of employees is based
on culture. this is because it reflect attitude, perception, nature of staff towards firm. moreover,
culture is formed by rules and regulations to be adhered. It states that what values culture reflects
(Sharma. and Paru, 2017). There needs to be maintained of positive culture in it so that goals
are attained and team work in promoted. Employees are able to work freely. As in business there
are varied people working so their attitude, behaviour, perception, etc varies from one another.
The report will lay emphasis on Handy model of culture and how power and politics
influence team behaviour. Besides that, it will be described about content as well as process
theories of motivation and which one is applied in Ryanair. Moreover, distinguish between
effective and ineffective team will be explained as well. At last concept and philosophy of
organisation behaviour will be explained.
LO 1
P1 how culture politics and power influence team behaviour and performance
From Mark smith
Organisational development officer
To line manager
Ryanair
Sub : organisational culture in Ryanair
Ryanair is Irish airline established in 1984. It is headquartered in Swords, Dublin and
operate in airline industry. There are total 17500 employees working in it. the company operate
in 225 destinations at global level.
Organisation culture- it is defined as values, beliefs, etc. which are followed by organisation or
exists within its environment. In Ryanair the culture followed is positive. In that values and
beliefs are followed effectively. There are several factors which influence culture such as nature
of business, company values, recruitment and selection, etc. moreover, there are some theories of
organisation culture such as handy model, hofstede’s etc.
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Organisation behaviour consists of many things such as employee behaviour, ethics,
values, etc. of organisation, etc. there is a great impact of organisation culture on politics. It is
because they both are interlinked to each other and any change in one impact on another. That is
why it is important for organisation to maintain effective and proper culture so that team
performance and behaviour is not influenced. Besides that, there are certain policies and laws
implied to maintain culture. in addition, culture is reflected from behaviour of individual and
team towards organisation. It is analysed that power and politics also influence on team
behaviour.. this is behave it is related to assigning of roles to them. When this power is shifted
it leads to change in roles (Mullins, 2019). Alongside, politics results in doing favouritism,
partiality, etc. by which team behaviour is influenced. Apart from it, culture impact on team as
here they follow values of organisation. Usually, there are 4 types of culture that is followed
within organisation. On basis of these culture it is identified that which type of culture is being
followed. For that Handy model is used in it. This consists of culture that is defined as below
Power – as name depicts it is a type of culture that is based on power (O'Connor, 2018). Here,
the power remain in hands of few people of management who takes all decisions, form policy,
etc. also, they are having rights that makes them superior over others. In this type of culture
juniors and executives has to obey or follow decision taken by those people. they are forced to
work accordingly. Generally, this culture highly influence on team behaviour. Staff does not get
freedom to work.
Task- it is a type of culture in which employees who are having same task and duty is given
authority on basis of it. Through that it becomes easy for them to contribute in equal terms and
manner. Basically, this culture is mostly followed by companies as it is suitable for them to work
in team. This led to create a positive culture and enhances staff performance.
Role – in this culture roles are assigned to employees on basis of their authority. It means higher
authority results in mores roles and responsibilities and vice versa. Furthermore, roles can be
distinguished on basis of their skills and capability as well. However, if a person is assigned
more roles than he or she has to perform it in effective way.
Person – this culture means giving preference to employees rather than to company. It means that
all decision, policy, rules, etc. are made by involving staff. Here, employees may not remain
loyal towards firm and may leave organisation.
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