Organisational Behaviour Case Study : ASDA
Added on - 28 May 2020
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RUNNING HEAD: Organisational Behaviour0Organisational Behaviour
Organisational Behaviour1Task-1LO1: Analyse the influence of culture, politics and power on the behaviour of others inan organisational context.P1:Using Handy’s cultural typology (1986) as well as other academic cultural modelidentify and discuss the earlier organizational culture within Asda.Asda is one of the UK’s largest supermarkets. It was established in 1949. The company sellsfood, clothes, toys, home furnishing and electronics. It also offers financial services known asAsda money. Asda become subsidiary of Walmart in 1999. Walmart is the largestsupermarket chain in the world. It not only enabled Walmart to enter UK market but alsogave access to Asda to expertise full range of Walmart. Asda has the largest employers withthe majority of 175,000 colleagues. This case study demonstrates the organisational culturewithin Asda using Handy’s cultural typology. Culture is the way employees accomplishestasks and interacts with each other at workplace (Coccia, 2014). It comprises values, beliefs,ethics and rituals which governs functioning of people at workplace. The company hasorganisational culture.Power culture: In Asda power is held by a few individuals and their influence spreadsthroughout the organisation. These individuals enjoy the special privilege anddelegates responsibilities to other employees at workplace (Stowell, 2014). Theemployees cannot express their opinions and are supposed to follow instruction ofsuperiors.Role culture: In the role culture, a particular work is assigned to each employeeaccording to their specialisation. It helped in increasing productivity of Asda. But thecompany also suffered loss whenever that particular staff used to take off. As, theother employees lack knowledge.
Organisational Behaviour2Task culture: In the task culture, all the individuals work in a team to accomplish atask. In this culture, teams are specially formed to achieve targets. The individualswho are having common interests and specialisation forms a team (Hilton, 2017).Personal culture: This culture is found in individual goals. In the personal culture,employees are more concerned for themselves than the organisation. Asda sufferedloss practicing personal culture.Asda’s culture, politics and power not only influences the day to day operations but governsthe atmosphere of organisation. The power and politics directly influences the culture oforganisation either formally or informally. The culture, politics and power influencebehaviour of individuals and team and assist in problem solving of organisation.Politics is used by the Asda to gain power. Politics acquires resources to get desired results inuncertain situation. It results from discussion of power into action. The political behaviour isself-centred in nature and includes spreading rumour and leaking confidential information.Power is the ability of a person to influence others. A person holds power, if he is perceivedby others to have influence. For instance, Asda has knowledge on expert matters and it holdspower on others. When an individual has the ability to apply punishments, holds power aswell (Christina, et. al. 2014). The power can also be assumed as capacity of a person used toinfluence behaviour of others at workplace.LO2: Evaluate how to motivate individuals and teams to achieve a goal (P2)The individuals and team are the important resource of company and get the workdone.Share vision with each member: If everyone is known and aware to the visionof company, it leads to the prosperity and success of an organisation.Communicate with staff: An employer can only know attitude and behaviourof individuals and team members, if he keeps constant contact (Mahembe &Engelbrecht, 2014). Communication with members clears their strategytowards achieving goals.Encourage creativity: The supervisors make sure that the activities oforganisation are implemented at highest level. Giving freedom to employees
Organisational Behaviour3in solving issues can results in innovation.Give opportunity to grow: The employees lose their motivation towards work,if they keep on performing same task. The employees should be given multitask so that they can grow in various fields.Create healthy competition: The supervisors can create healthy competition byusing reward system effectively. The employees will contribute maximumefforts, if they know that they are going to be rewarded for their performance.Motivation is a desire of doing things. It is linked with performance of employees. It is apush to employees which helps them to achieve goals. The theories of motivation has greatrole in guidance to employees.Content theories: The content theories are also called need theories and focus on the needsthat motivate people. They have great impact on the management of policy. These theoriesare:Maslow’s need hierarchy: This theory has five basic categories which range from lower tohigher. When the lower needs are fulfilled than the tendency for higher need emerges. Aperson feels the higher need only after the current need is fulfilled or satisfied.Physiologicalneeds:The physiological needs include food, shelter and clothing.Safety needs: It includes safe working environment, job security, health care andfreedom from threats (Effron & Knowles, 2015).Social needs: The social needs generate feeling of acceptance, human relations,acceptance by the group etc.Esteem: Esteem means assigning important projects, being valued and respected byothers.Self-actualisation: the need for self-actualisation includes fulfilment of capacities. It isthe highest need in hierarchy.Alderfer's ERG theory:Alderfer distinguishes needs as existence, relatedness and growth.The existence includes the basic material necessities and it is relevant to Maslow’sphysiological and physical safety needs (Owoyemi & Ekwoaba, 2014).The relatedness needs are similar to the Maslow’s social and esteem needs. It includessignificant relationship of individuals, love and belongingness.