Organisational Behaviour: Impact of Culture, Power, Politics, Motivation, and Effective Teams

Organisational Behaviour
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TABLE OF CONTENTS
Table of Contents.............................................................................................................................1
INTRODUCTION...........................................................................................................................2
MAIN BODY..................................................................................................................................2
Impact of workplace culture, power and politics on performance and behaviour.......................2
Role of motivational theories in influencing behaviour and goal accomplishment....................4
Distinguishing features of an effective team in comparison to ineffective teams.......................7
Philosophy and concept of organisational behaviour..................................................................8
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11
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INTRODUCTION
Organisational behaviour is defined as the way in which individuals as well as teams
interact and respond to each other as well as to organisational needs (Nuckcheddy, 2018). It is
very crucial for the firm’s performance that it incorporates and develops a motivating and
productive work culture. The development of teams and their outcomes depends greatly upon the
work culture, politics as well as on motivational aspects used by the organisation. This report
will discuss the concepts and significance of different principles of organisational behaviour and
how they affect the overall performance and behaviour of firms. The study will reflect the case
study of Sainsbury that how organisation’s work culture helped it to become a successful brand.
It will also discuss different motivation theories which are used by organisation to enhance its
productivity.
MAIN BODY
Impact of workplace culture, power and politics on performance and behaviour
The organisational culture affects the way in which individuals communicate with each
other and the way in which operations are performed within company. Thus it is very crucial for
the companies to build a culture which enhance productivity and eliminates the workplace
conflicts. According to Handy’s model organisations different types of culture can have different
impact on performance: This types are:
Power culture: With this type of culture Sainsbury used to give higher authority or power to only
few individuals. Thus crucial decisions are taken by only those in power. This aspect can be
useful when organisation needs immediate actions to survive any difficult situation. Since only
these individuals are given priority, they used to assign tasks to their subordinate without any
need to take approval from others (Wood and et.al., 2019). However in long term its ineffective
implementation can demotivate employees as they may feel neglected in the firm. As a result
their performance may degrade and they may fail to achieve their goals.
Task culture: In order to accomplish project goals or objectives organisation requires
coordination and alignment between individuals. Thus with task culture Sainsbury forms groups
or teams which works together to achieve a shared goal. In teams individuals with different
opinion and skills works together which improves their abilities, performance level and
productivity? However for making crucial decisions this culture may sometime impose
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difficulties in terms of goal achievement if team members do not share similarity or if they fail to
manage conflict.
Role culture: In role culture individuals are assigned tasks on the basis of their skills and
interests. Thus they have accountability to complete those tasks (Cross and Carbery, 2018).
Sainsbury can use this culture to encourage individuals for improving their performance and thus
team outcomes are also improved.
Person culture: In person culture employees does not have sense of connectivity or emotions
with the organisation. They have association only on monetary grounds and thus for long term it
can never deliver high performance. In person culture individuals does not help or coordinate
each other and their goals are personal rather than organisational success.
Handy’s cultural model is helpful for the organisational growth as it provides a detailed
and clear presentation of impact and influence of different culture. This understanding can assist
organisation to manifest better hierarchy. However, this model lacks the flexibility
considerations and thus for contemporary organisations its relevant may fade because such
organisations used to develop self-reinforced and self-replicating culture.
Impact of politics:
The workplace politics can be harmful for the growth of organisation. It can have adverse
impact on performance of individuals. When employees are engaged in politics or internal
strategies to affect each other, then it used to create a negative work environment. In such
environment individuals begins to pay more attention to their personal accomplishment or
satisfaction which may even turn out to be harmful for the organisational goals. Such type of
politics at workplace can have negative impact on high performing employees because they may
get trapped in bad politics and their outcomes may be affected. Organisational politics is defined
as the self-serving behaviour demonstrated by employees. Politics can be used by staff members
to enhance ability to achieve goals (Balwant, 2018). Thus a good politics can even appreciate
talent and can motivate to perform better but negative politics can make employees
uncomfortable. With adverse impact on performance, high turnover cost and increased
absenteeism from workplace are key outcomes of bad politics which may hinder the achievement
of goals.
Impact of power:
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