Organisational Behaviour: Influence of Culture, Politics and Power on Individual and Team Performance

Organisational
Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................1
PART 1............................................................................................................................................1
TASK 1............................................................................................................................................1
Analyse how an organisation’s culture, politics and power influence individual and team
behaviour and performance.........................................................................................................1
TASK 2............................................................................................................................................4
Critically analyse in what way does the content and the process theory of motivation are
affecting the organisational performance which support in achieving the organisational goals.
.....................................................................................................................................................4
TASK 3............................................................................................................................................5
Explain what makes an effective team as opposed to an ineffective team.................................5
TASK 4............................................................................................................................................7
Concepts and philosophies of organisational behaviour within organisational context.............7
CONCLUSION................................................................................................................................8
REFERENCES..............................................................................................................................10

INTRODUCTION
Organizational behavior can be defined as the study of the interaction between employers
and employees in a company. This is a very important concept used by many companies to
manage a company. So, as a leader who works together with his colleagues, he takes care of
them in the process of solving problems related to their work. This report was developed on the
basis of the 4Com PLC which is in Christchurch, UK. Providing communication services for
companies with a large number of clients (Paulus and Kenworthy, 2018). They often offer
multiple activities such as fast, connection management, and financial system and systems
management In the culture, power and political influence on the behavior of the individual and
team that are reflected in this report. In addition, there are various ideas, motivate is a process in
which content will be closed, and it will provide explanations of how this approach can help in
achieving the goals and objectives of the organization.
PART 1
TASK 1
Analyse how an organisation’s culture, politics and power influence individual and team
behaviour and performance.
In culture, power and politics are the three most important factors in an organization.
Culture is nothing but a part of nature in which people act in accordance with their roles and
responsibilities. There should be something friendly and healthy here, so that there is no feeling
of tension in the neck when working.
Importance of cultural awanrness-
4Com Plc have developed their own culture alike every organisation. They are focused on
the goals and objectives of maintaining a strong market position. Leaders, employers and
stakeholders behave with dignity (Omar, Jayasingam and Bakar, 2019). They usually have
resolved problems organizing their activities in collaboration with their members. This builds
confidence and trust between team members because they can be more loyal to the task and
develop new strategies to achieve a specific task. Therefore, it can say that this is a culture,
which is a very good result, given that the group members are strengthened by accepting culture
for themselves.
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This is a portable device that you can see in the human resources department of 4com plc.
According to this model, there are different types of culture i, as well as the impact of
personal and global behavior and productivity, which will be described in the following
table:
The power culture:
In this type of culture, power and control over it is limited to a few hands. In other words,
this is centralised system. Decisions must be made because there are very few people who will
be involved in the decision-making process. In the context that 4com plc shares believe that if
power is in the hands of workers, it is also often limited. For an employer, these rules were
designed based on their own needs and take into account the feelings and opinions of team
members and colleagues.
Person culture
At the same time, the organization is located at the back of exercising any rights and
obligations of the employee and so must be strong, after all (Liu and et. al., 2019). By culture,
everyone should go to the official web page for financial gain, but this was not in their duties. In
this case 4com plc, there is evidence that managers need to provide benefits to their employees in
order to increase their efficiency and productivity.
Task Culture:
Companies that set up teams to achieve their goals and solve the most pressing problems.
4Com must comply for their performance, ethics, and strengths in their work, as it has proven to
be two-way. Team members are promoted when they learn that the evaluator is working on the
basis of knowledge and experience, without looking the other way.
Role culture
In this approach the roles of all employees should be defined based on their
qualifications, experience, qualifications, skills and achievements (Lin and et. al., 2020). The
employer must use the same criteria for job designation. In addition, the skills of the workforce
must be used effectively.
4Com Plc must follow the power and task culture in their workplace, because these are
two cultures that have proven very useful. All team members are motivated when they believe
that appraisal are based on knowledge and skills, regardless of any other criteria.
Hofstede's cultural dynamics model
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