Analysis of Organizational Behavior Studies

This assignment requires a comprehensive analysis of various studies related to organizational behavior, including topics such as leadership, teamwork, employee voice, negotiation, and social comparison. The provided sources cover a range of research paradigms, from meta-analyses to empirical studies, offering valuable insights for improving workplace dynamics. By examining these studies, one can gain a deeper understanding of the psychological underpinnings of effective teamwork, leadership, and employee engagement, ultimately leading to more productive and harmonious work environments.

ORGANISATIONAL
BEHAVIOUR

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 The influence of culture, politics and power on the behaviour of others .............................1
TASK 2............................................................................................................................................3
P2 Behaviour of employees through the effective application of motivational theories............3
TASK 3 ...........................................................................................................................................6
P3 An effective team as opposed to ineffective team.................................................................6
TASK 4............................................................................................................................................9
P4 Concepts and philosophies of organisational behaviour within an organisation. .................9
CONCLUSION..............................................................................................................................11
REFERENCES .............................................................................................................................12

INTRODUCTION
Organisation behaviour describes the knowledge of the behaviour of an individual within
the organisation. It includes the policies and regulations which an employee is require to follow
for a proper organisational culture. People work in collaboration and cooperate with other
subordinates to give good results on a regular basis. This report is based on the company 4com
plc, is a small company founded in 1999 with telecommunication system , software and
hardware, including its new screen touch handsets and shows the influence of culture, politics
and power on the behaviour of others and describes the methods to encourage individuals and
teams to achieve a goals. Difference between effective and ineffective team is also described
along with group development theories.
TASK 1
P1 The influence of culture, politics and power on the behaviour of others
Organisational culture
Organisational culture refers to the values and behaviour which gives an effective
working condition to the employees within the workplace. Organisation has their own
procedures and laws which are suited to the actual customer requirements and lead to the
increase in the productivity of the firm (Al-Zu’bi, 2012). A good working condition helps the
employees to motivate them and encourage them to achieve the targets of the organisation and
also help in improving the performances. With reference to 4com Plc, they should build an
effective working condition in order to increase the productivity of the firm and to achieve their
goals efficiently.
Charles Handy Model of organisation culture
This model was proposed by Charles Handy, and lead to establish effective
organisational culture. It involves several factors such as role task, person, power which are
discussed below.
Power culture: It is described as a factor in which the entire company can be controlled
by monitoring operations and people (Ali, 2010). Authority lies in the hand of a single person
who can pass order to other members within the organisation and give a positive response to the
events happening in the organisation and monitor them to achieve the profits of the business and
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this environment can be termed as power culture. In case of 4com Plc, manager can utilise the
power culture to complete the task on time and fulfil the needs and wants of the customers.
Role Culture: The role culture refers to providing the right duties to the employees of
the organisation which lead to effective achievement of the goals. It involves the process of
distributing the tasks to the employees on the basis of the skills they are excel in. Here in 4com
plc, manager organises role culture and give targets to the employees which encourage the
employees to increase their productivity (Ayyagari, Grover and Purvis, 2016).
Task culture: In this overall efforts of the employees will lead to achievement of a
specific task properly. It is helpful in achieving different targets by increasing the customer rates
and the quality of product. The manager of the 4com plc, is required to build teams for
performing different tasks in a appropriate manner.
Person culture: This culture states that person will give himself the priority first than to
the organisation. It shows the negativity within the organisation as the people are concerned
about themselves and not the organisation which creates issues in the organisation. In 4com plc,
this culture needs to be eliminated because it will result into loss.
Organisational politics: This can be described as the negative behaviour of an employee
within the company since the chairperson becomes partial to the subordinates and provide
opportunities to only selected members. The human resource manager of 4com plc, should
implement strict and adherence policies and rules to resolve politics within the organisation and
maintain a healthy environment and reduction in the turnover. The effects of politics on the
organisation is discussed:
Reduce productivity: A political environment demoralised the staff members of the
organisation which show impact on the performance level of the employees and thus lead to
decrease in the productivity of the firm as well as the employees (Baum, Frese and Baron, 2014).
The head of the department must put efforts and takes initiative to avoid and resolve the politics
issue within the organisation which will help them to increase the productivity and profits of the
firm.
Decrease cooperation: Politics creates a sense of jealousy among the employees and
deference about other employees which reduces their coordination in the company. In 4com plc,
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the manager should motivate the employees to build a friendly environment within the
organisation so that they can work with peace and harmony which will lead to increasing profits
and productivity of the firm.
Power
It is an ability of influence other people. It is the concept of need. It refers to the capacity
affect any one behaviour by using of abilities. It is an exchange relationship that occurs between
an employees and employer within the organisation. Power is for influencing someone’s
thoughts, behaviour and feeling. There are various types of power which used by 4ComPlc for
the organisation growth.
Reward Power
It is based on the performance of the employees. In the organisation when an employee
perform better the head of the organisation rewarded him by salary increases, bonus and
promotion.
Coercive power
It is totally opposite of the reward power. When an employees do something wrong and
not achieve its target on time this power is used by the head of the organisation for punish him
(Al-Zu’bi, 2012).In 4com plc, this power is used by the company to punish the employees when
faund fraudulent and indulged in malpractices.
Legitimate Power
It is based on agreement and mutual understandings. The agent and the target agree that
the agent has the right to influence the employees for their work and goals. In 4com plc, this
power is used to motivate the employees to achieve the organisational as well group goals.
Referent power
Under this power the individual has the capacity to influence others and create trust
within them. In 4com plc, this power is used to build trust among the employees and to the value
the individual.
Expert power
It is personal kind of power which is higher quality and easily available. It is specific and
skills can be enhanced time for achieving targets. In 4com plc, this power is used to have experts
while working . They refer to experts or skilled person for a particular tasks under this power.
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TASK 2
P2 Behaviour of employees through the effective application of motivational theories
Motivation is the process by which an individual's morale is boosted which encourage
them to achieve companies as well as individual's goal. It results From the connection of
conscious as well as unconscious factors which are : urge of need, incentives and expectations of
the individual. It also includes a person's desire to accomplish the company's targets and has two
elements human behaviour and organisation behaviour (Coccia and Rolfo, 2013). Major types of
motivational theories includes Process theory and Content theory.
Process Theory
This theory determines the methods to encourage the staff members of the organisation. It
focuses on the method of happening of motivation and deals with the motivational process.
Goal Setting theory
This theory focuses on setting a target for the employees of the organisation. It assures
that the performance level of the employees increases while achieving the goals. Feedbacks are
given after achieving the target so that the employees can improve their performance as per the
requirements. In the company, 4com plc, if the employees are given targets to achieve they will
work with a goal and will concentrate to achieve those targets. It increases the focusing skills of
the staff members which eventually lead to effective and efficient achievement of the individual's
goals as well as organisational and group goals. When a person gets the feedback for the work
performed, it will help in measuring his performance and areas where they are lacking. It will
also encourage them to increase their morale which will result in higher productivity of the firm
(DeChurch and Mesmer-Magnus, 2012). Goal Setting theory includes five principles which are:
Challenge, Clarity, Feedback, Task complexity and Commitment.
 Challenge: A person is being encouraged if they are given challenges while working.
This theory states that when the difficulty level of the gaol increases, the performance
level of the person also increases and also energises the employees to work harder to
achieve those goals. In the company the employees are being challenged for achieving
the objectives of the company which energises them and they work passionately for
performing the tasks. Motivated employees leads to successful achievement of the
goals.
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 Clarity: A clear goal is the target which is measurable. Clarity of gaols means having the
full knowledge about the goal which includes the strategy, method and results of the
goals (Haslam and et. al., 2014). Employees in 4com plc, must have clarity of their
goals which they need to achieve so that there is no confusion or misunderstanding
regarding the achievement of the goal. Having clarity about the goal will help them to
choose the right strategy and they will follow a proper plan to achieve the target.
 Feedback: It is a process of improving the errors before the goals is being achieved.
Feedbacks results in the performance improvement of the employee. In 4com plc,
feedbacks help the employees to rectify their errors and to learn from their mistakes
while achieving the targets. It also helps the employees in improving and increasing
their performance level.
 Task Complexity: When the employees are being challenged for a specific task, it might
result in the complexity of that tasks. Complexity of tasks can be avoided if makes a
plan and work according to that plan. Employees in 4com plc follows this principle to
reduce the stress of the employees.
Content theory
It states that the needs of the human changes with the time. This theory can also be
termed as a need theory as it is related to the needs of the employees. Here the needs of the
people are being determined and connected with motivation to full fill these needs. And focuses
on the internal factors which is related to an individual's action (Hershcovis, 2013). Content
theory includes Maslow's theory.
Maslow's theory: This theory starts from lower to higher and states that the person should
meet his basic needs first than proceeds for the next level needs. Maslow's theory includes five
types of needs which are:
 Physiological Needs: These are the basic requires of a person which includes food,
shelter and clothing. Employees of 4com plc, are given compensation, casual leaves and
rest leaves and wages so that they can fulfil their financial need as well.
 Safety needs: Safety needs assures that the employees are given a safe and healthy work
environment as well as security of the job. In context to 4com plc, if the employees the
safety needs of the employees are being fulfilled than they will work dedicatedly with the
company and it will also boost their morale.
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 Social Needs: theses need includes the need for love, affection and belongingness to
someone If the employees of 4com plc, will get a friendly environment and affection by
their subordinates then they will have a peaceful state of mind which will help them to
work with harmony and peacefully within the organisation (Huang and Bond, 2012).
 Esteem Needs: Esteem need is the need for attention, reputation and self-respect. When
the employees of 4com plc, are given promotion and recognition within the organisation
it will encourage them and hence it will result in higher productivity of the firm.
 Self-Actualization Needs: It is the needs which are acquire personally from within by an
individual like trust, wisdom and justice. In 4com plc, if the employees have trust and
wisdom they will be loyal to the company and will resist in the company for a longer
duration which will also help low cost turnover.
Motivational Techniques
Motivational techniques are the strategies used for encouraging the employees which lead
to successful achievements of the individual's and organisational goals. Here, in 4com plc,
employees are encouraged by providing them with rewards, incentives, compensation, career
development opportunities, harmonious and healthy work environment and organising programs
for appreciation of the employees (Judge and Kammeyer‐Mueller, 2012). These help the
employee to boost their morale and improve their perforce level which lead to increase in profits
of the firm.
TASK 3
P3 An effective team as opposed to ineffective team
Effective Team: It includes a group of people which have a clear purpose of goals,
willingness of participation, active listeners, share leadership qualities, are clear with their roles
and assignment of work, and more.
Ineffective Team: It includes a group of people which has lack of agreed objectives and
creates an stressful working environment. They do not have decision making qualities and
decision making is done through voting (Koenig and et. al., 2011).
On the basis of above definition the following differences between effective and
ineffective team is being evaluated:
BASIS Effective Team Ineffective Team
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Underlying Goals Tasks are being understood
and agreed by the members of
effective teams.
Members in the team
are not cleared with the
objective or goals.
Member Contribution Effective participation by each
and every individual
A few people
participate while other
give opinions which are
not relevant to the
topic.
Listening Ideas and opinions are being
heard and obeyed.
Ideas are ignored and
members do not listen
to each other.
Conflict resolution Members try to avoid conflicts
.
Conflicts are being
resolved through voting
system.
Decision Making Every one agreed to the
decision which is reached by a
form of agreement.
Actions are taken
before the issues is
being analysed or
rectified.
Leadership They do not have a dominating
leader and it is not necessary
to regularly report the
chairperson.
They have the leader
who holds a high
position in the firm
though he must be
weak. Leadership is
with the chairperson of
the group.
Self Evaluation The members understands the
tasks which increases its
efficiency and it is conscious
of its own operations.
They try to avoid any
discussion for their
improvisation.
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Division of labour Creation of clear assignments
are done and agreed upon by
all the members of the groups
and the tasks is being divided
among them.
Action on decision are
not clear and members
are not aware about
their goals.
Group Development
Group development means to create a group of people and direct their actions in
achieving the goals and objectives of the individual as well as organisation. The members in the
group are dependent on each other and therefore the performance of an individual will affect the
performance of the whole group (Kulik and Olekalns, 2012). A model was proposed by Bruce
Tuckman, for group development which includes the five stages which are forming, storming,
norming, performing and adjourning which are discussed below.
Stage1 Forming: It is the first stage of group development. Here, employees get to know
each other, accept agreements and set goals for team and as well as individual's. They get
familiar with their job roles and designation. With context of 4com plc, Under this process of
development, employees are being introduced with each other so get familiar with the
organisation and employees of the organisation.
Stage2 Storming: Next step of group development is storming, where issues of the
employees are being heard, discussed and sorted out. There are chances of conflicts as people do
not have a same thought process and they try to build faith in each other and make perception
about each other. Here, in 4com plc, in this stage employees get aware about each other’s quality
and way of working while working in a team. They have a harmonious environment as the issues
of employees are being sorted out under this stage (Lee, Kim and Kim, 2013).
Stage3 Norming: In this stage of the group development, employees understand their
roles and responsibilities. They show willingness to accomplish the goals of the company. In
4com plc, employees create teams to achieve the organisational goals and build a strong
connection between the employees which encourage them to work with enthusiasm.
Stage4 Performing: After going through all the above stages, employees morale is being
boosted and they work dedicated to achieve goals and take their own decision without getting
directions from their team leader. Here in 4com plc, the employees becomes independent and
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takes their own decisions without the interference of the leader which encourage them to
effectively achieve the group goals.
Stage 5 Adjourning: It is the last stage of development in which the dissolution of the
group takes place after achievement of the goal. Here in 4com plc, when the a particular task is
achieved the team members goes their respective departments but the leader assures that they can
celebrate the success of the project.
TASK 4
P4 Concepts and philosophies of organisational behaviour within an organisation.
Concept of organisational behaviour
Organisational behaviour is the method of studying the interaction of an individual within
the organisation and helps in increasing the profit and productivity of the company. It includes
two terms with it that is the organisation and behaviour (Ng and Feldman, 2012). The two
fundamental components of it are : the nature of the man and the nature of the organisation. A
person joins the organisation with personal set of unique qualities, past experiences from
previous organisations and a personal background. Organisational behaviour has two stages
within it: At the first stage organisational behaviour must analyse the unique characteristics
which an individual to do the work in the organisation. The second stage is to do evaluation of
the interaction of the individual from the broader organisation. Therefore, the organisational
behaviour includes complexity in its field and influence the entire group of human factor within
the workplace which also tell the pros and cons of such behaviour. It offers both challenges and
opportunities for managers. Managers analyse their differences and try to rectify the errors that
are required to change while managing. Moreover , it will help in increasing the productivity of
the firm as well as the employee and direct managers in making a healthy working environment
conditions. Key elements of organisational behaviour are people, structure, technology and
environment. The foundation of organisation behaviour includes: Individual differences, whole
person,caused behaviour, human dignity, organisations as social system, Mutuality of interest,
holistic concept and need for management and is beneficial for the individuals, groups of
individuals and organisation as whole (Olson, Herman and Zanna, 2014).
Philosophy of organisational behaviour
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The philosophy in organisation behaviour guides the behaviour of an employee across the
organisation. Organisation with higher productivity and large market share becomes successful
because of the usage of organisational philosophy by the employees to guide and direct their
decisions and daily actions. Philosophy of organisational behaviour can be elaborated with the
help of Path-Goal leadership theory.
Path Goal Theory
Path goal is related with the contingency approach and was developed by Martin Evans
and Robert House. It states that the leaders must take the responsibility for giving followers with
knowledge about the goals, encouraging and motivating them to achieve the target and provide
them with the resources needed by them to complete the tasks or goals. Under this theory
Leaders behaviours, environmental characteristics and subordinates personal characteristics
together gives the motivation for the employees to perform within the organisation. Leader
behaviours includes various styles of leadership which are: Directive, Supportive, Participative
and Achievement Oriented (Owings and Kaplan, 2012). Whereas subordinates' personal
characteristics include : perceived ability, locus of control and Environmental Characteristics
include task structure and work group.
Various styles which are and can be used by the leader under different situations are:
 Directive Leadership
Under this style, the leader tell his colleagues what is expected of them, guides them and
provides direction and plan the work according to their expectation. It is suitable for stressful
tasks when they are laid down properly.
 Supportive Leadership
Leaders under this style concentrates on the welfare of the people and equality among the
members of the organisation. The person is friendly and approachable. It is suitable for
structured tasks. In 4 com plc , this style is being used to spread equality among the employees.
 Participative Leadership
A leader under this style always takes the opinions of his subordinates and allows participation
of the employees in the decision making process. It slows down the decision making system and
production and performance of the employees. In 4com plc, this style makes sures that the
employees participate in the decision making process of the company.
 Achievement Oriented Leadership
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A leader who is highly focused towards the achievement of the challenging goals and
objectives encourages the subordinates and expects them to increase their performance level. It
used to motivate the employees and maintaining their high performance level within the
organisation. In 4com plc, these leaders help the employees to boost their morale and increases
their efficiency in successful achievement of the goals
The determination of the style depends upon the two variables of the situation which is been
analysed by the theory which are subordinates characteristics and environmental characteristics
( Paillé and Grima, 2011).
CONCLUSION
From the above report, it can be concluded that the organisational behaviour is the basic
tool for any organisation and is concerned with the knowledge and monitoring of behaviour of
the human resource within the workplace. It includes the influence of organisational culture,
politics and power on individual and team behaviour and performance of 4com plc. It also
involves the content and process theories of motivation which lead to successful achievement of
the company’s objectives and differences between is also mentioned. At last , the concept of
organisational behaviour within Whirlpool is elaborated.
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REFERENCES
Books and journals
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Ayyagari, R., Grover, V. and Purvis, R., 2016. Technostress: technological antecedents and
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Baum, J. R., Frese, M. and Baron, R. A. eds., 2014. The psychology of entrepreneurship.
Psychology Press.
Coccia, M. and Rolfo, S., 2013. Human resource management and organizational behavior of
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pp.256-268.
DeChurch, L. A. and Mesmer-Magnus, J.R., 2012. The cognitive underpinnings of effective
teamwork: a meta-analysis.
Haslam, S. A. and et.al., 2014. Social identity at work: Developing theory for organizational
practice. Psychology Press.
Hershcovis, M. S., 2013. “Incivility, social undermining, bullying… oh my!”: A call to reconcile
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Huang, X. and Bond, M. H. Eds., 2012. Handbook of Chinese organizational behavior:
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Judge, T. A. and Kammeyer‐Mueller, J.D., 2012. General and specific measures in
organizational behavior research: Considerations, examples, and recommendations for
researchers. Journal of Organizational Behavior. 33(2). pp.161-174.
Koenig, A. M. and et. al., 2011. Are leader stereotypes masculine? A meta-analysis of three
research paradigms.
Kulik, C. T. and Olekalns, M., 2012. Negotiating the gender divide: Lessons from the
negotiation and organizational behavior literatures. Journal of Management. 38(4).
pp.1387-1415.
Lee, U. H., Kim, H. K. and Kim, Y. H., 2013. Determinants of organizational citizenship
behavior and its outcomes. Global Business and Management Research. 5(1). p.54.
Ng, T. W. and Feldman, D. C., 2012. Employee voice behavior: A meta‐analytic test of the
conservation of resources framework. Journal of Organizational Behavior. 33(2).
pp.216-234.
Olson, J. M., Herman, C. P. and Zanna, M. P., 2014. Relative deprivation and social
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Paillé, P. and Grima, F., 2011. Citizenship and withdrawal in the workplace: Relationship
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Online
Hierarchy of Needs, 2018. [Online]. Available through:
<https://www.psychologytoday.com/us/blog/hide-and-seek/201205/our-hierarchy-
needs>
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