Organizational Behaviour

Organizational Behaviour

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
Part-I................................................................................................................................................3
Organisation culture, politics and power and its influence on individual and team behaviour
and performance..........................................................................................................................3
PART-II...........................................................................................................................................6
Effective team different from ineffective team...........................................................................6
Concepts and philosophies of organisational behaviour within organisational context..............8
CONCLUSION..............................................................................................................................10
REFERENCES................................................................................................................................1

INTRODUCTION
Organisational Behaviour is the study in the organisation of human behaviour of
both individual or group performance. The study includes human behaviour and its impact on
performance, motivation, communication etc. It shows organisation-people relationship. Also
focus on building relationships through organisational behaviour, social behaviour and human
behaviour. Richer sounds are founded by Julian Richer in 1978 opened his first store on London
Bridge. It is a retailer company dealing in home entertainment like home cinema systems, TV etc
having 52 stores nationwide and online. This report will discuss about organisation’s culture,
politics and power and how they influence team and individual behaviour. Further it will
evaluate content and process theories of motivation and its techniques and enable effective
achievements of goals and state that how effective team is different from ineffective team. The
study will also apply concepts and philosophies of organisational behaviour in organisational
context and give business situation.
Part-I
Organisation culture, politics and power and its influence on individual and team behaviour and
performance.
Organisation culture-
It means behaviour of individual within the organisation. It includes beliefs,
values, assumptions etc. There are four types of culture which are-
Power culture- It means power lies within few people in the organisation, which are also
considered the important people in organisation. Rules and regulations are limited in Richer
sounds. Decision making is done by those who is having power with them. Individual
performance is only considered, ignoring how things are done by them. Mainly quick decision-
making is there without bothering that those decisions are best for long run or not. Team
members should follow what superior says without asking about their opinions. In such culture
managers sometimes become partial with someone because managers have special privileges
here and have the right to delegate responsibilities to others.

Task culture- In this, teams is form in the organisation to achieve specific task or projects. Task
culture is very important power can shift depending on the project and team members, so power
remain with that individual who is having expertise. Single person will not take decisions in
Richer sounds. Different teams may have different objectives (Griffin and et.al., 2020). Here
individuals also share their ideas and opinions and specializations can be acquired. Normally
four to five members are there in a team. Equal contribution is there by the team members to
accomplish task efficiently and effectively. Dynamic team will carry task culture effectively.
Person culture- In person culture employees get more importance than the organisation.
Individual feels that they are superior as compare to organisation. It is just the collection of
individuals which work for the same organisation. Here individuals are self-centred,
concentrating on their goals only and not on organisation goals. In this type of culture generally
organisation suffers. Team goals are also not achieved because every individual is focused on
themselves. Employees are not attached to the organisation and comes to the office only for
money rather organisation should be on first over everything should come later (Chumg and
et.al., 2016).
Role culture- It is a culture in which individual get roles and responsibilities based on interest,
specializations, educational qualifications, calibre etc so that he can give best results. In Richer
sounds employee will see what they can do to serve best to the organisation and accepts every
challenge. Individual is responsible for their work and ownership of that work is given to them.
Here power is associated with the responsibility. Authority is delegated by the superiors. Team
goals can suffer because decision-making is slow and organisation takes less risk. Following
hierarchy chain. Power comes with the position, sometimes it lacks expert power.
Organisational Power- Organisational power is that ability where superior or managers gives
tasks to the subordinates and make sure that task is done. Two forms of power are-
1. Positional Power which includes-
Legitimate power- This power can be unstable and unpredictable. Generally, CEO and higher
authority have this power. If the position is lost by any individual than this power disappears
from them because here power comes with the position (Kitchin, 2017). Employee’s views and
opinions are not entertained. In the team’s subordinates should follow the team leader without