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Organisational Behaviour of Unilever

   

Added on  2021-02-20

18 Pages5847 Words445 Views
OrganisationalBehaviour
Organisational Behaviour of Unilever_1
Table of ContentsINTRODUCTION...........................................................................................................................1TASK 1............................................................................................................................................1P1 Impact of culture, power, politics on organisation ...............................................................1TASK 2............................................................................................................................................4P2 Content and process theory of motivation ............................................................................4TASK 3............................................................................................................................................7P3 Effective and ineffective team ..............................................................................................7TASK 4 .........................................................................................................................................10P4 Concepts and philosophies of OB .......................................................................................10CONCLUSION .............................................................................................................................12REFERENCES..............................................................................................................................13
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INTRODUCTIONOrganizational behaviour refers to the way of academic study in which people act withinthe specific group. One of the main crucial goal of organisational behaviour is to determineorganisational theories and formulate better concepts for business industries. On the other side, itis a study which directly influence organisational structure and individual's behaviours withinfirm. Along with this, it helps to manage all over HRM activities within the firm by usingdifferent theories and concepts effectively. For this assignment Unilever has been selected whichwas formed in the year of 1929 by William Lever and it is headquartered in London UK. It is aBritish-Dutch transnational consumer goods organisation and providing its product around 190countries (Afsar and Badir, 2015). For better understanding of OB, this assignment consistinfluence of culture, politics and power on the behaviour of other in organisational context. Afterthis how it motivates people to achieve a goal. At last understanding of how to co-operateeffectively with other and concepts and philosophies of organisational behaviour will get coveredwithin the given business situation. TASK 1P1 Impact of culture, power, politics on organisation Organisation behaviour is field of management study which defines teams, structure andindividual influences business processes. Organisation is a place where employees integrate theirefforts so that objectives can be attained. Behaviour of individual can not be predicted and areeasily influence by different internal or external factors. Unilever is British company which dealsin consumer goods including beverages, beauty products, personal care, etc. the influence ofpower, culture and politics on Unilever teams and individual behaviour is as follows:Culture: It defines set of behaviour, values and vision which makes environment of businessand also influence behaviour of employees in manner so that organisational objectives can beattained (Appannah and Biggs, 2015). In case of Unilever, Handy's model of culture will be useto influence culture explained below: Role Culture: In this culture, staff is assigned with their roles, duties and responsibilitiesin accordance to education, knowledge, ability and experience so that they feel motivated. If1
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Unilever will adopts this culture employees will be held accountable for their own actions andperformance. Power Culture: This culture is characterised in keeping power in hands of fewindividuals at management level so that there is autocratic style of leadership. Unilever if adoptsthis culture then there will be no participation from employees in decision making.Task Culture: Teams will be formed in this culture so that project are completed andobjectives can be achieved. In context of Unilever, Manager will make teams and assignactivities so that overall productivity can be achieved and improved.Person Culture: This culture is characterised as employees feel that they are mostimportant asset of organisation and thus there is lack of motivation. If there is such culture inUnilever than its productivity will decrease and there will be wastage of resources (Bakotić,2016). The another model of culture is Hofstede distinguish dimensions which defines six differentcultures and compares them, which are as follows:Individualism Versus Collectivism (IDV):High in this degree means interpersonal skillsare high and personnel works for their individuals rewards and achievement. Low degree meansrelationships are strong and members integrate efforts for collective rewards.Indulgence Versus Restraint (IVR):Organisation those who are high in this degree worksin friendly and fun environment with balanced working life. While business being low in thisculture are more constrain to traditional working style, social norms and strict environment.Long Versus Short-Term Orientation:It shows organisation who are long oriented haveemployees that are experience, positive behaviour and modest. On the other hand short one arestrongly convicted and asserted.Masculinity Versus Femininity (MAS):High influence of male dominance in managementshows more committed to earning higher profits (Bull and et. al., 2015). Females orientedorganisation are more concentric to build relationships and enhance quality of life.Power Distance Index (PDI):High power index shows organisation that are complex,centralised and presence of gaps in authority. Weak in this means power is equally distributedand relationships are maintained. 2
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