Influence of Organisational Culture on Behaviour and Performance

Submission Front Sheet
Programme Higher National Diploma in Business
Unit Title and Number: Organisational Behaviour (Unit 12)
Unit RQF level/Code
Credit Value 15
Project Brief Code
Cohort Name Jan 19A & B
Marketing
Project Date Set
Student’s Name Student’s Registration
Number
Submission Date Distribution Date
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Is this a First Submission or Second Submission ?
Word Count (max.5000)
Turnitin Score
Table of Contents
INTRODUCTION...........................................................................................................................3
............................................................................................................................................................
Influence of organisation's culture, politics and power influence individual and team
behaviour and performance.........................................................................................................4
Learner’s statement of authenticity
I certify that the work submitted for this project is my own. Where the work of others has been used to
support my work then credit has been acknowledged. I have identified and acknowledged all sources used
in this project and have referenced according to the Harvard referencing system. I have read and
understood the Plagiarism and Collusion section provided with the project brief and understood the
consequences of plagiarising.
Signature Date: 16/05/2020
4638
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Content and Process theories of motivation for achieving goals and objectives.......................7
Effective team vs. ineffective team:..........................................................................................9
Concept and philosophies of organisational behaviour applied within given situation ..........11
CONCLUSION..............................................................................................................................13
REFERENCES..............................................................................................................................14

INTRODUCTION
Organisational behaviour refers to study of human behaviour in working environment.
Organisational behaviour includes analysis of internal and external factors which have an effect
on productivity of employees (Alleyne, 2016). A number of factors affect organisational
behaviour like environment, technology and people. Present case study is conducted on H & M
which stands for Hennes & Mauritz AB. It is a Sweden based multinational clothing company. It
has a wide range of clothing for men, women and children. The following report discusses
influence of organisational culture on employees and team. It includes different motivational
techniques and theories, and their application on H & M. Concepts of effective and ineffective
team are also explained in this report.
Influence of organisation's culture, politics and power influence individual and team behaviour
and performance
Behaviour and performance are different in each personality and it depicts the traits of
particular individual. In organisation, they reflect both positive as well as negative impact on
workforce and environment (Alvesson and Spicer, 2016) . A strong relationship and trust is build
when behaviour as well as performance are managed properly by entities. H&M is diversified
entity, so it has a greater impact on its behaviour as well as performance. Firm culture, politics
and power affect behaviour and performance at deep level which are stated below-
Organisation culture- Culture is crucial for every human being. Organisation culture
refers to beliefs, values and morals which depict how to behave in working environment. Culture
are different in traits from another organisation. It comprises of expectations and philosophy
which are to be followed within the firm. According to Charles Handy theory different types of
culture are adopted by organisation according to their work environment. Types of culture such
as power, task, person and role which are discussed below-
Positive effect- Employees works with more effort and positive mind when optimistic work
environment is present.
Negative effect- If organisation culture is not positive than it might demotivates the morale of
subordinates.
Power culture- Power culture refers to when distribution of power and authority has few
owners. This type of culture reflects strictness and discipline in entities. In this, subordinates did

not enjoy freedom of expression; cannot express their ideas and decisions or thoughts within the
group as well as firm. Power culture is beneficial where there is a need of control amongst the
organisation. H&M did not use this power as employees are well organised towards their work.
Positive impact- This culture gives self-confidence to subordinates to work with more
responsibility and difficult situation.
Negative impact- Wrong use of power causes disputes and problems between the work
environments.
Task Culture- According to Handy theory task culture refers to when firm gives task to
complete within the specified time. In this culture, employee get motivated and their morale
increases. It is considered as most flexible culture because subordinates enjoy freedom of
expression. In relevance with H&M, Subordinates get task on daily and monthly basis depending
upon employee capability and skills. This task culture depicts positive workforce.
Person Culture- Person culture refers to in which distribution of power lies in hands of
particular individual or subordinates and they have a perception that they are most crucial asset
of the company. This has a negative impact on organisation overall growth and development
process. This culture includes conflicts and negative thoughts amongst the management and
employees. In context to H&M, there are some employees in company who have this power, but
they know their line in that power so, this reduces conflicts in firm.
Positive- Individual becomes more responsible towards their work and roles.
Negative- Subordinates start develop negative attitude and try to increase their importance in
forcefully.
Role Culture- In this types of culture, power is distributed on basis of position access by
subordinates. This culture works in hierarchical form and formal structure. In this, power is
derived on basis on position and is managed and controlled by rules as well as regulations within
the firm. So, H&M focus on this role culture in positive and flexible way. Thus, in entity no one
can misuse this power according to their own needs. A proper observation is carried out when
distribution of power in organisation is needed.
Positive- Team and individual are able to analyse their work progress and performance level.
Negative- Employees develop negative thinking about the peers and superiors.
Importance of cultural differences awareness