Organisational Behaviour: Power, Culture, Politics, Motivation Theories and Techniques

Organisational
behaviour

Table of Contents
INTRODUCTION ..........................................................................................................................3
MAIN BODY...................................................................................................................................4
LO1..................................................................................................................................................4
P1 The ways in which organisation's power, culture and politics influence individual and team
behaviour................................................................................................................................4
M1 Critical evaluation of different ways in which power, culture and politics effect employee
and team behaviour.................................................................................................................7
LO2................................................................................................................................................10
P2 Theories of motivation and techniques are implemented in an organisation to achieve
organisational objectives and goals......................................................................................10
M2 A brief evaluation of the way in which behaviour of employees is affected by different
motivational theories............................................................................................................12
LO3................................................................................................................................................13
P3 The reasons behind the formation of an effective team..................................................13
M3 Team and group development theories to develop corporation between team members15
LO4 ...............................................................................................................................................17
P5 Application of concepts and philosophies of organisational behaviour in a specific
business situation..................................................................................................................17
M4 How different concepts and philosophies impact on team behaviour...........................19
CONCLUSION .............................................................................................................................20
REFERENCES..............................................................................................................................21

INTRODUCTION
The organisational behaviour is considered as a major function of every organisation
which defines attitude of a whole company towards business functions. In other words it is
considered as the response of employees and team members towards a particular business
activity (Alkhadher, 2020). It is the major responsibility of an organisation to develop positive
organisational behaviour towards a specific task or activity. In this report there is a brief analysis
conducted on the way in which a company's culture, politics and power influence behaviour and
attitude of different employees and teams. This report contains various theories of motivation
and its techniques in order to achieve various organisational goals and objectives. In this report
the way in which an organisation can make a team effective as opposed to ineffective team. This
report also contains various concepts and philosophies of organisational behaviour for a
particular organisational situation. In this report example of British Airways is taken into
consideration for better understanding organisational behaviour. The British Airways is a great
airline company of Britain which was founded in the year 1974 and is headquartered at
Harmonds worth, United Kingdom.
Illustration 1: British Airways, 2021

MAIN BODY
LO1
P1 The ways in which organisation's power, culture and politics influence individual and team
behaviour
Level of culture
The cultural level is considered as amount of culture which is associated in an
organisation by the presence of different employees from different sections of society. It is the
major responsibility of management to maintain precise culture in the organisation (Alleyne,
2016). The level of culture in an organisation is the intensity which is created by different
employees who belong to different sections of the society. Business organisations try to maintain
precise culture in the British airways to develop a deep understanding nature of different
employees.
Cultural web
In the functioning of British Airways cultural web is used to map culture which is
existing in an organisation. The culture web can be also used to map for future culture related
goals and objectives. This model was developed in 1992 by two famous scholars named Gerry
Johnson and Kevan Scholes in 1992. In order to develop different assumptions and practices
cultural web play an important role in a company. It helps in merging appropriate elements with
Illustration 2: Elements of cultural web

each other in a systematic manner and also helps strategic management to develop precise
business strategy.
Handy's model of culture
This model of culture was majorly developed in 1932 in Ireland in order to develop a
systematic culture in the organisation. The Charles Handy has developed four types of cultures
which are explained below:
 Power culture- In this type of culture the power to take different decisions related to a
business are taken by only a few people who are present in the organisation. The other
employees of a business gets biased by this practice.
 Task culture- In recent times many global and international companies follow task
culture to perform major marketing operations. Task culture is mainly based on
achievement of a common goal which is achieved by team members. The task culture is
majorly based upon group work which is essential in development of a business.
 Person culture- This type of culture in British airways is adopted where the culture is
person or a personality specific (Ambulkar, 2016). It is major responsibility of
management of a company to develop different roles and responsibilities which are
essential in group goals.
 Role culture- In role culture an employee is allocated with different roles and
responsibilities in a company according to the eligibility and qualification of the person.
Hofstede 6 dimensions of culture
In development of cultural practices in an organisation Hofstede's six dimensions culture
play a key role. It consists of different dimensions of culture which are beneficial in increasing
cultural competence of an organisation. The main elements of Hofstede's six dimensions of
culture in context of British airways are explained below:
 Power Distance Index (high versus low)- This is the initial dimension of culture in a
business entity which includes the level of inequality that is present in an organ. It is a
type of index which is followed by many organisations and a high level in the index
indicates that the unequal practices are performed in a business and vice-versa.
 Individualism Versus Collectivism- In the practice of culture this dimension is
considered as the strength of bond or relationship which exists between people.

 Masculinity Versus Femininity- In this practice of culture the difference between male
and female employees by the organisation is covered.
 Uncertainty Avoidance Index (high versus low)- This index is dedicated to provide
results by the organisation on the basis of level which is developed by an organisation to
cope up with anxiety.
 Long- Versus Short-Term Orientation- This approach is majorly describing various
orientation on the basis of place of conducting different operations.
 Indulgence Versus Restraint- In the cultural practices this dimension is considered as
final dimension which tendency of employees to enjoy and sincere work are measured.
Iceberg principal in culture
In 1976, the culture of a company is very much related to a physical iceberg in order to
define different cultural values in a business. According to Edward T hall there are two different
components of culture (Cheng, 2016). It states that only 10% culture that is present in the macro
surroundings is visible to the management. The 90% of culture which is present in the
organisation is considered as deep culture and is not visible to the management. It is the ethical
responsibility of management of an organisation to analyse deep culture and develop a precise
business strategy.
M1 Critical evaluation of different ways in which power, culture and politics effect employee
and team behaviour
Organisational power
The organisational power is considered as a major organisational capability of a company
to deal with different consequences of business development. A company functions at the
marketplace with specific power which majorly define ability of the company to deal with
several consequences of employee handling.
Power politics
The power politics is a negative side of culture which is majorly practised in all
organisations. It is the major responsibility of management to stop power politics in the
organisation in order to develop best cultural practices in the company. British Airways try to
develop a policy which is related to prohibit power politics in the company to achieve major
business goals.

Organisational
behaviour

Table of Contents
INTRODUCTION ..........................................................................................................................3
MAIN BODY...................................................................................................................................4
LO1..................................................................................................................................................4
P1 The ways in which organisation's power, culture and politics influence individual and team
behaviour................................................................................................................................4
M1 Critical evaluation of different ways in which power, culture and politics effect employee
and team behaviour.................................................................................................................7
LO2................................................................................................................................................10
P2 Theories of motivation and techniques are implemented in an organisation to achieve
organisational objectives and goals......................................................................................10
M2 A brief evaluation of the way in which behaviour of employees is affected by different
motivational theories............................................................................................................12
LO3................................................................................................................................................13
P3 The reasons behind the formation of an effective team..................................................13
M3 Team and group development theories to develop corporation between team members15
LO4 ...............................................................................................................................................17
P5 Application of concepts and philosophies of organisational behaviour in a specific
business situation..................................................................................................................17
M4 How different concepts and philosophies impact on team behaviour...........................19
CONCLUSION .............................................................................................................................20
REFERENCES..............................................................................................................................21

INTRODUCTION
The organisational behaviour is considered as a major function of every organisation
which defines attitude of a whole company towards business functions. In other words it is
considered as the response of employees and team members towards a particular business
activity (Alkhadher, 2020). It is the major responsibility of an organisation to develop positive
organisational behaviour towards a specific task or activity. In this report there is a brief analysis
conducted on the way in which a company's culture, politics and power influence behaviour and
attitude of different employees and teams. This report contains various theories of motivation
and its techniques in order to achieve various organisational goals and objectives. In this report
the way in which an organisation can make a team effective as opposed to ineffective team. This
report also contains various concepts and philosophies of organisational behaviour for a
particular organisational situation. In this report example of British Airways is taken into
consideration for better understanding organisational behaviour. The British Airways is a great
airline company of Britain which was founded in the year 1974 and is headquartered at
Harmonds worth, United Kingdom.
Illustration 1: British Airways, 2021

MAIN BODY
LO1
P1 The ways in which organisation's power, culture and politics influence individual and team
behaviour
Level of culture
The cultural level is considered as amount of culture which is associated in an
organisation by the presence of different employees from different sections of society. It is the
major responsibility of management to maintain precise culture in the organisation (Alleyne,
2016). The level of culture in an organisation is the intensity which is created by different
employees who belong to different sections of the society. Business organisations try to maintain
precise culture in the British airways to develop a deep understanding nature of different
employees.
Cultural web
In the functioning of British Airways cultural web is used to map culture which is
existing in an organisation. The culture web can be also used to map for future culture related
goals and objectives. This model was developed in 1992 by two famous scholars named Gerry
Johnson and Kevan Scholes in 1992. In order to develop different assumptions and practices
cultural web play an important role in a company. It helps in merging appropriate elements with
Illustration 1: Elements of cultural web

each other in a systematic manner and also helps strategic management to develop precise
business strategy.
Handy's model of culture
This model of culture was majorly developed in 1932 in Ireland in order to develop a
systematic culture in the organisation. The Charles Handy has developed four types of cultures
which are explained below:
 Power culture- In this type of culture the power to take different decisions related to a
business are taken by only a few people who are present in the organisation. The other
employees of a business gets biased by this practice.
 Task culture- In recent times many global and international companies follow task
culture to perform major marketing operations. Task culture is mainly based on
achievement of a common goal which is achieved by team members. The task culture is
majorly based upon group work which is essential in development of a business.
 Person culture- This type of culture in British airways is adopted where the culture is
person or a personality specific (Ambulkar, 2016). It is major responsibility of
management of a company to develop different roles and responsibilities which are
essential in group goals.
 Role culture- In role culture an employee is allocated with different roles and
responsibilities in a company according to the eligibility and qualification of the person.
Hofstede 6 dimensions of culture
In development of cultural practices in an organisation Hofstede's six dimensions culture
play a key role. It consists of different dimensions of culture which are beneficial in increasing
cultural competence of an organisation. The main elements of Hofstede's six dimensions of
culture in context of British airways are explained below:
 Power Distance Index (high versus low)- This is the initial dimension of culture in a
business entity which includes the level of inequality that is present in an organ. It is a
type of index which is followed by many organisations and a high level in the index
indicates that the unequal practices are performed in a business and vice-versa.
 Individualism Versus Collectivism- In the practice of culture this dimension is
considered as the strength of bond or relationship which exists between people.

 Masculinity Versus Femininity- In this practice of culture the difference between male
and female employees by the organisation is covered.
 Uncertainty Avoidance Index (high versus low)- This index is dedicated to provide
results by the organisation on the basis of level which is developed by an organisation to
cope up with anxiety.
 Long- Versus Short-Term Orientation- This approach is majorly describing various
orientation on the basis of place of conducting different operations.
 Indulgence Versus Restraint- In the cultural practices this dimension is considered as
final dimension which tendency of employees to enjoy and sincere work are measured.
Iceberg principal in culture
In 1976, the culture of a company is very much related to a physical iceberg in order to
define different cultural values in a business. According to Edward T hall there are two different
components of culture (Cheng, 2016). It states that only 10% culture that is present in the macro
surroundings is visible to the management. The 90% of culture which is present in the
organisation is considered as deep culture and is not visible to the management. It is the ethical
responsibility of management of an organisation to analyse deep culture and develop a precise
business strategy.
M1 Critical evaluation of different ways in which power, culture and politics effect employee
and team behaviour
Organisational power
The organisational power is considered as a major organisational capability of a company
to deal with different consequences of business development. A company functions at the
marketplace with specific power which majorly define ability of the company to deal with
several consequences of employee handling.
Power politics
The power politics is a negative side of culture which is majorly practised in all
organisations. It is the major responsibility of management to stop power politics in the
organisation in order to develop best cultural practices in the company. British Airways try to
develop a policy which is related to prohibit power politics in the company to achieve major
business goals.