Organisational Behaviour

ORGANISATIONAL
BEHAVIOUR

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
PART 1............................................................................................................................................3
Organisational culture, power and politics..................................................................................3
Motivational theories and techniques..........................................................................................6
Evaluation....................................................................................................................................8
Recommendations........................................................................................................................8
PART 2............................................................................................................................................9
Difference between effective team and ineffective.....................................................................9
Various theory team and group development theories that can be used by Ryanair.................10
Analysis and evaluation of concept and philosophies related to organisational behaviour\.....11
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................14

INTRODUCTION
Organisation behaviour (OB) of any organisation always influence its performance and
productivity in the respective market. top-level management of each organisation should
maintain an ethical environment within workplace, because an ethical environment always give
opportunity to various employee or people of organisation for improving their performance and
workability. Currently most businesses or companies focuses on improving their people or
employee behaviour, because this is one of the major steps towards developing all over
productivity of organisation. This report discusses organisational behaviour aspect of Ryanair. It
is a popular Irish airline company, headquartered in Dublin, Ireland. It serves services in many
countries including Ireland and the United Kingdom.
PART 1
Organisational culture, power and politics
These are some major terms of an organisation which can highly affect behaviour and
performance of an individual and team within the workplace. If top-level management of
organisation properly manage culture, power and politics aspects in its work environment, then it
can easily improve productivity, behaviour and performance of their employees (D'amato and
Kim, 2016). In this situation, existing management of Ryanair also has required to properly
maintain an effectiveness within its organisational culture, power and politics. It is very
necessary task to the management of this airline, because company will able to improve its levels
of customer service in the airline industry through completing this task. Impact of culture, power
and politics on Ryanair’s employee and teamwork has been discusses below;
CULTURE
Organisational culture of Ryan is currently very favourable for employees and teamwork,
because existing management of company has succeeded in maintaining an effective culture
within the workplace. But the management still needs to be more improved its organisational
culture, because it is necessary for improving customer satisfaction in the market. There is

Handy’s culture model has been mentioned below which can support in understanding actual
impact of culture on individual and teamwork.
Handy’s Culture Model
This culture is developed by Charles Handy, who was an Irish philosopher, specialised in
organisational culture (Pan and et.al., 2018). According to Handy, there are generally four types
of culture called Power, Task, Role and Person, in which these four elements of Handy’s culture
model has been discussed below;
Power culture: Power culture is the first organisational culture according to Handy. According
to power culture, top-level management of Ryanair should use its power in very ethical manner.
It is responsible to distribute various power to different people of organisational as well. For
example; the management can give power to selected people for leading teams within the
business environment. Existing management should properly supervise its whole organisation to
verify that, people are using their power systematically or not. According to Handy, people
within an organisation should avoid misuse of power, so Ryanair should perfectly consider this
factor in their organisational culture.
Task culture: According to Handy’s task culture, each people or employee of Ryanair should
properly understand its task within workplace for completing on time (Leithy, 2017). The
management of Ryanair airline need to allot various tasks to its each employee for improving