Organisational Behaviour Report

This report examines the principles of organizational behavior and applies them to a real-world scenario at A David & Company Limited, a medium-sized food and beverage company. It analyzes the influence of organizational culture, power, and politics on individual and team performance, explores various motivation theories, and analyzes effective and ineffective team models. The report also discusses leadership philosophies, providing insights into how managers can effectively lead and motivate their teams.

Organisational Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................1
LO 1 ................................................................................................................................................1
Influence of organisational culture, power and politics on individual and team behaviour and
performance ...........................................................................................................................1
LO2 Content and process theory of motivation ....................................................................2
LO3 Effective team and ineffective team .............................................................................7
LO 4 Organisation behaviour philosophies.........................................................................12
CONCLUSION .............................................................................................................................15
Reference ......................................................................................................................................17

INTRODUCTION
Organizational behavior is related to the way the people in the organization interact with
each other. It is the study of the people in the organization to understand their behavior. This
study will consider A David & Company limited which is a medium sized organization involved
in food and beverages industry. The turnover of this company is between £10 M to £20 M. It will
consider task such as organizational culture, politics and powers and their influence on the
individual and team behavior and performance. Moreover, it will provide understanding of
process and content theories of motivation in order to achieve the organizational goals and
objectives effectively. Furthermore, it will provide differentiation between the effective and
ineffective teams.
LO 1
Influence of organisational culture, power and politics on individual and team behaviour and
performance
Organizational culture is related to the values, shared opinions, perceptions, code of
conducts etc. which are developed within the organization and guides the behavior of its
members (Four types of Organizational Culture, 2018). There are different types of
organizational cultures which consist of Power, role, task and person.
 Role culture : It is based on rules and are highly controlled with everyone in the
organization knowing what are the roles and responsibilities. Power in the role culture is
defined by the position of person in the organization (Chumg And et.al., 2016). This
culture of organization involved different roles played by the members of organization. It
is the culture which is successful in stable environment. Position is the main power
source in role culture. In this culture rules and procedure the methods of influence. Role
culture have a great influence of the individual and team performance and behavior. It
offers security and the individual is rewards foe its better performance.
 Power culture : Power in the organization is held with few individuals and they have an
influence on the whole organization (Coccia, 2015). There are few rules and regulation
in the power culture. In this culture, employees are judged on the basis of their
achievements. This culture has a great influence on individual and team performance and
behavior as this the power within the hands of individuals may affect the performance of
other members of organization.
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 Task culture : It is culture which is formed when teams are made in order to solve the
specific task or problem. It is a job or project oriented. It brings the right people for right
job. Most managers prefer to work in the task culture with its emphasis on groups and
expert powers. The individual performance is affected in this kind of culture because of
the belief and opinions in the teams are different due to difference in the opinions of the
team members.
 Person culture : In this culture the organization focus on the employees. This type of
organisation exist in power to provide work to the individuals and thus this organization
may not be successful and they don't have clearly defined and goals and objectives for
their business (Quinn, 2016). In this, people believe they are superior in the organization.
The power lies in the hand of group of individuals.
A David & company limited follow thee role culture because it the most effective culture
to be followed by every organization because it clearly defines the roles and responsibilities of
the individual and can provide them understanding about their work in the organization. It is
recommended to The company to use negative politics in the organization to increase the
satisfaction level of employees and retain them, in business for the long run. Moreover, the
power must be used in the right manner to increase the performance level of the employees in
organization to increase productivity of firm.
Power in the organization affect the performance of the individual because the authority
having these power can use this power to demotivate the employees by not appraising their
performance and thus the employees turnover of the company is increased which affect the
business profitability and productivity (Jacob and Goodman, 2018). Politics in the organization
have a great influence on the performance and behavior of team because it decreases the overall
productivity of the organization and changes the attitude of the employees due to which they lose
interest in their work. Employees which are involved in the politics may provide wrong
information which may affect the individual success and growth in that organization.
LO2 Content and process theory of motivation
Content theory gives answer of why individual need get changes with time where process
theory deals with how particular behavior can be managed, stopped and increases. Content
theory helps A David & Co manager to understand the origin of motivation in individual.
Absence of these motivational factor trigger dissatisfaction in them which eventually turned into
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negative behavior at workplace. There are so popular content theory are available in organization
behavior like Herzberg's- hygiene theory, McClellan's three-needs theory, Mas-low's hierarchy
of needs and Alderfer's ERG theory (Miner, 2015.). Process theory put emphasis on understand
the motivational process. Theory states that an individual chooses any course of action based
upon reward, preference and sense of accomplishment attached with work. Popular process
motivation models are expectancy, goal setting, reinforcement and equity model. Model uses by
David & Co manager is given below:
Maslow's Hierarchy of Needs
Abraham Maslow identifies five need of humans in 1943. According to author individual
tries to meet their basic need first. They feel motivate to move further only when their essential
need get fulfilled. Classification of need are done one five dimension i.e. physiological needs like
hunger, sleep, shelter, security need which involves safety of body, employment security, job
security, health and prosperity. Social need belong to relationships, family and friend circle,
lastly self actualization need are creativity, morale, achievements and recognition (Borkowski,
2015).
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Manager tries to imply model in organization as they try to recognize and fulfill these
need in workplace. For instance employees get enough time and number of breaks so that their
work speed and efficiency wont impact by hunger. Security is assured by manager by apply all
the legal compliance given in, National Minimum Wage Act 1998, pension act 2008 and
employment right act 1996. Social need are taken care of by allow employee participation in
decision making, arrange informal tours, parties and get- together. Manager also provide reward,
recognition and appreciation to employee for their extra- ordinary efforts (Podsakoff, MacKenzie
and Podsakoff, 2018). Challenging work along with resource required to get that work complete,
is also given by manager so that personnel satisfies their self actualization needs as well.
Equity motivation theory
This theory developed on an assumption that individual's efforts is influenced by their
perception of equity. If people find fairness in required they feel motivated and put their more
effort. In case they find themselves undervalued they lower their efforts to think to switch the
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Illustration 1: Maslow's Hierarchy of Needs
(Sources: Maslow's Hierarchy of Needs,2018)

job. Employees put their efforts like creativity, innovation and individual learning in order to
restore the gap.
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Illustration 2: Equity Theory of Motivation
(Equity Theory of Motivation,2017)

Employees compare their current situation with their past position. They also evaluate their input
and output ratio with peer group and friends, who are performing same kind of work.
Comparison changes their opinion and perception about themselves as well. Higher authorities
who have all information, experience and knowledge about industry are more likely and capable
for such kind of comparison.
Equity theory guides to David & Co manager define clear job and responsibility so that
when employees try to contrast with other, they know why other person get higher pay and why
their payment is less. Manager also make performance and compensation ratio periodically to
avoid over and under payments (Blader, Patil and Packer, 2017). Employees also receive
constructive feedback and training and development as per performance evaluation done by
manager. Productive work environment also possess by manager by encourage trust, satisfaction,
motivation and accomplishments in workforce.
M2
Advantage of Maslow's Hierarchy of Needs
 Theory gives clear idea to manager about motivation factor of every individual.
 This motivation model is dynamic in nature because as per this model, motivation moves
from one level to another.
 It considers intra- personal and inter- personal human behavior variant all together.
Limitation of Maslow's Hierarchy of Needs
 Every person gives importance to different need according to their choice. It is not
necessary that a person move to self- actualization only when they meet below three
requirements.
 It is possible that some people themselves are unaware about their psychological need
and feelings. In such condition how would manager know about their needs.
Advantage of Equity motivation theory
 Help manager to know different perception of staff.
 Performance evaluation help manager as well employee to know their incompetence
which need to be attain as soon as possible (Stewart, Courtright and Manz, 2019).
 Personnel do not leave the company when they feel treated fairly.
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Limitation Equity motivation theory
 Human tend to twist behavior for their interest, which make tough task for manager to
know individual perception about inequality.
 People never accept the fact that they are being high payment than others.
LO3 Effective team and ineffective team
An effective team belongs to group of people who are able to complete given work on
time with set standards. On the other side an ineffective team often fail to meet goal on time.
Also, team possess so many dysfunctional features like so much interpersonal conflicts, missed
deadline, miscommunication, operational inefficiency etc. following are the effective team
model which helps A David & Co Limited manager to identifies an unproductive team easily:
The Katzenbach and Smith Model -
Jon Katzenbach and Douglas Smith, discovered some characteristic of productive team in
1993. Author took three dimension of ideal outcome for good team, they are personal growth,
collective work and performance results.
Accountability:
A good team generally comprises 12- 15 people only. Optimum team size facilitate
smooth communication, clear accountability, fast decision making, less confusion and clear
sense of role and responsibility among team mates (Corr and et al., 2016). Apart from it member
takes accountability for their individual work along with collective accountability for whole
team.
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Illustration 3: The Katzenbach and Smith Model
(6 different team effectiveness models,2019)

Commitment:
Each member of effective team know the purpose for team formation. Even they feel
attached with goal. They also make small agreed goal to achieve the main goal. They also have
meaningful, specific and shared goals which encourage commitment towards the goal.
Skills:
Ideal team owns diversified characteristic in team. Some people are technical sound,
some are good at problem solving and remaining are might have good interpersonal skills. These
mixtures help team in creativity, good relation with customer and innovation.
The T7 Model
Michael Lombardo and Robert Eichinger developed another model which help in
knowing the effective team features (Sindhu, Ahmad and Hashmi, 2017). They find five internal
and two external factors which contribute in making of sound team. All the factors starts from
English word “T”, hence it is called T7 model.
Internal factor
Trust
teammates help, respect, and trust each other because they share a bit of informal
relationship and nice communication with each other. They know that team will support them in
their failure.
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Illustration 4: The T7 Model of Team Effectiveness
(6 different team effectiveness models,2019)

Thrust
members are thrived to attain shared goal on time. They encourage functional conflict
but not dysfunctional one. Personal objectives kept aside for a while as they find collective goal
to be achieve first.
Task skill
Task skill means skill, knowledge and experience needed for particular task. For
instance- a marketing function is highly depended upon good communication, interpersonal skill,
research, Adaptability, and Good observational skills. But a research and development team
should have Analytical thinking, time management, Technophile, critical problem solver and
handle large datasets (Short, McKenny and Reid, 2018). David & Co Limited compose team as
per the demand of work.
Teaming skills
These skills are Conflict resolution, Feedback Skills, Influencing Skills, communication
and decision making etc. it is not necessary that team has all these skills at initial skill but
members tries to bring these quality eventually.
Talent
Talent states, individuals also able to perform their work effectively. A person with half
knowledge and incompetence skill will impact the team performance as well. So manager tries to
put the right person at right place.
External factor
Team leader fit
productive team does not reply on one leadership style. Manager changes leadership style
according to nature of work, teammates characteristic and overall environment.
Team support from the company
healthy teams are equipped with information, resource and support by organisation. They
have access to information which are essential to their work. Lack of access can create problem
of delayed in task as members has to take permission from leader for everything (Mitchell,
2018). Also, team receives personalised training and development, on the basis for individual
learning need.
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Team who are lacking in all the given dimension can be refer as ineffective team. These
people have unclarity about team objective and individual job role. There is high interpersonal
conflict occurred because they are not ready to take accountability even for their work. Lack of
trust, corporation, communication and healthy relation is result of wrong team size. Leader
ignores the importance of skill and talent for workThey deploy random people in team. It is seen
that leadership style of non performing team remain same all the time (Kim, Eisenberger and
Baik, 2016). Autocratic leadership style commonly find in poor teams where teammates are not
allowed to take participate in any decision making. These people also does not have adequate
resources and information thus, they are highly depended on their leaders and manager to get
information.
M3
Tuck man theory
Dr Bruce Tuckman described different stage of team development namely forming,
storming, norming and performing. Author gives information about human behaviour in each stage
so that manager choose their action accordingly. For instance at forming stage team mates has lack of
clearly about job role and responsibility so manager are responsible to communicates celery about
these concerns. Members receive clearly at storming stage but they face emotional breakdown and
conflicts, to tackle this situation manager plays role of coaching leadership style. Teams mates shares
healthy interpersonal relation with each other at norming stage (Becker and et al., 2016). Manager
gives information about their performance at this stage, also team members are encouraged by
manager to move fast towards performing stage. Subordinates put their extra-ordinary efforts and
hard work at performing stage of tuck man theory, so manager practice Talent management,
coaching and mentoring to enhance their capability.
Tuck man theory provide guidance manager to tackle each stage carefully and effectively so
that a strong base should be made for team management. A team, who is passes through these stage
can be directly deploy to complex projects. Model has some limitation too, like team development
does not follow liner structure, but cyclical.
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LO 4 Organisation behaviour philosophies
OB philosophies comprises different model, approaches, theories, principles and value
which help manager and organization to manage human capital. There two dimension a manager
take into consideration to get work done, first in task and second is people. OB deals purely in
people. OB states works upon human element like motivation, perception, dignity, desire,
Interest etc (Nicklin and Spector, 2016). following are two main models are given that are used
to influence behavior of personnel.
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Illustration 5: Path-Goal Theory of Leadership
(Path-Goal Theory of Leadership,2019)

Path Goal theory
According to path goal theory employees motivation, satisfaction and empowerment can
be achieve by effective leadership style. Theory emphasis on specifying leadership style on basis
of employee characteristic and environment. Employee behavior include their experience, ability
and control tolerance.
Environmental factor are nature of work, work group and formal authority system.
Leader first identifies the these two dimension than after suitable leadership style opted. Leader
help subordinates by render them clear defined goal, proper support, remove obstacle and clear
their path. For instance A David & Co leader choose autocratic leadership for people who are
new to organization, unwilling to work and work that need high level of observation (Latham,
2016). Like leader selection for fresh and quality food is very much essential for David & Co, so
leaders keep their close eyes on operational unit and they also give direction to staff working at
this level. These people have high control tolerance.
Supportive leadership are given to subordinate who are enough capable to do task but
they have lack of confidence to get work done. Subordinates generally looses their confidence
where task is physically and mentally challenged or involve huge financial and non financial
risk, like research and development team get support by leader when they feel low confidence
regarding their innovation and idea.
Delegation leadership is preferable with very low control tolerance and highly
experienced and motivated people in organization. Manger renders delegation style for Head of
different departments (Bail,2017). Work relation to self actualization need and ambition needs
tough challenge and full freedom, for this leader choose derogatory style. Leader opts
participatory style when subordinate are able but not willing and medium control tolerance.
Fielder's Contingency Theory
Fred Edward Fielder developed this model in 1958 which state, there no best way to deal
with organization and its people. And, leadership effective is depends upon particular situation.
Leadership is divided into two categories namely task oriented and people oriented. Least
Preferred Coworker Scale is used to measure qualities of a personal to become a leader. High
PLC score means leader has good interpersonal skill and they are more relationship focused.
Contrary, low PLC scale refer to task oriented leadership.
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Fielder find three situations on which leadership efficiency depends, they are:
relationship between leader and member, positional power of leader and task structure. If there is
good relation between two, members are more likely to accept the instruction given by leaders.
In case leader possess high power from employer, they are more able to influence their
subordinates (Sindhu, Ahmad and Hashmi, 2017). Lastly, task structure means how clearly
leaders define objective, role and responsibilities. Adverse situation in given three dimension can
lead to poor leadership. David & Co leaders gives required powers to their leaders. Also, leader
tries to make agreed goals and job roles are communicates in oral as well as written form.
M4
Advantage of path goal theory
 Instantly boost employee motivation and morale as it directly target individual need.
 Helps manager to identifies environment which work as hinder and foster.
 Help in clear goal and objectives.
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Illustration 6: Fielder's Contingency Model
(A Detailed Study of Fielder's Contingency Theory, 2016)

 Highly flexible leadership approach.
Limitation of path goal theory
 Tough to recognize individual need and control tolerance.
 Wrong identification of motivation, need and tolerance can lead to disaster.
 Too much of dependency on leaders.
Advantage of Fielder's Contingency Theory
 It is first theory which suggest different management style for different people.
 Employee receives respect and value from leader as model also give value to relationship.
 Any person can become leader by possess leadership skill easily (Miner, 2015).
Limitation of Fielder's Contingency Theory
 It is totally a reactive approach than reactive.
 PLC scale is rigid in nature. It is not changes with different type of industry.
 Sometimes Single cannot achieve the three situation. This expectation is too ideal and far
from reality.
CONCLUSION
From the above study it has been concluded that, human capital of any organization
should be taken care more focus as human behavior is considered as most dynamic and
unperceptive in nature. Mangers should practice combination of various OB concepts, model and
approaches because each have some advantage and limitations. Motivation, morale and job
satisfaction can be easily achieve by targeting individual need and customized T&D. Manager
should encourage functional politics so that they can receive information via informal ways.
Apart from it team effectiveness is not a one shot task, it is only acquired by gradual efforts only.
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