Workplace Behavior & Ethical Practices

This assignment delves into various aspects of workplace behavior, focusing on ethical considerations, aggression, and work-life balance. It examines concepts like incivility, bullying, and transformational leadership within organizations. The analysis also explores the role of family-supportive practices, mindfulness, and employee engagement in fostering a positive and productive work environment. Theories of motivation and team development models are also considered.

Organisational
Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Analyse how an organisation’s culture, politics and power influence individual and team
behaviour and performance.........................................................................................................1
TASK 2............................................................................................................................................4
P2 Evaluate how content and process theories of motivation and motivational techniques
enable effective achievement of goals in an organisational context...........................................4
TASK 3............................................................................................................................................5
P3 Explain what makes an effective team as opposed to an ineffective team............................5
TASK 4............................................................................................................................................7
P4 Apply concepts and philosophies of organisational behaviour within an organisational
context and a given business situation........................................................................................7
CONCLUSION................................................................................................................................8
REFERENCES..............................................................................................................................10

INTRODUCTION
Organisational behaviour is characterised as the study of way in which people interact or
communicate with others. In organisations, managers and leaders are require to assess
employee's behaviour and assign them roles or duties according to their capabilities and skills
(Ashkanasy, Becker and Waldman, 2014). This assists in improving productivity as well as
performance of workforce individually and in teams. In the present assignment, chosen
organisation is A David & Co. Limited which deals in food and beverage products and offers
fresh foods including seasonal vegetables, fruits and bread at wholesale prices. This assignment
covers impact of politics, power and culture on organisational behaviour and performance. Apart
from this, content and process theories of motivation and factors includes in making effective
team are defined. At last, different philosophies and concepts of organisational behaviour is
discussed in this project.
TASK 1
P1 Analyse how an organisation’s culture, politics and power influence individual and team
behaviour and performance
Organisational Culture refers to the underlying values, beliefs, assumptions and
interacting ways that contributes to psychological and social environment of company. Culture
of a firm directly impacts on behaviour and performance of employees, so it is very essential for
manager of A David & Co. Limited to ensure that strong culture is exist within organisation. For
determining distinct types of culture, Handy's culture typology is followed by firm which is
defined below:
Handy's culture typology:
Handy's culture typology model is propounded by Charles Handy and it depicts 4
different types of culture which influence organisational behaviour (Demir, 2011). These
cultures are discussed below:
Power culture: This culture states that power is concentrated in few hands whose
influence spreads in the entire organisation. Only those people who has power is authorize to
take all the decisions regarding operations and activities of company. Existence of this culture
within A David & Co. Limited may demotivate other employees which directly impacts on their
behaviour and performance.
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Role culture: Under this culture, rules and regulations are strictly followed within firm.
In each business enterprise, each individual know their duties and are extremely controlled.
Power is recognized by individual's position in role culture. Existence of role culture in A David
& Co. Limited helps manager in delegating responsibilities as per the skills of individual. This
enables employees in performing their duties well which ultimately results in improved
behaviour and performance (DiPaola and Tschannen-Moran, 2014).
Task culture: In this culture, teams are created to attain specific targets and resolve
critical issues. Under this, people with similar specialization and interest come together to
develop a team. This enables team members of A David & Co. Limited to contribute equally in
attaining predefined goals and objectives of firm in innovative way. Team working improves
motivation level of manpower which ultimately helps in improving their behaviour and
performance within firm.
Person culture: In this culture, people feels themselves as superior than firm. They are
more concerned about themselves instead of organisation. Existence of this culture within A
David & Co. Limited highly influence behaviour and performance of employees as they just
work for the sake of money and are not committed towards their responsibilities.
From the above mentioned cultures, task culture is followed by manager of A David &
Co. Limited. In this, manager form team of people with similar skills and interests which helps
them in performing their roles effectively. All the members work with each other in proper
coordination which helps in improving behaviour as well as performance of team members.
Organisational Power:
Power is recognized as the ability of individual to influence activities or behaviour of
other persons due to identified competencies, specialized knowledge or talents. French and
Raven's power types is used by manager of A David & Co. Limited to determine impact of
power within firm (Gelfand and et. al., 2012).
French and Raven's power types:
This model is propounded by John R.P. French and Bertram H. Raven in year 1959 in
which they divide power in five separate forms which are defined below:
Legitimate power: This power flows from job title of individual in hierarchy in which
their position provides them power. Punishing and rewarding workforce can be seen as lawful
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part of formal leadership role. It gives an authority to manager of A David & Co. Limited to
exercise control on their team members.
Reward Power: This power includes individual's ability to delegate matters to other
people and provide them reward for this. Existence of this power within A David & Co. Limited
enables manager to reward or value the good results from their subordinates in a positive
manner. If the provided results doesn't have enough perceived value, the power is vitiated which
results in declining performance of their workforce (Graham, Ziegert and Capitano, 2015).
Coercive power: In this power, individuals are forced to do something or some work
against their will. Coercion's main objective is compliance and it often leads to issues. In A
David & Co. Limited, existence of this power may lead to dissatisfaction and unhealthy
behaviour at work.
Expert power: Expertise, knowledge and in-depth information are the main basis of
expert power. Leaders possessing expert power is brilliant and have trust in their power to
accomplish several roles and responsibilities of organisation. In A David & Co. Limited, expert
leaders often persuade their staff, who respect and trust them to do work or things for them.
Referent power: Leaders with referent power is seen as role model and their power is
treated with charm or admiration. It emanates from an individual who is highly liked by others
and people often seen them as strong. In A David & Co. Limited, leader with referent power gets
good appreciation at workplace and tends to influence others. It will help leaders in easily
influencing their team members and improving their performance and behaviour.
Organisational politics:
It refers to various activities that are associated with utilization of influential tactics in
order to improve organisational or personal interest. It is an informal efforts to gain influence,
increase personal power, impact the organisation or attain other outcomes (Hammer and et. al.,
2011). Manager of A David & Co. Limited use Chanlat's characteristics of political behaviour
approach to analyse impact of politics within firm.
Chanlat's characteristics of political behaviour:
In Chanlat's model, political behaviour is differentiated into three types, i.e., personal,
structural and decisional. Under this, qualities of an employee about utilization of political power
is taken into consideration by managers at the time of their selection. Machiavellian is
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recognized as one of the main attribute of political behaviour that is crucial for leader of A David
& Co. Limited to undertake in order to make effective decisions for success and growth at large.
TASK 2
P2 Evaluate how content and process theories of motivation and motivational techniques enable
effective achievement of goals in an organisational context
Motivation is refer as an effective and essential way which is provided by the
organisation to its employees. It is one of the critical aspect of business success; with a maximise
in productivity, , an enterprise can attain higher levels of outcomes (Theories of Motivation,
2017). In order to motivate their workers A David & Co. Ltd followed two type of motivation
theory. Both theories are determined as under:
Process Theory: This theory is identify as an effective system of ideas that describe how
an organisation changes and develops. Such type of theory are often contrasted with different
theories, that is refer as a system of idea and explain the variance in a dependent variable which
is supported on one or more independent variables. This model also consist different number of
aspects such as Skinner's reinforcement theory, Vroom's expectancy theory, Adams' equity
theory and so on. All these are significant and essential but A David & Co. Ltd only apply
Vroom's expectancy theory because it help in effectively motivating employees. This theory
explain in detail manner:
Vroom's expectancy theory: Vroom expectancy refers to maintaining relationship
between internal desire and efforts of individuals. Hence with this theory, there is differentiation
between efforts, outcome and performance of individual. Main aim and purpose of this theory is
to describe how employees select from the variable actions. It is an effective and more
significant theory which is followed by company to motivate their workers and encourage them
to work on time to time. Thus, it is more essential and significant for the company to achieve
better results and maintain turnover of employees effectively. As per this theory there are three
elements which has to be considered in order to motivate employees at A David & Co. Ltd.
These elements are discussed as under-
Expectancy- There is some level of expectations of employees, when they are working in
organisation. As per this principle, when managers of A David & Co. Ltd. set goals and targets,
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then they should have faith, that they can achieve it with hard working. Hence in this case, when
they are positive related to their outcome, this motivates them to achieve give best.
Instrumentality- After achieving goals and objectives, there are some expectation of
employees regarding rewards on achieving goals and targets. This is the level which motivates
them to give best because afterwards their personal aims and objectives are achieved. In this
stage, managers of A David & Co. Ltd has to analyse personal demand of workers.
Valence- As per this, while giving reward to consumers, it is essential that with context
to reward, they are valued for it. This is the aspect which motivates employees of A David & Co.
Ltd. to give best to achieving set targets because they are praised and valued in monetary or non-
monetary terms.
Content Theory: This is another theory which is also used by manager of A David & Co.
Ltd with purpose to motivate their employees. In this model, different number of theories are
includes such as Maslow's Hierarchy of needs, Alderfer – ERG theory, Herzberg – Two factor
theory and many other. All these will help an enterprise to motivate their workers and achieve
better results within predetermined time period (Hershcovis, 2011). All theories are useful but A
David & Co. Ltd only use Maslow's Hierarchy of needs because it will also help an enterprise to
maintain employees turnover.
Maslow'theory:- Maslow's Need theory is provided by Abraham Maslow in 1943 which
provides bifurcation of human need. According to Maslow theory an individual does not think to
fulfil higher needs until the basic needs are not satisfied. There are five elements in this theory
which helps to provide satisfaction to employees of A David & Co. Ltd. With achieving one
level of desire, second occurs, this is discussed in detail as under-
Physiological needs:- These are basic needs which includes shelter, food and cloth. In
context to A David & Co. Ltd the manager should provide proper compensation to employees so
they can fulfil their basic needs. This is the need which has to be fulfilled because this is basic
requirements for living properly.
Safety needs:- Safety needs includes job security, threats, freedom and safe working
environment. In context to A David & Co. Ltd the manager must make efforts to feel employees
secure at the workplace. At work place, employees of A David & Co. Ltd. need safe and secure
environment, so this helps to keep long term relations with them because they are satisfied.
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Social needs:- This is the third level of Maslow's needs which includes affection, trust,
friendship, acceptance, giving and receiving love. In context to A David & Co. Ltd the manager
must kept in mind that there should be peaceful environment in the organisation (Hoever and et.
al., 2012). Employees at A David & Co. Ltd wants some familiar relations with colleagues, so
managers has to plan picnic, movie, etc. get together to provide them social gathering.
Esteem needs:- Everyone working in an organisation have self respect and prestige in
the eyes of others also. Esteem needs are of two types- self esteem and esteem from others. In
context to A David & Co. Ltd the manager must consider that reputation is important. At this
stage, there is requirement of some prestige, pride to workers. When employees perform well at
A David & Co. Ltd., then manager has to motivate them. This provides motivation to employees
and they give their best.
Self-actualization needs:- Self actualisation refers to the desire to grow and to realize
individual's full potential. In A David & Co. Ltd the manager should make efforts for growth of
company. At last, this need is different from person to person as per their level of expectation.
Hence managers of A David & Co. Ltd. has to take actions to analyse them and provide it on
achieving goals and objectives, this helps to keep workers motivated.
MOTIVATIONAL TECHNIQUES:
This is also effective and essential for motivating employees in an effective manner.
There are some techniques which are applied by company to motivate workforce:
Financial incentives: It is identify as an effective technique of motivation which is used
by company to motivate their workers. Motivation is refer as an financial incentives as money
which is indicator success of employees.
Participation: In this business manager invite their all employees in decision making
process about their policies and strategy. It is important for the company to motivate their
workers and improve their performance and productivity (Hoon Song and et. al., 2012).
TASK 3
P3 Explain what makes an effective team as opposed to an ineffective team
The growth and success of every organisation highly rely on its employees due to which
they are considered as valuable asset for firm. So, in order to improve productivity of firm, it is
highly important for manager of A David & Co. Limited to hire skilled and competent
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employees so that goals and objectives can be attain. For gaining high competitive advantage,
creation of effective teams are very necessary. This further assists in improving their productivity
and performance. Team work is considered as very essential aspect in an organisation as it helps
in completing tasks on time and attaining objectives. It also help manager of A David & Co.
Limited in reducing communication gap and improving performance of employees as well as
organisation (Hülsheger and et. al., 2013).
Effective team: These are the teams that has capacity to attain goals and objectives of
organisations by performing tasks that are provided by authorized person within the firm.
Balanced roles, good communication, effective processes, clear objectives, mutual cooperation
etc. are the building blocks that helps in making teams more effective.
Ineffective team: Ineffective teams are those which are not able to perform their tasks
well and attain specified objectives of company on time. The main reason of team
ineffectiveness is lack of purpose or clear objectives.
There are some factors or building blocks that needs to be considered by manager of A
David & Co. Limited in order to make effective teams.
Clear objectives: for making an effective team, it is necessary for manager of A David &
Co. Limited to ensure that the objectives of team are clear and each member should know their
duties and responsibilities. It assists in providing proper direction to team members towards
attaining objectives of team as well as company.
Balanced roles: Good balance of aspirations, skills and abilities within teams helps in
making it more effective. So, it is important for manager of A David & Co. Limited to ensure
that each member of team has clear understanding of one's own role as well as others role as it
helps them in attaining overall team objectives (Lu, 2014).
Good communication: The effectiveness of team highly rely on good communication
among its team members. Clear flow of communication helps employees in getting proper
understanding about their roles and responsibilities. So, manager of A David & Co. Limited
needs to use appropriate communication channels so that their team members can exchange
information easily that results in increasing effectiveness.
In order to assess effectiveness of team, Tuckman and Jensen's model is used by manager
of A David & Co. Limited which is defined below:
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Tuckman and Jensen's model to make effective team:- Bruce Tuckman and Jensen's
model of team development has five stages. According to this theory all these phases plays an
important role in development of team, growth, finding solution of problems and achieving
goals. In A David & Co. Limited, the manager should apply this theory to make team effective.
Forming:- This is the first stage of the model. In this members meet one another and
gives their introduction to one another and share their experiences and interests. Project's goals
are discussed and learn how they will work on the plan. It is the responsibility of the leader to
make clear goals and provide direction to the group. In A David & Co. Limited, forming stage
will help to know each other better an discussion will help team members to attain
organisational goals (Tuckman Forming Storming Norming Performing model, 2017).
Storming:- In storming stage members work with each other. In this members have
competition with one another. They gives their views, ideas, opinions on given projects which
arises conflicts between them. Everyone wants to see their opinions accepted. When team leader
guides them they learn to face problems and adjust themselves according to their roles. In A
David & Co. Limited, storming phase will help members to face problems and performing their
responsibilities.
Norming:- In This phase they agreed to work together. Each others ideas, opinions and
differences are respected. Now they cooperates each other in achieving specific goals and do not
compete with each other. In A David & Co. Limited, norming phase will help to attain common
goals by working together.
Performing:- Performing stage has high level functioning. By working together they
concentrates on attaining goal. There is trust between the members in this phase. Now without
team leader's help they solve problems, take decisions and perform other activities. In A David &
Co. Limited, this phase helps employees in performing their duties without supervision of leader
(Sliter, Sliter and Jex, 2012).
Adjourning:- This is the last stage. In this phase the project is completed and objectives
are attained. Now attention is on wrapping up the team and directing them to move on new and
recent projects. In A David & Co. Limited, this phase will help in enclosure of activities and
moving into new directions.
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TASK 4
P4 Apply concepts and philosophies of organisational behaviour within an organisational context
and a given business situation
Path Goal Theory:
Path goal theory was originated by Robert House. It refers to the path for the achievement
of goals which should be illuminated by leader to make successful journey. In this theory
different styles are suggested that can be used in various situations by same leader. It states that it
is leader's duty to allocate information, resources, and provide support to achieve their
objectives. The main objective is to encourage employees to make them productive members.
They should be praised by increasing satisfaction and empowerment (Wayne and et. al., 2013).
This theory has three steps. First one is that environmental features and employees must be
determined. Task and employee should be considered. Second is leadership style should be
selected. Leadership styles are supportive, achievement oriented, directive and participative.
Third is to concentrate on factors that motivate employees and help them to achieve goals. Goals
should be defined by removing hurdles, clarifying path and providing proper support. In A David
& Company Limited goals can be attained by determining employees, selecting an appropriate
leadership style and considering motivational factors.
Barriers to effective performance within A David & Co. Limited:
Unclear goals: For an organisation, it is very essential to have clear and specific goals as
it defines success of company. Unclear goals may in A David & Co. Limited acts as a barrier in
its effective performance. When goals of organisation is not clear, employees are not able to
perform their duties well. In order to overcome this barrier, it is required by manager to set clear
goals and communicate it effectively among team members.
Poor communication: Existence of proper communication channels within firm is
necessary in order to convey all the information’s appropriately among employees. Ineffective
communication channels in A David & Co. Limited creates various issues that directly impacts
its profitability and performance. In order to overcome this barrier, manager needs to use proper
communication channels, regular meetings etc. for interacting with employees in an effective
way (Williams and Grossett, 2011).
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CONCLUSION
As per the above mentioned report, it has been concluded that organisation behaviour is
the study that depicts about behaviour of an individual with others in organisation. Culture,
power and politics are essential aspects in an organisation that needs to be consider by manager
as it directly influences behaviour and performance of its employees. Application of motivational
theory within firm helps manager in improving motivation level of employees and encourage
them to perform their duties well. Balanced roles, good communication, clear objectives are the
building blocks of effective teams. Various barriers are existing within company like unclear
goals, poor communication etc. that impacts on firm's performance in negative manner.
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REFERENCES
Books and Journals
Ashkanasy, N. M., Becker, W. J. and Waldman, D. A., 2014. Neuroscience and organizational
behavior: Avoiding both neuro‐euphoria and neuro‐phobia. Journal of Organizational
Behavior. 35(7). pp.909-919.
Demir, M., 2011. Effects of organizational justice, trust and commitment on employees' deviant
behavior. Anatolia. 22(2). pp.204-221.
DiPaola, M. and Tschannen-Moran, M., 2014. Organizational citizenship behavior in schools
and its relationship to school climate. Journal of School Leadership. 11(5). pp.424-447.
Gelfand, M. J., and et. al., 2012. Conflict cultures in organizations: How leaders shape conflict
cultures and their organizational-level consequences. Journal of Applied Psychology.
97(6). p.1131.
Graham, K. A., Ziegert, J. C. and Capitano, J., 2015. The effect of leadership style, framing, and
promotion regulatory focus on unethical pro-organizational behavior. Journal of
Business Ethics. 126(3). pp.423-436.
Hammer, L. B., and et. al., 2011. Clarifying work–family intervention processes: The roles of
work–family conflict and family-supportive supervisor behaviors. Journal of Applied
Psychology. 96(1). p.134.
Hershcovis, M. S., 2011. “Incivility, social undermining, bullying… oh my!”: A call to reconcile
constructs within workplace aggression research. Journal of Organizational Behavior.
32(3). pp.499-519.
Hoever, I. J., and et. al., 2012. Fostering team creativity: perspective taking as key to unlocking
diversity's potential. Journal of applied psychology. 97(5). p.982.
Hoon Song, J., and et. al., 2012. Role of transformational leadership in effective organizational
knowledge creation practices: Mediating effects of employees' work engagement.
Human Resource Development Quarterly. 23(1). pp.65-101.
Hülsheger, U. R., and et. al., 2013. Benefits of mindfulness at work: The role of mindfulness in
emotion regulation, emotional exhaustion, and job satisfaction. Journal of Applied
Psychology. 98(2). p.310.
Lu, X., 2014. Ethical leadership and organizational citizenship behavior: The mediating roles of
cognitive and affective trust. Social Behavior and Personality: an international journal.
42(3). pp.379-389.
Sliter, M., Sliter, K. and Jex, S., 2012. The employee as a punching bag: The effect of multiple
sources of incivility on employee withdrawal behavior and sales performance. Journal
of Organizational Behavior. 33(1). pp.121-139.
Wayne, J. H., and et. al., 2013. Family-supportive organization perceptions and organizational
commitment: The mediating role of work–family conflict and enrichment and partner
attitudes. Journal of Applied Psychology. 98(4). p.606.
Williams, D. E. and Grossett, D. L., 2011. Reduction of restraint of people with intellectual
disabilities: An organizational behavior management (OBM) approach. Research in
developmental disabilities. 32(6). pp.2336-2339.
Online
Theories of Motivation. 2017. [Online]. Available through:
<http://businessjargons.com/theories-of-motivation.html>.
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Tuckman Forming Storming Norming Performing model. 2017. [Online]. Available through:
<http://www.businessballs.com/team-management/tuckman-forming-storming-norming-
performing-model-234/>.
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