Organisational Behavoiur

Organisational Behavoiur

Table of Contents
INTRODUCTION.................................................................................................................................3
Part 1.....................................................................................................................................................3
Impact of organisation culture, politics and power on individual and team behaviour and
performance.......................................................................................................................................3
Content and process theory of motivation.........................................................................................7
Part 2.....................................................................................................................................................8
Effective team as opposed to an ineffective team..............................................................................8
Application of concepts and philosophies of organisation behaviour in context to the business
situation...........................................................................................................................................11
CONCLUSION...................................................................................................................................12
REFERENCES....................................................................................................................................13

INTRODUCTION
Organisation behaviour is defined as the behaviour of employees in respect to
achieving goals and objectives of the organisation. This report is based on the case study of
Ryanair Airline. Company was established in the year 1984. Headquarter of the company is
located in Ireland. Company is engaged in air traffic with approximately 225 destinations all
across the globe. Company also owns the subsidiaries which named as Lauda, Buzz, Ryanair
UK and Malta Air. Parent company of Ryanair Air is call as Ryanair Holding PLC. This
report will analysis about the Ryanair Airlines in respect to its organisation behaviour.
Henceforth, report will emphasis on the influences organisation’s culture, politics power
creates over individual and team behaviour in the company along with over the performances
of such individual employees and team performances in the Ryanair Airline. This report will
also summarise about how content and process theory works over employee motivation in the
Ryanair Airline Company. The aim of the report is also to project the key differences
between an effective team as compare to an ineffective team. Applications of team
development theory will also address in this report.
Part 1.
Impact of organisation culture, politics and power on individual and team behaviour and
performance
Organisation culture is defined as a values and beliefs of the organisation that further
drives the operational process of the company. On the basis of the goals and objectives of the
company working practices are adopted in organisation culture.
Handy model of organisation
Ryanair Company operates Handy Typology to implement an effective organisation
culture in the company. This is a diversified model enables company to maintain an effective
work culture in the company. With the support of this model Ryanair Company can improve
its organisation culture in company. This model drives culture into different categories which
are named as power culture, role culture, task culture and person culture.

Power culture: Power culture is an integral part of the Handy Cultural model. Power culture
drives company to allocate specific powers to employees in organisation. On the basis of
skills and capabilities of employees in Ryanair Company specific powers is allocated to
employees. Power culture improves the organisation environment in company as it improves
the authorities of employees in company. Power culture drives company to assign authority to
employees in respect to controlling, managing, operating and taking decision in respect to
specific operation function. It also channelizes into employee loyalty in regards to the
organisation. Power culture is an effective approach to reward employees out of its
productive performances in the organisation (Aribawa, 2016). Allocation of power under
power culture is a very significant task so the skills and abilities of employees play an
effective role while allocating power under this culture. Power culture also improves the flow
of operations in company as employees get right to make crucial decision in the company
which further improves the productivity of the organisation.
Role culture: Handy Cultural model involves role culture in the company. Role culture is a
part of all companies and corporate organisations. This cultural aspect of the Handy Cultural
model involves allocation of a specific role in the organisation structure of the Ryanair
Airline Company. Whenever any employee joins the organisation Human Resource
Management of the Ryanair Company allocate such employee a specific role or position in
the company based on the abilities, skills and professional academics of the employee
(Chukhray and Mrykhina, 2018). Employee operates all the duties and responsibilities on the
basis of the capacity allocated to such employees based on the role culture of the company.
This culture improves the clarity in the mind of employees about the roles and responsibilities
he needs to fulfil as a part of the employment opportunity. Role culture improve the
operational hierarchy in the company as all individual roles associated to the operation
structure of company is segregated into different parts in between the employees of company
based on the skills and abilities of individual employee.
Task culture: Task culture is also an important aspect of the Handy Cultural model. This
culture drives management of the Ryanair Airline Company to form teams in company. As
some specific operations comprises with different functional operations. To hold all such
associated functions company needs professionals who can handle all situations (Črešnar, R.
and Jevšenak, 2019). Based on the task culture Ryanair Company also frame teams in the
organisation hierarchy for managing some specific operations. On the basis of the
requirements associated with that specific task or operation team forms with the bunch of