Organizational Behaviour

This assignment examines the impact of organizational culture, power, and politics on individual and team performance. It analyzes different power types, Handy's typology of organizational culture, and Chanlat's characteristics of political behavior. The assignment also explores content and process theories of motivation, including Maslow's hierarchy of needs and Vroom's expectancy theory, to understand how to effectively motivate employees and achieve organizational goals.

Organizational Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
P1. Impact of organizations culture, power and politics on the performance of individual and
team behaviour.......................................................................................................................3
TASK 2............................................................................................................................................7
P2. Content and process theories of motivation and motivational techniques enable effective
achievement of goals..............................................................................................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Organizational Behaviour is the study of behaviour of individual within a team or group.
Behaviour of an individual is one of the most important part in an organisation. This area
includes improving job performance, increasing job satisfaction, promoting innovation and
encouraging leadership . The behaviour of an individual is studied in the context of Hewlett-
Packard. This is American multinational IT company which has its headquarter in California.
The company is facing an issue of behaviour of an individual within the workplace (Andersson,
Jackson and Russell, 2013) Therefore, this report includes influence of culture, politics and
power on behaviour of others. Apart from that, ways of motivating individuals and teams to
achieve a goal is also included.
TASK 1
P1. Impact of organizations culture, power and politics on the performance of individual and
team behaviour
Power, politics and culture are one of the important aspect on the performance of an
individual or team within an organisation. Power is the source of making decision on the
administration of an organization. In case of Hewlett-Packard, the administration of company has
power to make decisions which will surely affect an individual and teams. On the other hand,
Culture of an organization defines the beliefs, assumptions, values and ways through which the
working ability of an individual is impacted. If culture of Hewlett-Packard will be in favour of
employees they can yield better productivity and profitability for the organization. Apart from
that, politics is defined as the summation of power and authority in order to influence the
behaviour of an individual.
Organizational Power
In case of power the organisation can face many types of it which are stated as below:
Coercive power
This type of power is imposed over the employees so as to increase their productivity.
The manager of Hewlett-Packard force its employees in order to do a particular task (Ashkanasy
and Humphrey, 2011). Hewlett-Packard cannot implement this power in their company because
it provides pressure and thus decreases their productivity and performance.
Reward Power

This is a power in which performance of employee can be increased with the help of
rewarding them. Reward can be given to the employee such as promotion, incentives, increase in
wages etc. All these rewards will help the employee of Hewlett-Packard to motivate themselves
and feel important for the organization. Thus increasing their performance and productivity.
Legitimate Power
This type of power derives from the position of an individual within an organization. The
person having power influence the working of others with its positional decision-making. Board
of directors, CEO and other higher authorities of Hewlett-Packard afford this power. This power
is given to the employees so as to handle the functional activity of the firm.
Referent Power
This type of power is helpful for the leaders of organization who has strong interpersonal
relationship skills. This power is helpful for them in increasing collaboration and influence,
rather than command and control (Avey, Palanski and Walumbwa, 2011). In case of Hewlett-
Packard, the management of company can use this power to maintain proper relationship among
the employees.
Expert Power
This power is useful for the employee who has expertise in a specific field. In case of
Hewlett-Packard, the managers of company can have such power as they were working in the
organization for a long time. Apart from that, they have proper expertise of their field. This type
of power will help the company in spreading the knowledge of expertise and increasing the
necessary skills and knowledge of the employees.
From the above discussed power the manager of Hewlett-Packard should adopt reward
power as this power is helpful in giving motivation to the employees and thus increasing their
productivity (Bolino and et. al., 2013). In addition to this, this power is also helpful in giving the
company competitive advantage.
Impact of Power on individual and team performance
Base Individual Team
Power Although reward power is helpful for
the employee of Hewlett-Packard to
increase its motivation level but if
motivation is given to a specific
Power within an organization if
managed well than it can hep the groups
of employees to work for their
betterment and company. Motivation

individual again in the organization,
this can leads to conflict-ion among the
employees. Increase in motivation will
help the employee to increase its
productivity and performance which
will be helpful for the company also
(Carpenter, Berry and Houston, 2014).
level will force them to push extra
efforts to their work. Thus increasing
the productivity of employees and
organization. Mismanagement of use of
power can leads to dissatisfaction
among the employees thus decreasing
their performance.
Organizational Culture
In order to explain the culture of organization. Handy's Typology is explained below:
Handy's typology of organisational culture
This theory suggests that every organisation should follow a healthy working culture so
as to achieve the desired goals of organization in a proper manner. This theory consists of four
types of culture which are explained below:
Power Culture
This type of culture is followed by the organization in which power is gained by an
individual. This individual is responsible in making the decisions of organization. In case of
Hewlett-Packard, the organization can use this type of power if they want to make quick
decision. Apart from that, this culture also help in promoting autocratic style of leadership.
Role Culture
This culture promotes the assignment of tasks on the basis of roles of each individual.
The tasks are allotted on the basis of performance of each individual (Choi, 2011). In case of
Hewlett-Packard, this culture hep the company in increasing their productivity as the completion
of tasks will leads to manufacture accurate product.
Task Culture
This culture deals in dividing the tasks allotted for the team in a group. The employees
having same set of skills are combined together to perform specific tasks. In case of Hewlett-
Packard, the HR manger of company has to increase the efficiency and productivity of
employees with the help of dividing the tasks.
Person Culture

This culture focuses on providing the tasks to the employees so that their capabilities can
be recognised by the managers. This culture help Hewlett-Packard to enhance the ability of staff
members so that they can work for the betterment of company.
From the above cited cultures Hewlett-Packard can opt to choose task culture. This
culture is helpful for the company in performing the tasks effectively from its employees
(Colquitt and et. al., 2011). The tasks completed will be accurate and right because the
employees engaged in this tasks have good knowledge in their filed.
Impact of culture on individual and team performance
Base Individual Team
Culture Culture of an organization has a
great impact over the performance
of an individual. The culture of
Hewlett-Packard should be good
enough so that they can yield
maximum output from its
employees. In spite of that the
company can also face low
productivity if culture is not handled
properly.
In case of Hewlett-Packard, the
company should follow tasks culture in
its teams or groups. This culture is
helpful for them to allocate the tasks
according to the skills of each
employee. This will yield into accurate
and efficient result. If the company will
not follow proper culture in team they
cannot opt maximum output from its
employees.
Organizational Politics
In order to understand the politics within an organization, Chanlat's characteristics of
political behaviour is explained below:
Impact of politics on individual and team behaviour
Base Individual Team
Politics Although politics help the employee
in protecting its rights of working
but it also decreases the overall
productivity of employee. If
employee is not concentrating over
its work, it cannot yield better
Increase in politics within team
deceases its the overall
productivity(Demir, 2011). Apart from
that, politics help the employees within
group to protect their rights from the
decision making of administration.

output.
TASK 2
P2. Content and process theories of motivation and motivational techniques enable effective
achievement of goals.
Motivation is one of the important concept in yielding better outcome from the
employees. In order to motivate the employee there are two types of theories such as content and
process theories of motivation.
Content theory of motivation
This theory focuses on to motivate the employees by fulfilling their basic needs. In order
to do this, Abraham Maslow's hierarchy of needs is taken into consideration. The components of
this theory are explained below:
Psychological needs
These are the basic needs such as food, cloth, shelter etc. without those the employee
cannot survive itself. Hewlett-Packard should fulfil these needs to motivate the employees.
Safety Needs
This is the next step of hierarchy in which safety and security needs of employees should
be fulfilled (Glendon, Clarke and McKenna, 2016). Safe environment allow the employee of
Hewlett-Packard to concentrate on its work and increase its productivity.
Social Needs
These need are helpful for maintaining the quality of life which include metal and
physical health. With the help of social needs the employee of Hewlett-Packard can be motivated
Esteem Needs
These needs are required by the employees from its manager in te form of dignity,
achievement, reputation, mastery etc. (Wagner and et. al., 2012). Hewlett-Packard can motivate
its employees by fulfilling these needs
Self-actualization Needs
With the help of realizing the performance of its own, employee of Hewlett-Packard can
be motivated by the manager.
Process theory of motivation

This theory focuses on providing motivation to the employees at workplace. For doing
this Vroom's expectancy theory is used which is explained below:
Expectancy
In order to make the employees effective in performance, the company should provide
training programs to them. Therefore the performance of employee of Hewlett-Packard will be
improved.
Instrumentality
The employees of Hewlett-Packard should be rewarded by manager so as to motivate
them. This will help them in increasing their productivity (Ates and Bititci, 2011).
Valence
Needs of employees within Hewlett-Packard should be identified by the manager. In
order to do this, they should frame some policies which allow them to motivate the employees.
CONCLUSION
In this report, it can be concluded that organizational behaviour is one of the important
concept in increasing the productivity of an organization. Apart from that, culture, power,
politics has a significant impact over the performance of employees which is directly related to
the performance of an organization. In the end, content and process theories of motivation will
help the company in motivating the employees and increasing their performance as well.

REFERENCES
Books and Journals
Andersson, L., Jackson, S. E. and Russell, S. V., 2013. Greening organizational behavior: An
introduction to the special issue. Journal of Organizational Behavior. 34(2). pp.151-
155.
Ashkanasy, N. M. and Humphrey, R. H., 2011. Current emotion research in organizational
behavior. Emotion Review. 3(2). pp.214-224.
Avey, J. B., Palanski, M. E. and Walumbwa, F. O., 2011. When leadership goes unnoticed: The
moderating role of follower self-esteem on the relationship between ethical leadership
and follower behavior. Journal of Business Ethics. 98(4). pp.573-582.
Bolino, M. C. and et. al., 2013. Exploring the dark side of organizational citizenship behavior.
Journal of Organizational Behavior. 34(4). pp.542-559.
Carpenter, N. C., Berry, C. M. and Houston, L., 2014. A meta‐analytic comparison of self‐
reported and other‐reported organizational citizenship behavior. Journal of
Organizational Behavior. 35(4). pp.547-574.
Choi, M., 2011. Employees' attitudes toward organizational change: A literature review. Human
Resource Management. 50(4). pp.479-500.
Colquitt, J. and et. al., 2011. Organizational behavior: Improving performance and commitment
in the workplace. McGraw-Hill Irwin.
Demir, M., 2011. Effects of organizational justice, trust and commitment on employees' deviant
behavior. Anatolia. 22(2). pp.204-221.
Glendon, A. I., Clarke, S. and McKenna, E., 2016. Human safety and risk management. Crc
Press.
Wagner and et. al., 2012. Lost sleep and cyberloafing: Evidence from the laboratory and a
daylight saving time quasi-experiment. Journal of Applied Psychology. 97(5), p.1068.
Ates, A. and Bititci, U., 2011. Change process: a key enabler for building resilient SMEs.
International Journal of Production Research. 49(18). pp.5601-5618.