Organizational Behaviour: A Comprehensive Analysis of Vodafone's Culture, Motivation, and Team Dynamics
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This report delves into the intricate world of organizational behaviour, using Vodafone as a case study. It examines how organizational culture, politics, and power influence individual and team performance. The report further explores content and process theories of motivation, evaluating their effectiveness in achieving organizational goals. It also analyzes the characteristics of effective and ineffective teams, applying relevant team development theories to foster dynamic cooperation. Finally, the report applies concepts and philosophies of organizational behaviour to a given business situation, exploring their positive and negative influences on behaviour within Vodafone.
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CONTENTS
INTRODUCTION.............................................................................................................................. 2
LO 1................................................................................................................................................ 3
P1 & M1 ANALYSE HOW AN ORGANIZATION’S CULTURE, POLITICS AND POWER INFLUENCE
INDIVIDUAL AND TEAM BEHAVIOUR AND PERFORMANCE.......................................................3
LO 2................................................................................................................................................ 7
P2, M2 EVALUATE HOW CONTENT AND PROCESS THEORIES OF MOTIVATION AND
MOTIVATIONAL TECHNIQUES ENABLE EFFECTIVE ACHIEVEMENT OF GOALS IN AN
ORGANIZATIONAL CONTEXT......................................................................................................7
LO 3.............................................................................................................................................. 12
P3 & M3 EXPLAIN WHAT MAKES AN EFFECTIVE TEAM AS OPPOSED TO AN INEFFECTIVE TEAM
AND ANALYSE RELEVANT TEAM AND GROUP DEVELOPMENT THEORIES TO SUPPORT THE
DEVELOPMENT OF DYNAMIC COOPERATION..........................................................................12
LO 4.............................................................................................................................................. 16
P4 & M4 APPLY CONCEPTS AND PHILOSOPHIES OF ORGANISATIONAL BEHAVIOUR WITHIN AN
ORGANIZATIONAL CONTEXT AND A GIVEN BUSINESS SITUATION AND EXPLORE AND
EVALUATE HOW CONCEPTS AND PHILOSOPHIES OF OB INFORM AND INFLUENCE BEHAVIOUR
IN BOTH A POSITIVE AND NEGATIVE WAY............................................................................... 16
CONCLUSION............................................................................................................................... 20
REFERENCES................................................................................................................................. 21
1
INTRODUCTION.............................................................................................................................. 2
LO 1................................................................................................................................................ 3
P1 & M1 ANALYSE HOW AN ORGANIZATION’S CULTURE, POLITICS AND POWER INFLUENCE
INDIVIDUAL AND TEAM BEHAVIOUR AND PERFORMANCE.......................................................3
LO 2................................................................................................................................................ 7
P2, M2 EVALUATE HOW CONTENT AND PROCESS THEORIES OF MOTIVATION AND
MOTIVATIONAL TECHNIQUES ENABLE EFFECTIVE ACHIEVEMENT OF GOALS IN AN
ORGANIZATIONAL CONTEXT......................................................................................................7
LO 3.............................................................................................................................................. 12
P3 & M3 EXPLAIN WHAT MAKES AN EFFECTIVE TEAM AS OPPOSED TO AN INEFFECTIVE TEAM
AND ANALYSE RELEVANT TEAM AND GROUP DEVELOPMENT THEORIES TO SUPPORT THE
DEVELOPMENT OF DYNAMIC COOPERATION..........................................................................12
LO 4.............................................................................................................................................. 16
P4 & M4 APPLY CONCEPTS AND PHILOSOPHIES OF ORGANISATIONAL BEHAVIOUR WITHIN AN
ORGANIZATIONAL CONTEXT AND A GIVEN BUSINESS SITUATION AND EXPLORE AND
EVALUATE HOW CONCEPTS AND PHILOSOPHIES OF OB INFORM AND INFLUENCE BEHAVIOUR
IN BOTH A POSITIVE AND NEGATIVE WAY............................................................................... 16
CONCLUSION............................................................................................................................... 20
REFERENCES................................................................................................................................. 21
1
LIST OF TABLES
Table 1: Maslow's Hierarchy of Needs...........................................................................................9
Table 2: ERG Theory.....................................................................................................................10
2
Table 1: Maslow's Hierarchy of Needs...........................................................................................9
Table 2: ERG Theory.....................................................................................................................10
2
LIST OF FIGURES
Figure 1: Maslow's Hierarchy of Needs.......................................................................................... 8
Figure 2: ERG Theory................................................................................................................... 10
3
Figure 1: Maslow's Hierarchy of Needs.......................................................................................... 8
Figure 2: ERG Theory................................................................................................................... 10
3
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INTRODUCTION
Organizations in general are a bunch of individuals working simultaneously to achieve a
common desired goal or objectives. These individuals may be of different cast , culture and
mind-set depending on the diversity in the workforce of the organization. The form of
interaction and bonding they have within the company can be considered as organizational
behaviour (HUCZYNSKI and BUCHANAN, 2013). This may seem a simple factor; however, with
organizations like Vodafone, Hilton Hotel Groups, Accenture etc., which have large scale of
diversity, this factor becomes rather complex to deal with.
As a Senior Analyst in the PwC consultancy, the following report is based on the organization
named ‘Vodafone’, second largest mobile phone company in the world. In the UK it has over
1.75 million subscribers and the headquarter is located in the Newbury, England, UK (Vodafone
Group Plc, 2013). Following report, consist of analysis of the influence of different factors on
others in the Vodafone. Further, individuals and team motivational techniques is evaluated to
achieve a goal. additionally, factors that contribute in forming an effective team is
demonstrated. Lastly, different concepts and philosophies of organizational behaviour is
applied on the business situation of Vodafone.
4
Organizations in general are a bunch of individuals working simultaneously to achieve a
common desired goal or objectives. These individuals may be of different cast , culture and
mind-set depending on the diversity in the workforce of the organization. The form of
interaction and bonding they have within the company can be considered as organizational
behaviour (HUCZYNSKI and BUCHANAN, 2013). This may seem a simple factor; however, with
organizations like Vodafone, Hilton Hotel Groups, Accenture etc., which have large scale of
diversity, this factor becomes rather complex to deal with.
As a Senior Analyst in the PwC consultancy, the following report is based on the organization
named ‘Vodafone’, second largest mobile phone company in the world. In the UK it has over
1.75 million subscribers and the headquarter is located in the Newbury, England, UK (Vodafone
Group Plc, 2013). Following report, consist of analysis of the influence of different factors on
others in the Vodafone. Further, individuals and team motivational techniques is evaluated to
achieve a goal. additionally, factors that contribute in forming an effective team is
demonstrated. Lastly, different concepts and philosophies of organizational behaviour is
applied on the business situation of Vodafone.
4
LO 1
P1 & M1 ANALYSE HOW AN ORGANIZATION’S CULTURE, POLITICS AND POWER
INFLUENCE INDIVIDUAL AND TEAM BEHAVIOUR AND PERFORMANCE
Organization behaviour is an essential research stream that can be used by the HR department
of the Vodafone to identify, analyse and evaluate the factors that has hold on their employees’
behaviour and their action. During the past few quarters, Vodafone has successfully gone
through an internal change that had influence over their employees. With a new slogan, “The
future is exciting, Ready?” the company has managed to reinvent itself as futuristic corporation
that is working for better tomorrow (Vodafone Group Plc, 2013). Same feeling is developed
within employees i.e. they are contributing to better future. Such changes has greatly affected
the way employee sees and values the organization, which can be seen in their work and
integration (BY and BURNES, 2013).
To better understand the influence of organizational culture, politics and power on individual
and teams, Handy’s cultural typology can be applied:
TASK CULTURE
In such type of practice, tasks are assigned to teams and individuals based on their skills,
qualifications and interest. Thus the performance level is higher in task culture that allows
organizations to reach higher productivity. As practiced in the Vodafone UK, different
departments and teams are formed that are specialised in different areas. Thus based on their
interest and skills, tasks like, research (both technical and non-technical) is provided. However,
the catch associated is that all the employees must be dedicated and skilled enogh to
complement each other in the team (HUCZYNSKI and BUCHANAN, 2013).
PERSON CULTURE
Organizations where employee treats their choices and goals above organization’s goal, they
follow person culture. Thus the productivity in such practices is minimum, which makes it most
5
P1 & M1 ANALYSE HOW AN ORGANIZATION’S CULTURE, POLITICS AND POWER
INFLUENCE INDIVIDUAL AND TEAM BEHAVIOUR AND PERFORMANCE
Organization behaviour is an essential research stream that can be used by the HR department
of the Vodafone to identify, analyse and evaluate the factors that has hold on their employees’
behaviour and their action. During the past few quarters, Vodafone has successfully gone
through an internal change that had influence over their employees. With a new slogan, “The
future is exciting, Ready?” the company has managed to reinvent itself as futuristic corporation
that is working for better tomorrow (Vodafone Group Plc, 2013). Same feeling is developed
within employees i.e. they are contributing to better future. Such changes has greatly affected
the way employee sees and values the organization, which can be seen in their work and
integration (BY and BURNES, 2013).
To better understand the influence of organizational culture, politics and power on individual
and teams, Handy’s cultural typology can be applied:
TASK CULTURE
In such type of practice, tasks are assigned to teams and individuals based on their skills,
qualifications and interest. Thus the performance level is higher in task culture that allows
organizations to reach higher productivity. As practiced in the Vodafone UK, different
departments and teams are formed that are specialised in different areas. Thus based on their
interest and skills, tasks like, research (both technical and non-technical) is provided. However,
the catch associated is that all the employees must be dedicated and skilled enogh to
complement each other in the team (HUCZYNSKI and BUCHANAN, 2013).
PERSON CULTURE
Organizations where employee treats their choices and goals above organization’s goal, they
follow person culture. Thus the productivity in such practices is minimum, which makes it most
5
undesirable culture for Vodafone and must be eliminated in any department within the
company (ROLLINSON, 2008).
POWER CULTURE
Organizations in which the all the authority and decision making power is under any individual
or team they follow power culture. This is generally used when quick acceleration is required,
since the decision making time reduced (Alvesson, 2012). During brief moments some
department in the Vodafone UK, such as production department implement such culture.
However, this is limited to brief period since there are several disadvantage of power culture.
power culture contributes to corruption and ethical misconduct as it can be seen in the case of
BBC (BBC NEWS, 2016).
ROLE CULTURE
Based on the performance and skills of an individual, authority is provided to lead any team or
department is practiced in the role culture. As the skills increases, the chances of promotion
and responsibilities raises. The promotional policy in the Vodafone is inspired by the role
culture, even tasks and small authority is given based on their leadership skills and overall
performance. The demerit is that lack of organizational and leadership skills may affect the
overall performance of the team (HUCZYNSKI and BUCHANAN, 2013).
ORGANIZATIONAL CULTURE WITHIN THE VODAFONE
Vodafone has proved itself in the globalised market and is constantly working for the better
future. The Company has gone through numerous changes that has largely impacted the
workforce. It has witnessed cultural and behavioural changes that have worked as a
constructive form. Since the company is spread across the UK with different departments
working simultaneously towards its vision, different types of culture are practices. Most widely,
role and task culture is implemented based on the situation and staff (BY and BURNES, 2013).
This has led to increase of three major factors that are diversity, flexibility, and innovation in
the company. Changing policies regarding expansion and recruitment has increased the
6
company (ROLLINSON, 2008).
POWER CULTURE
Organizations in which the all the authority and decision making power is under any individual
or team they follow power culture. This is generally used when quick acceleration is required,
since the decision making time reduced (Alvesson, 2012). During brief moments some
department in the Vodafone UK, such as production department implement such culture.
However, this is limited to brief period since there are several disadvantage of power culture.
power culture contributes to corruption and ethical misconduct as it can be seen in the case of
BBC (BBC NEWS, 2016).
ROLE CULTURE
Based on the performance and skills of an individual, authority is provided to lead any team or
department is practiced in the role culture. As the skills increases, the chances of promotion
and responsibilities raises. The promotional policy in the Vodafone is inspired by the role
culture, even tasks and small authority is given based on their leadership skills and overall
performance. The demerit is that lack of organizational and leadership skills may affect the
overall performance of the team (HUCZYNSKI and BUCHANAN, 2013).
ORGANIZATIONAL CULTURE WITHIN THE VODAFONE
Vodafone has proved itself in the globalised market and is constantly working for the better
future. The Company has gone through numerous changes that has largely impacted the
workforce. It has witnessed cultural and behavioural changes that have worked as a
constructive form. Since the company is spread across the UK with different departments
working simultaneously towards its vision, different types of culture are practices. Most widely,
role and task culture is implemented based on the situation and staff (BY and BURNES, 2013).
This has led to increase of three major factors that are diversity, flexibility, and innovation in
the company. Changing policies regarding expansion and recruitment has increased the
6
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workforce of the company, which has made it multicultural organization. The HR policies are
dependent on the role culture thus maintaining a level of competition between the employees.
Task culture ensures that individuals that contribute to increased productivity and efficiency of
the company reach proper quality measures.
Team bonding activities conducted by HR department ensures that the cultural diversity of
employees does not act as complicities or hurdles between their performances, as different
mind-set raises the chances of conflicts due to clashes of ideas. Thus, it is necessary to ensure
that the disadvantages of the cultural practices are eliminated (ARCHER and CAMERON, 2013).
INFLUENCE OF POLITICS AND POWER ON BEHAVIOUR WITHIN THE VODAFONE
Politics and power in general are considered two sides of a coin, thus have similar impact of
the performance of team and individuals in the Vodafone. By applying French and Raven’s
power distribution theory, the influence of different types of power in Vodafone can be
clarified:
REWARD POWER
Here standards are set for employees and is influenced by providing certain rewards either
monetary or non-monetary. This is effective when employees are inclined towards work due to
recompenses. Vodafone has initiated whistleblowing policy provided significant reward to
people who report about any form of unethical practices within organization such as bribery
(Wood, et al. 2012).
COERCIVE POWER
It is an aggressive form of controlling and forcing employees to perform tasks;
leaders/managers uses fear as a tool and if an employee fails to perform tasks, then certain
facilities is taken away as punishment. The disadvantage is that this affects individual’s
motivation and loyalty towards organizations (Wood, et al. 2012).
LEGITIMATE POWER
7
dependent on the role culture thus maintaining a level of competition between the employees.
Task culture ensures that individuals that contribute to increased productivity and efficiency of
the company reach proper quality measures.
Team bonding activities conducted by HR department ensures that the cultural diversity of
employees does not act as complicities or hurdles between their performances, as different
mind-set raises the chances of conflicts due to clashes of ideas. Thus, it is necessary to ensure
that the disadvantages of the cultural practices are eliminated (ARCHER and CAMERON, 2013).
INFLUENCE OF POLITICS AND POWER ON BEHAVIOUR WITHIN THE VODAFONE
Politics and power in general are considered two sides of a coin, thus have similar impact of
the performance of team and individuals in the Vodafone. By applying French and Raven’s
power distribution theory, the influence of different types of power in Vodafone can be
clarified:
REWARD POWER
Here standards are set for employees and is influenced by providing certain rewards either
monetary or non-monetary. This is effective when employees are inclined towards work due to
recompenses. Vodafone has initiated whistleblowing policy provided significant reward to
people who report about any form of unethical practices within organization such as bribery
(Wood, et al. 2012).
COERCIVE POWER
It is an aggressive form of controlling and forcing employees to perform tasks;
leaders/managers uses fear as a tool and if an employee fails to perform tasks, then certain
facilities is taken away as punishment. The disadvantage is that this affects individual’s
motivation and loyalty towards organizations (Wood, et al. 2012).
LEGITIMATE POWER
7
This can be considered as the combination of reward and coercive power, based on individual’s
performance they are rewarded or punished. This is widely used in the Vodafone UK, where the
service providing team gets monetary rewards on completion of target and calculated actions
are taken for individual who fails to perform efficiently without genuine reasons (Vodafone
Group Plc, 2013).
REFERENT POWER
Here leaders and managers perform their tasks efficiently and set examples for their team
members, thus influencing them to perform better. Employees are more loyal in this case and
value their leaders. Vodafone is full of such leaders that are influential and act as aspiration for
new entrants. The drawback is this is slow process and requires full attention of employees to
value their leaders (French, 2011).
EXPERT POWER
Leaders with great experience and knowledge act as aspiration in their organization and thus
are more likely to influence masses. Employees trust their leaders and exceed their comfort
level to match their performance to those. Gerard Kleisterlee is one such example who is the
chairman of the Vodafone (Vodafone Group Plc, 2013).
Several political factor influences’ individuals and teams’ performance in the Vodafone. During
the norming and forming stage of team development, the chances of formation oof sub-groups
is high, which raises the chances of internal politics. These politics may be in the form of
questioning leadership of the team, or any sort of bribery. For instance, to setup Vodafone
service tower, there is chances of taking bribery. Vodafone has adopted zero-tolerance
approach to handle such situations and take strict actions against individuals who use politics as
destructive tool. However, the silver lining to politics in team and individual performance is that
it is beneficial for specific situations (Ferris and Treadway, 2012). Such as, the resource locator
in the team often uses politics as a tool to track and arrange necessary resources in the
Vodafone UK.
8
performance they are rewarded or punished. This is widely used in the Vodafone UK, where the
service providing team gets monetary rewards on completion of target and calculated actions
are taken for individual who fails to perform efficiently without genuine reasons (Vodafone
Group Plc, 2013).
REFERENT POWER
Here leaders and managers perform their tasks efficiently and set examples for their team
members, thus influencing them to perform better. Employees are more loyal in this case and
value their leaders. Vodafone is full of such leaders that are influential and act as aspiration for
new entrants. The drawback is this is slow process and requires full attention of employees to
value their leaders (French, 2011).
EXPERT POWER
Leaders with great experience and knowledge act as aspiration in their organization and thus
are more likely to influence masses. Employees trust their leaders and exceed their comfort
level to match their performance to those. Gerard Kleisterlee is one such example who is the
chairman of the Vodafone (Vodafone Group Plc, 2013).
Several political factor influences’ individuals and teams’ performance in the Vodafone. During
the norming and forming stage of team development, the chances of formation oof sub-groups
is high, which raises the chances of internal politics. These politics may be in the form of
questioning leadership of the team, or any sort of bribery. For instance, to setup Vodafone
service tower, there is chances of taking bribery. Vodafone has adopted zero-tolerance
approach to handle such situations and take strict actions against individuals who use politics as
destructive tool. However, the silver lining to politics in team and individual performance is that
it is beneficial for specific situations (Ferris and Treadway, 2012). Such as, the resource locator
in the team often uses politics as a tool to track and arrange necessary resources in the
Vodafone UK.
8
LO 2
P2, M2 EVALUATE HOW CONTENT AND PROCESS THEORIES OF MOTIVATION
AND MOTIVATIONAL TECHNIQUES ENABLE EFFECTIVE ACHIEVEMENT OF
GOALS IN AN ORGANIZATIONAL CONTEXT
Motivation drives employees within the organization to put their efforts to gain the required
results. There are several theories related to the motivation and motivational techniques that
helps individuals and teams to acquire their goals.
CONTENT THEORY
Such theories are based on materialistic factors that can be used by the HR department to
motivate their employees. Following are the two widely used theories that can be implemented
in the Vodafone to achieve their five year target (Moore, 2014).
Maslow’s Hierarchy of Needs
Figure 1: Maslow's Hierarchy of Needs
[Source: Kaur, 2013]
9
SELF ACTUALIZATION
ESTEEM NEEDS
BELONGINGS AND LOVE NEEDS
SAFETY NEEDS
PHYSIOLOGICAL NEEDS
P2, M2 EVALUATE HOW CONTENT AND PROCESS THEORIES OF MOTIVATION
AND MOTIVATIONAL TECHNIQUES ENABLE EFFECTIVE ACHIEVEMENT OF
GOALS IN AN ORGANIZATIONAL CONTEXT
Motivation drives employees within the organization to put their efforts to gain the required
results. There are several theories related to the motivation and motivational techniques that
helps individuals and teams to acquire their goals.
CONTENT THEORY
Such theories are based on materialistic factors that can be used by the HR department to
motivate their employees. Following are the two widely used theories that can be implemented
in the Vodafone to achieve their five year target (Moore, 2014).
Maslow’s Hierarchy of Needs
Figure 1: Maslow's Hierarchy of Needs
[Source: Kaur, 2013]
9
SELF ACTUALIZATION
ESTEEM NEEDS
BELONGINGS AND LOVE NEEDS
SAFETY NEEDS
PHYSIOLOGICAL NEEDS
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Abraham Maslow psychologically proposed a theory that viewed motivation as a series of
stages and each stage containing specific factors that can be used by the manager to motivate
their employees (Kaur, 2013). Following are the five stages suggested by Maslow:
Table 1: Maslow's Hierarchy of Needs
SELF ACTUALIZATION
This is the top-most level, individuals at this stage does
not require any factor to drive their action; rather they
work solely to become their better self.
ESTEEM NEEDS
This involves internal esteem that includes confidence,
freedom, achievement and external esteem that includes
status, power, admiration etc.
SOCIAL NEEDS
This involves factors like friendship, love, affection etc.
and every factor that help in social engagement
SAFETY NEEDS
This involves basic safety requirements in terms of
environmental, psychological etc. such as job security,
health security etc.
PHYSIOLOGICAL NEEDS
These are basic amenities such as food, shelter, air that is
psychologically essential to keep an individual motivated
(Kaur, 2013)
Limnitiation is that it states, unless current stage of hierarchy is not fulfilled it is not possible to
reach to the higher level. Since there are numerious factors, it is complex to fulfil all the needs
in each hierarchy (Moore, 2014).
ERG Theory
10
stages and each stage containing specific factors that can be used by the manager to motivate
their employees (Kaur, 2013). Following are the five stages suggested by Maslow:
Table 1: Maslow's Hierarchy of Needs
SELF ACTUALIZATION
This is the top-most level, individuals at this stage does
not require any factor to drive their action; rather they
work solely to become their better self.
ESTEEM NEEDS
This involves internal esteem that includes confidence,
freedom, achievement and external esteem that includes
status, power, admiration etc.
SOCIAL NEEDS
This involves factors like friendship, love, affection etc.
and every factor that help in social engagement
SAFETY NEEDS
This involves basic safety requirements in terms of
environmental, psychological etc. such as job security,
health security etc.
PHYSIOLOGICAL NEEDS
These are basic amenities such as food, shelter, air that is
psychologically essential to keep an individual motivated
(Kaur, 2013)
Limnitiation is that it states, unless current stage of hierarchy is not fulfilled it is not possible to
reach to the higher level. Since there are numerious factors, it is complex to fulfil all the needs
in each hierarchy (Moore, 2014).
ERG Theory
10
Figure 2: ERG Theory
[Source: Mark, 2014]
Alderfer C.P. in 1969 condensed Maslow’s hierarchy of needs in following categories:
Table 2: ERG Theory
EXISTENCE NEEDS
This involves basic requirements such as physical and
psychological needs that are essential for standard living
RELATEDNESS NEEDS
This involves desire individuals have to be socially active
and contact with others either with family, friends or
colleague.
GROWTH NEEDS
This involves self-development needs that individuals have
to enhance their existing performance and level of
expertise.
(Mark, 2014)
Limitations are that there are no clear guidelines as to apply this theory; rather it depends on
individual’s level of understanding to determine individuals’ needs regarding the three needs.
11
EXISTENCE
NEEDS
RELATEDNES
S NEEDS
GROWTH
NEEDS
[Source: Mark, 2014]
Alderfer C.P. in 1969 condensed Maslow’s hierarchy of needs in following categories:
Table 2: ERG Theory
EXISTENCE NEEDS
This involves basic requirements such as physical and
psychological needs that are essential for standard living
RELATEDNESS NEEDS
This involves desire individuals have to be socially active
and contact with others either with family, friends or
colleague.
GROWTH NEEDS
This involves self-development needs that individuals have
to enhance their existing performance and level of
expertise.
(Mark, 2014)
Limitations are that there are no clear guidelines as to apply this theory; rather it depends on
individual’s level of understanding to determine individuals’ needs regarding the three needs.
11
EXISTENCE
NEEDS
RELATEDNES
S NEEDS
GROWTH
NEEDS
Implication of Content Theory in Vodafone
The HR managers to ensure higher productivity rate in the Vodafone UK can use
aforementioned theories. As per Maslow’s horary of needs, average pay scale can be given to
employees to fulfil their physiological needs. By providing job security and insurance policies,
safety needs can be fulfilled. By creating positive work environment and healthy team building
activities, social needs can be fulfilled. In addition, by providing proper recognition and growth,
above two stages can be reached (Moore, 2014). For instance, best performance team can be
appreciated every month and best performer trophy can be circulated within the Vodafone
department (Vodafone Group Plc, 2013).
Same goes with ERG theory, as it is based on the same theory; however, unlike Maslow’s
Hierarchy of Needs, ERG theory states that at any given time more than one stage can be
accomplished by any individual. Thus, managers are not bounded to fulfil requirement as per
the hierarchy. Which is currently practiced in many departments within the organization?
Vodafone employees are provided growth chances even if some relatedness needs are not
fulfilled (Wood, et al. 2012).
PROCESS THEORY
Such theories are based on the ‘how’ individuals can be motivated, thus it considers motivation
as a continues process or a set of actions that drives individual’s actions. Following are some
process theory:
Vroom’s Expectancy Theory
It states that employees’ performance is dependent on factors like knowledge, skills, abilities
etc. Additionally, it is categorised in terms of beliefs individual holds. Valence, talk about
individuals’ emotional orientation towards monetary and non-monetary rewards. Expectancy,
refers to the expectation individuals’ have regarding themselves and their performance.
Instrumentality, refers to the perception individuals’ have regarding the acquirement of
rewards once they achieve their goal. Limitation is that it is fully dependent on the analytical
12
The HR managers to ensure higher productivity rate in the Vodafone UK can use
aforementioned theories. As per Maslow’s horary of needs, average pay scale can be given to
employees to fulfil their physiological needs. By providing job security and insurance policies,
safety needs can be fulfilled. By creating positive work environment and healthy team building
activities, social needs can be fulfilled. In addition, by providing proper recognition and growth,
above two stages can be reached (Moore, 2014). For instance, best performance team can be
appreciated every month and best performer trophy can be circulated within the Vodafone
department (Vodafone Group Plc, 2013).
Same goes with ERG theory, as it is based on the same theory; however, unlike Maslow’s
Hierarchy of Needs, ERG theory states that at any given time more than one stage can be
accomplished by any individual. Thus, managers are not bounded to fulfil requirement as per
the hierarchy. Which is currently practiced in many departments within the organization?
Vodafone employees are provided growth chances even if some relatedness needs are not
fulfilled (Wood, et al. 2012).
PROCESS THEORY
Such theories are based on the ‘how’ individuals can be motivated, thus it considers motivation
as a continues process or a set of actions that drives individual’s actions. Following are some
process theory:
Vroom’s Expectancy Theory
It states that employees’ performance is dependent on factors like knowledge, skills, abilities
etc. Additionally, it is categorised in terms of beliefs individual holds. Valence, talk about
individuals’ emotional orientation towards monetary and non-monetary rewards. Expectancy,
refers to the expectation individuals’ have regarding themselves and their performance.
Instrumentality, refers to the perception individuals’ have regarding the acquirement of
rewards once they achieve their goal. Limitation is that it is fully dependent on the analytical
12
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and observational skills of managers as they have to analyse the aspects their employees value.
Failing to do so may demotivate their employees (Mark, 2014).
Adam’s Equity Theory
It states that individuals perform at their best only when they are treated fairly in the
organization. Each individual contributes in tasks for which they expect certain outcome
(rewards). If the contribution is greater than rewards than de-motivation arises. Thus, it is
essential for management to maintain balance between the contribution and rewards provided
to employees. The disadvantage is failing to recognise the underpayment factor may lead to
demotivation and lower performance (Nuttin, 2014).
Goal Setting Theory of Motivation
It states that for improved performance and higher productivity, individuals must set specific,
realistic and achievable goals based on their performance, skills and self-motivation. Feedback
is an essential aspect that enhances the performance and output level. Thus with calculated
and limited contribution tasks can be completed that acts as motivational factor. Limitations
are, conflicts of managerial and organizational goals can affect the overall performance.
Moreover, there is lack of evidence regarding efficiency of this theory (ARCHER and CAMERON,
2013).
Implication of Process Theory in Vodafone
Vodafone being a market leader in terms of technology and services is in need of motivated
employees at all given time. Thus, the HR management requires to implement several process
theory as it works of the factor ‘how’ a person can be motivated, and does not totally depend
on instrumental factors. Managers can set goals for each department and leaders can influence
employees to synchronise their objectives with organizational goals thus successfully applying
goal-setting theory. Further, as per views of employees regarding different motivational factors,
managers can implement vroom expectancy model. Additionally, reward system must be clear
and transparent to motivate and build trust within employees. Lastly, by forming policies
13
Failing to do so may demotivate their employees (Mark, 2014).
Adam’s Equity Theory
It states that individuals perform at their best only when they are treated fairly in the
organization. Each individual contributes in tasks for which they expect certain outcome
(rewards). If the contribution is greater than rewards than de-motivation arises. Thus, it is
essential for management to maintain balance between the contribution and rewards provided
to employees. The disadvantage is failing to recognise the underpayment factor may lead to
demotivation and lower performance (Nuttin, 2014).
Goal Setting Theory of Motivation
It states that for improved performance and higher productivity, individuals must set specific,
realistic and achievable goals based on their performance, skills and self-motivation. Feedback
is an essential aspect that enhances the performance and output level. Thus with calculated
and limited contribution tasks can be completed that acts as motivational factor. Limitations
are, conflicts of managerial and organizational goals can affect the overall performance.
Moreover, there is lack of evidence regarding efficiency of this theory (ARCHER and CAMERON,
2013).
Implication of Process Theory in Vodafone
Vodafone being a market leader in terms of technology and services is in need of motivated
employees at all given time. Thus, the HR management requires to implement several process
theory as it works of the factor ‘how’ a person can be motivated, and does not totally depend
on instrumental factors. Managers can set goals for each department and leaders can influence
employees to synchronise their objectives with organizational goals thus successfully applying
goal-setting theory. Further, as per views of employees regarding different motivational factors,
managers can implement vroom expectancy model. Additionally, reward system must be clear
and transparent to motivate and build trust within employees. Lastly, by forming policies
13
regarding the reward system, based on equal payment and transparent reward system, Adam’s
Equity Theory can be implemented (ROLLINSON, 2008).
14
Equity Theory can be implemented (ROLLINSON, 2008).
14
LO 3
P3 & M3 EXPLAIN WHAT MAKES AN EFFECTIVE TEAM AS OPPOSED TO AN
INEFFECTIVE TEAM AND ANALYSE RELEVANT TEAM AND GROUP
DEVELOPMENT THEORIES TO SUPPORT THE DEVELOPMENT OF DYNAMIC
COOPERATION
Vodafone being largely spread organization in the UK requires building effective teams in order
to fully operate on larger scale. There are several characteristics associated with effective and
ineffective teams. These characteristics play essential role in differentiating effective from
ineffective team.
EFFECTIVE TEAM CHARACTERISTICS
Individual objectives and roles are clear to each team member
Leader is skilled and influential
Communication is strong and conflicts are solved within the members itself
Their personal objectives are synchronised with organization’s objectives
They have proper excess to resources and addresses issues that affect the team (Levi,
2015)
They monitor and improve their performance on periodic basis
As in the case of Vodafone, one such example of an effective team is the Investor relations
team formed in the Vodafone UK that is responsible of establishing and maintaining
relationship with all the investors. They provide valid information regarding organization’s
achievements, investments, and policies and conduct investors meet on periodic basis thus
forming a culture of transparency within the organisation (HUCZYNSKI and BUCHANAN, 2013).
INEFFECTIVE TEAM CHARACTERISTICS
15
P3 & M3 EXPLAIN WHAT MAKES AN EFFECTIVE TEAM AS OPPOSED TO AN
INEFFECTIVE TEAM AND ANALYSE RELEVANT TEAM AND GROUP
DEVELOPMENT THEORIES TO SUPPORT THE DEVELOPMENT OF DYNAMIC
COOPERATION
Vodafone being largely spread organization in the UK requires building effective teams in order
to fully operate on larger scale. There are several characteristics associated with effective and
ineffective teams. These characteristics play essential role in differentiating effective from
ineffective team.
EFFECTIVE TEAM CHARACTERISTICS
Individual objectives and roles are clear to each team member
Leader is skilled and influential
Communication is strong and conflicts are solved within the members itself
Their personal objectives are synchronised with organization’s objectives
They have proper excess to resources and addresses issues that affect the team (Levi,
2015)
They monitor and improve their performance on periodic basis
As in the case of Vodafone, one such example of an effective team is the Investor relations
team formed in the Vodafone UK that is responsible of establishing and maintaining
relationship with all the investors. They provide valid information regarding organization’s
achievements, investments, and policies and conduct investors meet on periodic basis thus
forming a culture of transparency within the organisation (HUCZYNSKI and BUCHANAN, 2013).
INEFFECTIVE TEAM CHARACTERISTICS
15
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They have ineffective and dominant leader
Communication is weak between team members
Blame culture is practiced
Motivational factors are not implemented efficiently thus, members are less motivated
and productive
Creative or new approach is avoided due to lack of vision
Individual objectives are unclear to team members (Levi, 2015)
On the other hand, an example of ineffective team is the customer information handling team.
There was an incident regarding the leak of Vodafone customer information, which has greatly
affected the brand’s image thus resulting huge loss. As per report, such incident shows the
ineffectiveness of the team to follow the data protection policy that lead to degradation in
brand value (HUCZYNSKI and BUCHANAN, 2013).
Thus, managers in the Vodafone must look for such characteristics within the team to eliminate
all negative aspects in order to form an effective team.
There are four types of team within the Vodafone organisation, which are catogarised on the
basis of types of task they perform.
PROBLEM SOLVING TEAMS
During major issues such as organisational reformation or impact of BREXIT on the Vodafone,
problem-solving team is built with members having expertise in specific regions. Teams are
dismantled once the issue is solved. For instance, crisis management team is formed in the
Vodafone during severe issues like server failure or IT system failure (Levi, 2015).
FUNCTIONAL TEAMS
16
Communication is weak between team members
Blame culture is practiced
Motivational factors are not implemented efficiently thus, members are less motivated
and productive
Creative or new approach is avoided due to lack of vision
Individual objectives are unclear to team members (Levi, 2015)
On the other hand, an example of ineffective team is the customer information handling team.
There was an incident regarding the leak of Vodafone customer information, which has greatly
affected the brand’s image thus resulting huge loss. As per report, such incident shows the
ineffectiveness of the team to follow the data protection policy that lead to degradation in
brand value (HUCZYNSKI and BUCHANAN, 2013).
Thus, managers in the Vodafone must look for such characteristics within the team to eliminate
all negative aspects in order to form an effective team.
There are four types of team within the Vodafone organisation, which are catogarised on the
basis of types of task they perform.
PROBLEM SOLVING TEAMS
During major issues such as organisational reformation or impact of BREXIT on the Vodafone,
problem-solving team is built with members having expertise in specific regions. Teams are
dismantled once the issue is solved. For instance, crisis management team is formed in the
Vodafone during severe issues like server failure or IT system failure (Levi, 2015).
FUNCTIONAL TEAMS
16
Team in which members are from same stage of organizational structure have similar authority
is considered as functional team. They are normally set to achieve departmental goals and are
switched from one task to another. Such as HR department, finance department, R&D
department etc.
PROJECT TEAMS
Such team are formed for working on specific projects, in which each member is expert in their
fields. For instance, during the launch of Vodafone 4G network requires involvement of
technical, marketing, and financial team along with HR. thus experts from each departments
are brought together to complete that project (Levi, 2015).
VIRTUAL TEAMS
Such team is built due to the ease of communication, where management of the company from
different regions contact to discuss specific topics. For instance, during BREXIT, Vodafone Group
had to form virtual team including headquarter to analyse the impact on the company and its
productivity.
As per Tuckman and Jenson Team building theory, an effective team undergoes following four
stages:
FORMING
Based on tasks, team is build and roles and responsibilities are unclear to every member.
Conflicts are minimum due to lack of communication, performance is minimum, and if leader is
appointed, tasks and responsibilities is cleared by them (Bonebright, 2010).
STORMING
Interaction takes place which results in exchange of ideas thus raises conflicts, sub teams are
formed and lack of clarity regarding team goal is present. Questions are raised on the authority
17
is considered as functional team. They are normally set to achieve departmental goals and are
switched from one task to another. Such as HR department, finance department, R&D
department etc.
PROJECT TEAMS
Such team are formed for working on specific projects, in which each member is expert in their
fields. For instance, during the launch of Vodafone 4G network requires involvement of
technical, marketing, and financial team along with HR. thus experts from each departments
are brought together to complete that project (Levi, 2015).
VIRTUAL TEAMS
Such team is built due to the ease of communication, where management of the company from
different regions contact to discuss specific topics. For instance, during BREXIT, Vodafone Group
had to form virtual team including headquarter to analyse the impact on the company and its
productivity.
As per Tuckman and Jenson Team building theory, an effective team undergoes following four
stages:
FORMING
Based on tasks, team is build and roles and responsibilities are unclear to every member.
Conflicts are minimum due to lack of communication, performance is minimum, and if leader is
appointed, tasks and responsibilities is cleared by them (Bonebright, 2010).
STORMING
Interaction takes place which results in exchange of ideas thus raises conflicts, sub teams are
formed and lack of clarity regarding team goal is present. Questions are raised on the authority
17
of leadership and leaders requires to take necessary actions to align team in correct direction
(Riebe, et al. 2010).
NORMING
Roles and responsibilities are clear thus, members are more focused towards their work and
performance is increased, communication is optimum and they invest time on solving issues
rather than raising conflicts (Bonebright, 2010).
PERFORMING
Here team members require minimum assistance from leaders and are capable of taking
necessary decision on their own. Thus performance and productivity is at its best. Conflints are
negligible and targets are easily achieved.
One major task of Vodafone is to maintain and enhance their service quality on regular basis,
thus requires team that are capable of taking on-spot correct decisions and are able to
coordinate with each other. Thus management supervises and guides them through these
stages to empower and train them, simultaneously supporting them in forming a better team
(Bonebright, 2010).
Each team members play specific roles within team that contributes to the team performance.
As per Belbin’s team role model, team members of Vodafone can be categorised as follows:
ACTION ORIENTED ROLES
Implementer are the one who admire challenges and execute plans effectively; for
instance, these are the doers of the team
Shaper have curious mind-set and challenge existing norms and processes, they are the
explorers who search for new challenges and options
Finisher have the tendency to micromanage and complete tasks on time (LEVI, 2014)
PEOPLE ORIENTED ROLES
18
(Riebe, et al. 2010).
NORMING
Roles and responsibilities are clear thus, members are more focused towards their work and
performance is increased, communication is optimum and they invest time on solving issues
rather than raising conflicts (Bonebright, 2010).
PERFORMING
Here team members require minimum assistance from leaders and are capable of taking
necessary decision on their own. Thus performance and productivity is at its best. Conflints are
negligible and targets are easily achieved.
One major task of Vodafone is to maintain and enhance their service quality on regular basis,
thus requires team that are capable of taking on-spot correct decisions and are able to
coordinate with each other. Thus management supervises and guides them through these
stages to empower and train them, simultaneously supporting them in forming a better team
(Bonebright, 2010).
Each team members play specific roles within team that contributes to the team performance.
As per Belbin’s team role model, team members of Vodafone can be categorised as follows:
ACTION ORIENTED ROLES
Implementer are the one who admire challenges and execute plans effectively; for
instance, these are the doers of the team
Shaper have curious mind-set and challenge existing norms and processes, they are the
explorers who search for new challenges and options
Finisher have the tendency to micromanage and complete tasks on time (LEVI, 2014)
PEOPLE ORIENTED ROLES
18
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Coordinator are experienced and have clear vision of the team’s objectives, they assign
tasks to others and coordinate with others to take work status (Belbin, 2012)
Team workers, ensures that team are bonded and conflicts are resolved in order to get
back on track, they encourages others to perform efficiently
Resource Investigators have high communication skills and contacts thus are able to
provide necessary resources to the team. Managers at Vodafone tend to have high level
of contacts thus are able to provide necessary resources (LEVI, 2014)
THOUGHT ORIENTED ROLES
Evaluators are error detectors in the team that looks for flaws in the plans minimises
the chances of error (Belbin, 2012)
Specialists are experienced members that guide the team with their expertise; however
they show little interest for areas other than their expertise
Plant are creative thinker in the team that enjoy their own presence and avoid social
interaction, they have high thinking skills and are very useful asset at the time of crises,
however they require time to come up with solution (LEVI, 2014)
When the customer data was leaked, crises team was formed in which each member played
aforementioned role to overcome the impact and save the brand value. As per Tuckman’s team
building model, team led by top managers were required to quickly pass the forming and
storming stage to reach the performing stage,, since the crises was crucial. With the help of
Belbin’s model, the top management was able to identify roles of the me members that guided
them through the forming and storming stage (Belbin, 2012).
19
tasks to others and coordinate with others to take work status (Belbin, 2012)
Team workers, ensures that team are bonded and conflicts are resolved in order to get
back on track, they encourages others to perform efficiently
Resource Investigators have high communication skills and contacts thus are able to
provide necessary resources to the team. Managers at Vodafone tend to have high level
of contacts thus are able to provide necessary resources (LEVI, 2014)
THOUGHT ORIENTED ROLES
Evaluators are error detectors in the team that looks for flaws in the plans minimises
the chances of error (Belbin, 2012)
Specialists are experienced members that guide the team with their expertise; however
they show little interest for areas other than their expertise
Plant are creative thinker in the team that enjoy their own presence and avoid social
interaction, they have high thinking skills and are very useful asset at the time of crises,
however they require time to come up with solution (LEVI, 2014)
When the customer data was leaked, crises team was formed in which each member played
aforementioned role to overcome the impact and save the brand value. As per Tuckman’s team
building model, team led by top managers were required to quickly pass the forming and
storming stage to reach the performing stage,, since the crises was crucial. With the help of
Belbin’s model, the top management was able to identify roles of the me members that guided
them through the forming and storming stage (Belbin, 2012).
19
LO 4
P4 & M4 APPLY CONCEPTS AND PHILOSOPHIES OF ORGANISATIONAL
BEHAVIOUR WITHIN AN ORGANIZATIONAL CONTEXT AND A GIVEN BUSINESS
SITUATION AND EXPLORE AND EVALUATE HOW CONCEPTS AND
PHILOSOPHIES OF OB INFORM AND INFLUENCE BEHAVIOUR IN BOTH A
POSITIVE AND NEGATIVE WAY
PATH GOAL THEORY
As per this theory, leaders have large impact on the working style and progress of individuals
and teams. Leaders support their team members by adopting to different leadership styles.
Leaders have the freedom to use certain leadership styles as per the condition of the team
these styles are as follows:
Directive
Here leaders assist their members through each steps of tasks and tend to micromanage each
step. Performance standards are set and proper structure is formed to give clear understanding
of expectations from members. However, this is unbeneficial if team members are skilled and
talented. Vodafone’s leaders usually use such style when new team is formed such as technical
support teams, customer care service teams (ARCHER and CAMERON, 2013).
Supportive
In such case, leaders becomes friendly and strongly connects with their members, they show
concern regarding their needs and comfort and provide positive working environment. The
demerit is that me members must be equally shifted towards achieving team goals else, this
xflead to failure.
Participative
Leaders play equal role as any other member in the team while completing tasks, they manage
their work such as assisting others, while involving in the task. for this, they should have multi-
20
P4 & M4 APPLY CONCEPTS AND PHILOSOPHIES OF ORGANISATIONAL
BEHAVIOUR WITHIN AN ORGANIZATIONAL CONTEXT AND A GIVEN BUSINESS
SITUATION AND EXPLORE AND EVALUATE HOW CONCEPTS AND
PHILOSOPHIES OF OB INFORM AND INFLUENCE BEHAVIOUR IN BOTH A
POSITIVE AND NEGATIVE WAY
PATH GOAL THEORY
As per this theory, leaders have large impact on the working style and progress of individuals
and teams. Leaders support their team members by adopting to different leadership styles.
Leaders have the freedom to use certain leadership styles as per the condition of the team
these styles are as follows:
Directive
Here leaders assist their members through each steps of tasks and tend to micromanage each
step. Performance standards are set and proper structure is formed to give clear understanding
of expectations from members. However, this is unbeneficial if team members are skilled and
talented. Vodafone’s leaders usually use such style when new team is formed such as technical
support teams, customer care service teams (ARCHER and CAMERON, 2013).
Supportive
In such case, leaders becomes friendly and strongly connects with their members, they show
concern regarding their needs and comfort and provide positive working environment. The
demerit is that me members must be equally shifted towards achieving team goals else, this
xflead to failure.
Participative
Leaders play equal role as any other member in the team while completing tasks, they manage
their work such as assisting others, while involving in the task. for this, they should have multi-
20
tasking skills to manage members and completing task. Absence of such skills is the major
drawback as out of capacity tasks may affect their decision-making skills.
Achievement oriented
These are task-oriented leaders that set specific goals for members that challenge their skills
and provide them space to evolve. This is considered as most productive leadership style,
however members are required to be skilled enough to complete target else
With each style, leaders use reward system to motivate their team-members; Leaders at
Vodafone while installing 4G network in the UK used such leadership styles. Leaders from VGE
assisted employees based on their skills and situation for instance for skilled engineers, leaders
went with achievement oriented (Vodafone Group Plc, 2013).
BARRIERS TO EFFECTIVE PERFORMANCE
Trust Issues
Increased diversity in the Vodafone raises minor and major conflicts in the team that led to
trust issues, and can be noticed in the overall performance. Thus managers are required to
resolve conflicts and avoid potential conflicts to enhance performance (ARCHER and CAMERON,
2013).
Structure
Increased level of communication steps in the organizations led to longer decision making time
additionally caused trouble for investors while contacting the company. In 2013, the company
solved this issue by forming consolidated teams in the UK rather than spreaded network team.
This unified management allowed them to minimize the structural barrier
Communication and Feedback
Increased trust issues and led to lower communication, which affects overall performance of
the team. Event lower communication with stakeholders and improper feedback system results
21
drawback as out of capacity tasks may affect their decision-making skills.
Achievement oriented
These are task-oriented leaders that set specific goals for members that challenge their skills
and provide them space to evolve. This is considered as most productive leadership style,
however members are required to be skilled enough to complete target else
With each style, leaders use reward system to motivate their team-members; Leaders at
Vodafone while installing 4G network in the UK used such leadership styles. Leaders from VGE
assisted employees based on their skills and situation for instance for skilled engineers, leaders
went with achievement oriented (Vodafone Group Plc, 2013).
BARRIERS TO EFFECTIVE PERFORMANCE
Trust Issues
Increased diversity in the Vodafone raises minor and major conflicts in the team that led to
trust issues, and can be noticed in the overall performance. Thus managers are required to
resolve conflicts and avoid potential conflicts to enhance performance (ARCHER and CAMERON,
2013).
Structure
Increased level of communication steps in the organizations led to longer decision making time
additionally caused trouble for investors while contacting the company. In 2013, the company
solved this issue by forming consolidated teams in the UK rather than spreaded network team.
This unified management allowed them to minimize the structural barrier
Communication and Feedback
Increased trust issues and led to lower communication, which affects overall performance of
the team. Event lower communication with stakeholders and improper feedback system results
21
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in improper information and lowered efficiency. Thus Vodafone periodically conduct meetings
with chairman, top management and priority level stake holders.
Globalised Nature
With 19 million mobile network users in the UK itself require diverse and spread network and
support team. This raises issues while administrating these consolidated teams, eventually this
can be seen in lower service quality (ARCHER and CAMERON, 2013).
CONTINGENCY THEORY
As per this theory, specific situational factors have control over the relationships between
dependent such as leadership, motivation etc. and independent factors like productivity,
turnover etc. Additionally, there is no single method for an organization like Vodafone to
properly operate and organise. Rather it depends on the leaders and situations. Further,
leaders must be capable of analysing situations and adopting most suitable method of
leadership in order to tackle the situation.
For instance, while installing 4G services all over the UK, Vodafone Global Enterprise (VGE)
team required to deal with different situations. Service quality and installation efficiency was
dependent on the performance and skills of employees, thus with changing work load and
diverse workforce, no single approach could be used by the top management to convert their
efforts into profit, thus leaders were required to choose styles as per the requirement and
understanding of customers.
These concepts and philosophies of OB have several positive and negative on the Vodafone.
While it allows them to effective, analyse the behaviours of their employees and act accordingly
using ‘path-goal theory’ or ‘contingency theory’. By applying both theories in the organization,
the top management can effective get the benefit of both while considerably eliminating its
drawbacks. Thus, leaders have the options to choose different leadership styles by analysing
22
with chairman, top management and priority level stake holders.
Globalised Nature
With 19 million mobile network users in the UK itself require diverse and spread network and
support team. This raises issues while administrating these consolidated teams, eventually this
can be seen in lower service quality (ARCHER and CAMERON, 2013).
CONTINGENCY THEORY
As per this theory, specific situational factors have control over the relationships between
dependent such as leadership, motivation etc. and independent factors like productivity,
turnover etc. Additionally, there is no single method for an organization like Vodafone to
properly operate and organise. Rather it depends on the leaders and situations. Further,
leaders must be capable of analysing situations and adopting most suitable method of
leadership in order to tackle the situation.
For instance, while installing 4G services all over the UK, Vodafone Global Enterprise (VGE)
team required to deal with different situations. Service quality and installation efficiency was
dependent on the performance and skills of employees, thus with changing work load and
diverse workforce, no single approach could be used by the top management to convert their
efforts into profit, thus leaders were required to choose styles as per the requirement and
understanding of customers.
These concepts and philosophies of OB have several positive and negative on the Vodafone.
While it allows them to effective, analyse the behaviours of their employees and act accordingly
using ‘path-goal theory’ or ‘contingency theory’. By applying both theories in the organization,
the top management can effective get the benefit of both while considerably eliminating its
drawbacks. Thus, leaders have the options to choose different leadership styles by analysing
22
the situation and overseeing team-members skills and performance. Through this, they can
reduce the time to synchronise with the team and directly focus on enhanced performance.
On the other hand, the negative aspect of OB’s concepts and philosophies is that it is entirely
dependent on the skill of managers and leaders to recognise analyse and evaluate the
situations, team-members skills, and performance. Thus requires a skilled, influential and multi-
tasking leader/manager to implement these concepts effectively within the Vodafone. Failing to
fulfil these skills will result ineffective implementation of concepts and increased conflicts which
foster the environment for ineffective teams (HUCZYNSKI and BUCHANAN, 2013).
23
reduce the time to synchronise with the team and directly focus on enhanced performance.
On the other hand, the negative aspect of OB’s concepts and philosophies is that it is entirely
dependent on the skill of managers and leaders to recognise analyse and evaluate the
situations, team-members skills, and performance. Thus requires a skilled, influential and multi-
tasking leader/manager to implement these concepts effectively within the Vodafone. Failing to
fulfil these skills will result ineffective implementation of concepts and increased conflicts which
foster the environment for ineffective teams (HUCZYNSKI and BUCHANAN, 2013).
23
CONCLUSION
From the aforementioned report several factors regarding the organisational behganiour can
be scrutinised. It can be concluded that for the managers in the Vodafone, the organizational
behaviour is an essential aspect that can guide them in achieving their strategic goals. This area
of research helps them in determining the reactions of their employees to several factors,
which overall guide them inn making motivational policies. From analysing the influence of
organization’s culture, politics and power of the individual and team goals, it can be assessed
that these factors are the building blocks while achieving any target and control the internal
environment of the organization that influence others’ decisions (Alvesson, 2012). Later,
motivational techniques and team building is evaluated and explained, through which it is clear
that there are several motivational and team building theories that can be implemented by the
managers at the Vodafone. Lastly the concepts and philosophies of OB is applied on the
Vodafone context through which it can be concluded that leadership and proper assistance
from each situation is necessary to guide team effectively towards success. this results in
positive work-environment in eventually to a desired productive output.
24
From the aforementioned report several factors regarding the organisational behganiour can
be scrutinised. It can be concluded that for the managers in the Vodafone, the organizational
behaviour is an essential aspect that can guide them in achieving their strategic goals. This area
of research helps them in determining the reactions of their employees to several factors,
which overall guide them inn making motivational policies. From analysing the influence of
organization’s culture, politics and power of the individual and team goals, it can be assessed
that these factors are the building blocks while achieving any target and control the internal
environment of the organization that influence others’ decisions (Alvesson, 2012). Later,
motivational techniques and team building is evaluated and explained, through which it is clear
that there are several motivational and team building theories that can be implemented by the
managers at the Vodafone. Lastly the concepts and philosophies of OB is applied on the
Vodafone context through which it can be concluded that leadership and proper assistance
from each situation is necessary to guide team effectively towards success. this results in
positive work-environment in eventually to a desired productive output.
24
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REFERENCES
1. ARCHER, D. and CAMERON, A., 2013. Collaborative Leadership; Building Relationships,
Handling Conflict and Sharing Control. 2nd Ed. London: Routledge.
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Organisations Towards Sustainability. London: Routledge.
3. HUCZYNSKI, A. and BUCHANAN, D., 2013. Organisational Behaviour. 8th Ed. Harlow:
Pearson.
4. LEVI, D., 2014. Group Dynamics for Teams. 4th Ed. London: SAGE.
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11. Ferris, G.R. and Treadway, D.C. eds., 2012. Politics in organizations: Theory and research
considerations. Routledge.
12. Belbin, R.M., 2012. Team roles at work. Routledge.
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25
1. ARCHER, D. and CAMERON, A., 2013. Collaborative Leadership; Building Relationships,
Handling Conflict and Sharing Control. 2nd Ed. London: Routledge.
2. BY, R.T. and BURNES, B., 2013. Organizational Change, Leadership and Ethics: Leading
Organisations Towards Sustainability. London: Routledge.
3. HUCZYNSKI, A. and BUCHANAN, D., 2013. Organisational Behaviour. 8th Ed. Harlow:
Pearson.
4. LEVI, D., 2014. Group Dynamics for Teams. 4th Ed. London: SAGE.
5. ROLLINSON, D., 2008. Organisational Behaviour and Analysis: An Integrated Approach.
4th Ed. London: Pearson.
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