Organizational Behaviour and Impact of Organizational Culture on Ryanair

Running head: ORGANIZATIONAL BEHAVIOUR
Organizational Behaviour
Name of the Student
Name of the University
Author Note

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Introduction:
The importance of the organizational culture in the modern business is seen to be
notably high. As the modern business industry, specifically the aviation industry, is observed
to be influenced by the preferences of the customers, the significance of having an
organizational culture that contributes to the profitability of the organization is noteworthy.
Adding to this, the creation of a productive culture involves each and every aspect of the
organization which integrates the teams and the departments of the organizations and their
operations (Alvesson and Sveningsson 2015). The conceptual definition of the organizational
culture is significant in creating the connection between the values and the behaviours
(Büschgens, Bausch and Balkin 2013). The concept results in a unique social and
psychological environment for the business conduction and adding to that, the organizational
culture plays a crucial role in making sure that the behaviours of the employees, approaches
of interacting to others along with their modes of adapting to the different situations are in
perfect alignment with the values of the organizations and relates to the objectives of the
organizations (Lacatus 2013).
The paper is focused in the elaboration of the issues that were associated with the
organizational culture of a chosen organization in the form of Ryanair. The mentioned
organization operates in the aviation industry. The paper discusses the organizational culture
of the organization along with the nature of power culture that existed within the
organization. Apart from that, the paper also analyses impact of the organizational culture on
the customers of the organization and the buying preferences of the customers. Adding to
this, the paper also discusses the theories of motivation that have the potential to improve the
performances of the employees of the mentioned organization. Other than this, the paper
portrays the importance of the different teams of the organization in the success of the
organization. Apart from this, the paper identifies the approaches that will increase the

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effectiveness of the teams in the organization with a precise focus on the Tuckman model and
Belbin’s model. In addition to this, the paper evaluates the appropriateness of the path goal
theory in the improvement of the team performances inside the organization and along with
that, identifies the probable barriers that can affect a possible restructuring in the
organizational structure of the organization.
Overview of the Organization:
Ryanair is a low cost airlines company which started its operations in the year 1984
(Ryanair.com. 2019). The company covers 225 number of locations across the globe and is
managed by the Ryanair Holdings Plc (Ryanair.com. 2019). Adding to this, the organization
is managed from Dublin Airport which is the headquarter of the company. The excellence of
the leadership of the CEO of the organization, Michael O’Leary, the COO of the
organization, Peter Bellew along with the non-Executive Chairman, David Bonderman and
the operational brilliance of 13000 number of employees were significant for the organization
in the generation of € 7.151 billion as revenue and a net income of € 1.145 billion in the year
2018 (Ryanair.com. 2019). However, previously the organization was seen to face notable
amount of issues in the effective management of the organizational culture which resulted in
a notable decline in the performances of the organization. This affected the reputation of the
organization and was one of the main reason of the organization’s incapability to meet the
varying preferences of the customers.
Task 1: Culture and Political Behavior:
Q.a)
The impact of the organizational culture on the performances of the mentioned
company is seen to be significant. The company was notably affected by the union culture
where the Spanish crew were at the forefront of the collisions. The union culture of the

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organization forced a large number of the employees of the organization to opt for suspension
of work which was pretty evident with the call for a strike from the part of the Spanish
Unions such as USO or more specifically Sitcpla which was seen to represent the employees
of the mentioned organization in the country, during 8, 10 and 13th of January in the year
2018 (Independent.co.uk 2019). The mentioned organization was seen to have a tendency of
opposing the labor and employment legislation of the Spanish with the reduction in the
number of the Spanish employees which certifies that the organization was focusing less on
the local employment (Theguardian.com 2019).
With reference to the Hofstede Model, the difference in the aspect of the power
distance between the host nation and Spain is the main reason responsible for the significant
employee unrest in the organization. With a score of 28 in the mentioned aspect, the
reflection of the Irish mentality in the senior level management is pretty evident when they
consider that the organization must not put strong emphasis on the local employment as they
think that the inequalities amongst the employees owing to the reason of nationality, should
not be present (Hofstede-insights.com 2019). On the other hand, with a score of 57, the
Spanish society believes that there should be inequality and a strong existence of the
hierarchical structure inside the organizations and a true reflection of this was pretty visible
with the protest of the unions of Spain (Hofstede-insights.com 2019).
In relation to the French and Raven’s Five Forms of Power, it is pretty evident that the
organization was facing the impact of the legitimate power. As the mentioned form of power
is most prominent in leading the organization, the behavior of the organization and the senior
level management of the organization towards the Spanish employees and the regulatory
frameworks of the mentioned nation states the impact of the ineffective power culture inside
the organization (Zigarmi, Roberts and Alan Randolph 2015).