Organisational Behaviour: Culture, Politics, Power and Motivation Theories

Organisational
Behaviour

Table of Contents
Introduction......................................................................................................................................3
Main Body.......................................................................................................................................3
P1 Identifying culture, politics and power influences and team behaviour and performance in
an organisation.............................................................................................................................3
P2 Motivation and motivation theories and the impact of behavioural psychology in an
organisation..................................................................................................................................6
P3 Teams and the efficiency of teams within an organisation....................................................8
P4 Philosophies and concepts of organisational behaviour within Morrison............................11
Conclusion.....................................................................................................................................13
References......................................................................................................................................13

Introduction
Organisational behaviour is the study of behaviour of employees at workplace to
identify how they act, react and to analyse that what are the impact of their behaviour on their
performance as well as on organisational performance (Tsai, 2018). It is important to know the
behaviour of employees at organisation because it will help to identify the organisational culture
and how the employees of an organisation maintain relationship with each other. Morrison is the
supermarket chain which was founded by William Morrison in the year 1899. Its headquartered
is located in Bradford, England UK. The following report covers the impact of organisation’s
culture, politics and power influence in Morrison, various theories of motivation and
motivational techniques, factors of effective team and concepts and philosophies of
organisational behaviour.
Main Body
P1 Identifying culture, politics and power influences and team behaviour and performance in an
organisation
Organisational culture is values and beliefs and ways of interacting of employees with each other
within an organisation to make a working environment.
Classification of culture-
Charles Handy Model of Culture- Power- Here, companies made culture by giving power in few hands and especially to
senior authority only to take all decisions and their subordinates are supposed to follow
their instructions.
 Task culture- Here, teams are formed to complete given task to them. People with same
interest come together to form a team and every member are supposed to contribute
equally to form a good culture. Morrison is following this culture at organisation
(Brunetto, Xerri and Farr‐Wharton, 2020).
 Person culture- Here, employees feel that they are more important than organisation and
due to this belief their organisation has to suffer.
 Role culture- Here, culture is maintained by delegating roles and responsibilities to
employees according to their specialisation. This culture is also followed by Morrison.

Hence from the above information it is evaluated that Morrison has Task Culture and
Role Culture because their employees are grouped under department wise and work according to
their specialization. For example Marketing specialist employees are grouped under marketing
department and they are assigned by marketing activities only.
Hofstede Model of culture-
Power Distance Index- This dimension of analysis that how much power is delegated
and on which basis a company share its power to employees. Low degree of Power Distance
Index states that organisation is not sharing any authority or power to their employees (Alsayyed
and et. al., 2020). Whereas higher degree of Power Distance Index shows that company is
delegating power equally to its junior employees. In context of Morrison, they have high degree
of Power Distance Index because they delegate power to each employee at a limit to take
decisions for their work without affecting other employee’s performance.
Individualism vs. Collectivism- This dimension shows the behaviour and attitude of
employees at their workplace. Some employee’s attitude is doing work alone at their own way
without communicating and cooperating with other members. This is called Individualism where
employees just work for “I and me” factor. On the other hand some employees like to work as a
team by cooperating and helping each other within a group. This is called collectivism. Here, the
employees work for the factor of “we and us”. In context of Morrison, they work as a team with
full efforts to achieve organisational goal together. In this organisation, employees help each
other and discuss their problems and issues with each other to find a common solution. Hence,
this organisation follows collectivism which is good to create positive working culture at
workplace.
Uncertainty avoidance index- This factor shows that how a company or their
employees deal with unexpected situations which occur suddenly. A high degree of uncertainty
avoidance index indicates that an individual has less tolerance power (Brender-Ilan and Sheaffer,
2019). Here, employees of organisation could not tolerate unwanted events happening with them.
On the other side a low degree of uncertainty index means high level of tolerance with the
situations. Here, employees just have the attitude of “it’s okay”. In context of Morrison, their
employees are free to raise voice if they found any inequality with them at workplace. Due to
this permission, their most of the employees from different locations raise their voice for some