Organizational Behaviour: Culture, Power, Politics, and Motivation

This report critically evaluates the relationship between culture, power, politics, and motivation in organizational behaviour. It discusses the impact of these factors on individual and team behaviour and performance. The report also explores various theories and philosophies related to organizational behaviour, including motivational theories and the Tuckman team development theory. The role of leadership in creating effective teams is also examined. Course code: N/A, Course name: N/A, College/University: N/A

Organizational
Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................3
P1. Company's Culture, Power and Politics determining the individual and team behaviour and
performance.................................................................................................................................3
P2. Motivational Theories............................................................................................................5
P3. Effective Team v/s Ineffective Team....................................................................................7
P4. Philosophies and Theories related to Organizational Behaviour...........................................9
CONCLUSION................................................................................................................................9
REFERENCES................................................................................................................................1

INTRODUCTION
Organizational behaviour refers to the examination of the behaviour of individual, groups
and teams, and organization itself, interconnections between them and their influence on each
other to improve the overall effectiveness of the company.
Angst is food supermarket company owned by Swiss- Romanian Joint venture headquartered in
Romania. It operates its business through chains of stores offering various products generally
deals in food items. Angst operates on the Maxim that ' Excellence makes the difference'
This report critically evaluates about the relationship between culture, power and politics and
how it impacts the individual and team behaviour and performance. It also discusses how the
uses various theories to motivate individuals and team to achieve company's goal. It also
evaluates effective teams as opposed to ineffective team and later apply the concepts and
philosophies of organizational behaviour.
P1. Company's Culture, Power and Politics determining the individual and team behaviour and
performance.
Organizational Culture
It is the method of mutual values, suppositions and assumptions which decide the behaviour of
people working in the organization as it provide the guidelines and extremity for the behaviour
of members working in the company (Griffin and et.al., 2020 ). Culture of the company can be
understood through the Handy's Model of Culture. It is classified into following -
Power Culture – It can be seen in the organization, where power stay with only few people and
they are authorized to take decisions for the company.
Task Culture – It is very innovative culture, where people with mutual interest come up together
form team to find the critical solution for a problem or to attain specific task.
Person Culture – In this type of culture basically, employees value themselves more than the
organization, where they come for their individual goal and for the sake of money.
Role Culture – In this organizational culture, every member of the organization is assigned
responsibility according to their specialization, skills, qualification and interest.
Angst follows Role Culture, as it's apt for its organization structure, where the individuals and
teams are assigned their task according to their specialization, which provide them clarity

regarding their work. Individuals and team accept the challenge and work to achieve company's
objective (Majumdar, 2018). Using person culture, will not benefit the company as employee are
concerned about themselves and their performance will vary according to their motive, from
which company performance will be hindered. If Angst uses people culture, which has autocratic
leadership will not be beneficial as partiality may exist which effects the individual and team
performance as leader can give some liberty to some members and is strict with some members.
It uses Task culture sometimes, when strong team spirit is required to solve critical issue as
using this may improve the performance of individual and team.
Organizational Politics
Organizational politics commonly known as workplace politics are the self aiding conduct that
the members in the organization use to maximize the probability of obtaining positive outcomes
at workplace. Workplace politics are of two types– Positive and Negative. Both takes place in
Angst, the politics generally influence the behaviour and performance of individual and team.
Positive Politics – Good Politics ensures the good working environment in the Angst, team and
individuals support every member to perform with their full potential, they help each other, by
appreciating their efforts and motivate each other which improves individual behaviour and team
performance (Taylor, 2018). For eg. The team leader assign the objective that is to be attained
and the responsibility in that regards to every member. If any member face some difficulties
other team members help him. Whoever performs the best is rewarded and that motivate the
other individual to give their best. Only pitfall of good politics, sometimes because of other
teammate help inefficient member are performance is not highlighted.
Negative Politics – Bad politics or negative Politics is designed to attain personal goals at
expense of others and the company. Angst takes strict actions against if this situation arises and
also try best to avoid such environment because it badly impacts the performance of individual
and teams and their behaviour (James, 2017). For eg . Spreading rumours about individual
hinders individual performance if he gets know, not sharing important informations to other
teammates will hinder team performance as the desired objective will not be achieved and in
both the scenario performance of Angst will be decreased.
Organizational Power -
Organizational Power generally refers to the control of authority and influence over others
members in the organization (Chumg and et.al., 2016 ). For the better understanding of the

organizational power French and Raven Model is applied, which suggest that power drives from
5 sources -
Legitimate Power – It is based on the authority or position of the individual in the company. In
Angst, Authority and responsibility relationship is maintained which influence team and
individual behaviour and performance.
Expert Power – This power is exercised in Angst, by the leader when he posses expertise and
knowledge in particular area, as the leader or such people are highly valued for their problem
solving skills.
Referent Power – This power is exercised by the person in Angst who is desirable about his
personal traits, identification and their role in the company.
Coercive Power – Coercive power is exercised by the person in Angst, who has ability to
influence others via threats, sanctions and punishments so that the discipline is maintained.
Reward Power – This power is opposite of Coercive Power. In Angst, this is exercised to
motivate employee by giving them extrinsic and intrinsic motivation and rewarding them as per
the need.
In Angst, all the powers are been exercised as the situation in the organisation, so that desired
objectives are achieved from the individuals and teams while the proper balance is maintain in
the company.
P2. Motivational Theories
Motivation ensures that every person in the Angst is motivated so that he/she can work with full
capabilities. Motivational theories are categorized into two – Process Theory and Content
Theory.
Process Theory focuses on 'how' the psychological and behavioural processes in motivation that
follows. It consists of various other theories such as – Skinner's Reinforcement, Vroom's
Expectancy, Locke's goal and Adam's Equity.
Adam's Equity Theory
This Equity theory express that if the employees in the organization are treated equitably and get
fair according to their efforts they are motivated. This theory states that people compare their
efforts contributed to the work, and the benefits that will result to the contribution. If employee

understand that the ratio of their input- output, to the ratio of other's input output is inequitable,
then they would be motivated to diminish inequity.
In Angst, manager needs to consider this motivational theory in order to know whether the
comparison is leading to reduce inequity. If so, then the manager should come up with measures
that all individual feel equal according to their efforts they put for achieving the organisational
goal.
Vroom's Expectancy Theory -
The basic principle of this theory is that motivation base from the content that decisions will led
to desired ending (Paull and Whitsed 2018). There are three factors -
Expectancy- Means the person belief that more efforts will lead to more successful in result.
Instrumentality- Means that person's believe that activity and goal are interconnected if perform
individual well, he will be rewarded.
Valence- The level to which person values the reward.
This theory focuses to state how pick out from acquirable actions. Vroom speculate that
expectancy, instrumentality and valence are multiplied together to determine motivation.
In Angst, Manager should analyse that if he could motivate the employee using the Vroom's
theory but consider the fact that if any of the factor i.e. expectancy, instrumentality and valence
is zero, then the motivation to do any task is will be zero. So, manager must identify the scope of
applying and then use it in Angst if it is appropriate.
Content theory focuses on 'what' is to be done to motivate people and then address certain
factors. It consists of theories like – Maslow's hierarchy, Alderfer’s ERG, McClelland's and
Herzberg's Theory.
Alderfer - ERG theory
Alderfer's classified its theory into three parts: existence, relatedness and growth.
Existence Needs – These needs are the basic necessities which includes the physiological and
physical safety needs.
Relatedness Needs – Individual need essential relationships love and belongingness needs ,
because people at this stage strive towards reaching fame and recognition.
Growth Needs – Growth needs are need of self development , personal growth and advancement
generally considered to be part of Maslow's self- actualization needs.

Alderfer's theory is somewhat related to Maslow's hierarchy of need theory, he agreed that
unsatisfied needs motivate the person (Sahoo, 2020). As the lower and basic needs are satisfied
they become less important for individual, and he strives to satisfy his higher needs. Manager at
Angst, recognizes the various needs of the employee and prioritize and sequence the needs in
three categories, that can be different for each individual. But by recognizing those needs,
manager will be able to motivate the employee effectively and efficiently.
McClelland – Need for achievement, affiliation and Power
McClelland's theory rather on focusing on creating or developing needs focuses on satisfying the
existing needs that individual possesses. He believed that there are three motivators -
Achievements - needs to fulfil and establish ability or mastery.
Affiliation –need for love., relatedness and belongingness.
Power – control over own and other work.
These identified needs can lead to diverseness and classification among the employees. Manager
at Angst, needs to prioritize these motivational needs as it characterize the person's behaviour.
Although every employee has all these stated needs up to an extent by identifying and
prioritizing manager can tend to motivate employee with only one need at the given time.
P3. Effective Team v/s Ineffective Team.
Effective Team Ineffective Team
In effective team, ideas and suggestions can be
kept freely.
In ineffective Team, ideas and suggestions
cannot be expressed freely as there exist fear of
being criticized.
The objective and task are clear. Unclear objective and task.
Generally, informal atmosphere exist within
effective team.
There is formal atmosphere dominates by
tension.
Conflicts arise but are solved in constructive
manner.
The conflicts that arise are generally
confronted and neglected.
There is wide participation is discussion. One or two people discuss.
Decisions are made by agreement from every Decisions are made by the voting majority and

member. minority has to accept.
Leader does not enforce himself on team. Leader of the team dominates the team.
The team analyse its progress and monitors it
performance.
The team avoids the evaluation and does
monitor its regular performance.
TUCKMAN TEAM DEVELOPMENT THEORY -
Angst, uses the Tuckman's Team Development theory because it believes that as the team
evolves maturity and aptness, relationship signifies and the manager changes leadership style
(Hosain, 2019). Bruce Tuckman states that there are 5 stages of team development – Forming ,
Storming, Norming, Performing and Adjourning -
Forming – This is the first and the initial stage, in the team development where team has just
been formed by the Manager of Angst, and there is high dependency on the manager for the
guidance and direction. At this stage, roles and responsibility of individual are unclear and
manager answers lot of questions regarding the team purpose, objective and the external
relationships.
Storming – In the stage, clarity regarding the purpose and objectives increases but there is still
some uncertainty that persist. There is some lack of agreement between the team and some
teammates face challenges from their colleagues. But manager guides and makes them
understand they need to focus on the goals and avoid being distracted.
Norming – This stage team performance is improved and commitment and unity is built. There
is general respect for the manager and as he facilitates and enables. The team member in this
stage at Angst, discusses and develops its procedure and working style and the decisions are
made by the group agreements. Smaller decisions are being delegated to the individuals and
small teams.
Performing – This is the winding stage of the team development stage, in this team strategic
awareness is increased and now the motive behind the team formation is clear that what is to be
done what is not to be done (Wood and et.al., 2016). Team have shared vision and get
independent and does not wants more guidance from the leader. Disagreements are solved in
positive manner and the manger decides to delegate the tasks and the projects to the team
because now they are much able to perform and get the desired outcome.

Adjourning – This is the last stage of the team development process and is called Mourning
stage . In Angst, the focus in this stage is to wrap up the final task. Angst, in this stage disbands
the team as it believes that the once the task is completed and purpose is fulfilled team should
broken-up as the team members should always learn something new with every time new
formation of team.
P4. Philosophies and Theories related to Organizational Behaviour.
Path goal theory states the method through which leader motivates the employees to attain the
desired goals (Collins and et.al., 2020). The ultimate goal of this theory is to raise employee
performance and employee spirit by focusing on employee motivation. With the help of path
goal theory managers in Angst, can help employee along the path by choosing their definite
behaviours that is suitable to employees' needs and to the situation in which employee are
working. Path goal theory is related to Expectancy theory as it also suggests how to motivate
team to achieve desired outcome. Path goal theory generally focus on – determining the
characteristics of employee and environment, motivational factors that ca help employee to
succeed and to choose the best leadership style.
Employee Characteristics – Employees understand their manager's behaviour based on their
needs such as - desire of control, degree of structure, detected level of ability and affiliation.
In Angst, if the manager provides more structure than what employee need they will become less
motivated. So manager should understand their employee in order to motivate them for the best.
Task or Environment Characteristics - Whenever the team works there arises the obstacles and
overcoming them is the special focus. If the obstacles is too powerful, then the manager at Angst,
needs to step in and help the employee and select path to work around it. Generally difficult task
arises while designing the task, when the team is non supportive and the when the team needs
direction regarding the clarity of goals.
Leadership Behaviour/Style – There are four types of leadership style - Directive, Supportive,
Participative and Achievement.
Directive- in this leadership style, manager or leader inform the team members about what ios
expected from, what is to be done, how the task will proceed, time taken and coordination.
Angst, manager can use this style if the team needs enough guidance and is unsure about the
task.

Supportive - In this leadership style, manager can use the friendly approach to support its team
by making work pleasant and being approachable by showing concern and interest in their work
(Kitchin, 2017). In Angst, using this will be more effective when the situation is psychologically
or physically challenging and team needs support.
Participative – This leadership style is used when the leader or manager consults all the team
member before making any decisions. Using this style by the manager in Angst, will be more
efficient when subordinates are highly skilled and wants participation in decision-making.
Achievement – In this style, the leader sets the goals and expects from its followers to perform at
their highest level. While using this style, manager must ensure that the task is professional,
technical because it will be more effective in such scenario.
In Angst, manager must be flexible in choosing the leadership style, depending on the different
situation, different leadership style must be considered.
Contingency Theory - Contingency theory states that there is no one best way of leading
organization because there are many constraints that will amend and leads to the best way in the
organization (Balwant, 2018 ). This theory was proposed by Fred Fiedler, and he believed that
there is direct relation between the traits and effectiveness of the leader. Generally, this
leadership theory is maintains in the company where the work or task is spelled out in detail,
and manager has to have more influence on the employee in comparison to the companies which
do not have structured task. This theory focus on three concepts -
i. No single way to manage company,
ii. Leader must be able to identify the appropriate leadership style for the particular situation
and;
iii. Primary component is the LPC (least preferred co-worker) scale which measure leader's
leadership orientation.
Management of Angst, should consider three variables – that how well the employee evaluate the
leader, degree to which job description is given and the authority that leader posses because of
his position. After considering these variables, manager will be able to influence more and can
have better relationships with the employee.
CONCLUSION
The following report above, examine the influence of power, culture and politics on the
individual and team behaviour and performance and motivation theories such as content and

process theory which explains the 'how and what' of the motivation and techniques that enables
effective achievement of goal in an Angst. The report also discuss the difference between the
effective and ineffective team in the company and the Tuckman team development theory used
in Angst. Later, it describes the concepts and philosophies i.e. path goal theory that can be used
by the managers at Angst, to guide its employee in achieving the desired outcome and the
contingency theory of leadership.

REFERENCES
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behaviour to explain the changing face of work.
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Sahoo, B., 2020. Organisational Behaviour.
Taylor, S.P., 2018. Organisational behaviour, leadership and change. International Journal of
Housing and Human Settlement Planning. 4(1). pp.21-36.
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