Organisational Behaviour: Culture, Politics, Power, Motivation, Teams

This document provides an in-depth analysis of organizational culture, politics, power, motivation, and types of teams in the context of Organisational Behaviour. It focuses on the case study of Morrisons, a British company in the grocery industry. The document explores the different types of organizational culture, the impact of organizational politics on behavior and performance, theories of motivation, and the characteristics of effective and ineffective teams. It also includes a case study scenario from Morrisons and applies Tuckman's model of team development.

Organisational
Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................1
PART A...........................................................................................................................................1
TASK 1............................................................................................................................................1
P1: Organizational culture, politics and power............................................................................1
TASK 2............................................................................................................................................4
P2: Theories of motivation...........................................................................................................4
PART B............................................................................................................................................5
TASK 3............................................................................................................................................5
P3: Types of teams.......................................................................................................................5
TASK 4............................................................................................................................................8
P4: Concepts and Philosophies of Organizational Behaviour.....................................................8
CONCLUSION................................................................................................................................9
REFERENCES................................................................................................................................1

INTRODUCTION
Organizational Behaviour is a study through which individual and group performances
within an organization can be assessed in a highly effective manner (Agarwal, 2016).
Management of a company makes the use of it so that they are able to influence the behaviour of
individuals and teams so that they work to ensure that the organization achieves sustainable
success. Through it, the managers can ensure that they use right approaches so that they are able
to ensure that positive environment can be created within the company which will help a lot in
the achievement of goals and objectives. For this report, Morrisons has been chosen. It is a
British Company which deals in groceries and other related products. In this report, focus will be
made on analysis of culture, politics and power, evaluation of motivation. Additionally, specific
analysis on demonstration of understanding of cooperation and Application of various concepts
and philosophies will be made as a part of this project.
PART A
TASK 1
P1: Organizational culture, politics and power
Organizational culture-
Organizational culture refers to an analysis of the various factors which affect the
working of different members within the organization. Corporate culture refers to various beliefs
and behaviours in which the interaction is done between the organization and can handle outside
transactions (Corporate Culture, 2020). The managers are required to create a positive work
culture within the company so that they are able to attain the various goals and objectives
without facing problems and issues.
For the understanding of an organization's culture Handy's model can be applied.
According to this model, there are various types of cultures within an organization. These can be
explained as follows-
Power culture- In it, the power is concentrated at the centre and the managers take
decisions in their own way without consulting anyone within the organization. In the context of
Morrisons, it can be used if the managers want to take strong decisions for the benefit of the
company.
1

Role culture- According to it, there are various roles which can be given to different
people within an organization (Barry and Wilkinson, 2016). For Morrisons, it becomes quite
important that in it specific roles can be given to the managers of the company so that they are
able to allow development of decision-making power among the subordinates.
Task culture- Here, various teams are formed in an organization and they are given
specific tasks to complete (Coccia, 2018). In this way the firm is able to ensure that the overall
efficiency, effectiveness and productivity level rises. In Morrisons, it can be adopted so that the
managers are able to develop the specific abilities of different team members in an effective
manner.
Person culture- In it, it is believed that a company exists just for the sake of the
individuals working in it and therefore it is required that their expectations are fulfilled so that
they can be satisfied. In Morrisons, it is important that people are able to work to meet their own
objectives as well as the organizational objectives when this type of culture is adopted.
Impact on individual and team behaviour and performance- In Morrisons, the
managers must adopt role culture in which various roles are created for the team members in
which they can ensure their specialization. This will enable them to be able to more effective in
the achievement of tasks and objectives and ensure higher efficiency and effectiveness.
Organizational politics-
Organizational politics refers to the various types of activities which can be undertaken
within an organization (Egeberg and Stigen, 2018). It can either have a positive or a negative
impact on the individuals. Like other organizations, Morrisons also has organizational politics.
The various examples of it are explained as follows-
Positive example of organizational politics- In Morrisons, there is a positive criticism
by the managers on the work done by the subordinates. This ensures that they are able to
improve their overall performance and help the organization in the achievement of goals and
objectives.
Negative example of organizational politics- In Morrisons, the managers find out faults
of subordinates even on their small mistakes. This affects their level of motivation and thus
impacts their performance.
Impact on individual and team behaviour and performance- If positive
organizational politics takes place in Morrisons then it will influence the people to be more
2

productive in the achievement of goals and objectives. However if there is negative
organizational politics then it will lead to creation of an impact on the motivation level of the
subordinates in the company.
Organizational power-
Organizational power refers to the influence which the manager has in influencing the
various activities which are undertaken within a company (King and Lawley, 2016). In the
context of Morrisons, it is quite helpful if the managers are able to use it in an effective manner
thereby helping them to exercise better control.
According to French and Raven, there are different bases of power within an
organization. These are explained as follows-
Legitimate- This type of power is derived due to a legitimate position which is enjoyed
by a manager within an organization. In Morrisons it can be used when the managers have a
position in which they can exercise control.
Reward- In this type of power, different rewards are given by the managers to the
employees when they perform better. In the context of Morrisons, it is quite helpful in ensuring
the achievement of goals and objectives.
Expert- Here, power is derived due to the expert skills and knowledge which a person
has. For Morrisons, it can be very helpful in ensuring that expert skills and knowledge are used
in the right manner.
Referent- This type of power is derived when due to the personality of the managers
which can influence the subordinates (Machado, 2018). In Morrisons, it can be used to help the
subordinates in the achievement of goals and objectives.
Coercive- Here, the managers use coercion to threaten the subordinates about the actions
which they can take if they do not work properly. In the context of Morrisons, it can impact the
motivation level of subordinates.
Justification- The managers of Morrisons must make the use of Reward Power to reward
the workers so that they are able to attain the goals and objectives. This will enhance their
motivation level and morale and they will be able to ensure that overall productivity is increased.
3

TASK 2
P2: Theories of motivation
Motivation refers to the activities which are adopted by the managers to be able to ensure
that they are able to influence the workers to achieve the goals and objectives of the organization
(Maiorano, 2018). In Morrisons, the managers have a role to be able to motivate the subordinates
in an appropriate manner thus facilitating them to increase their efficiency and effectiveness.
There are different theories in motivation. These are explained as follows-
Content Theories- They are used to explain the things which result in the motivation of
people within an organization. They have been given by Maslow, Alderfer and Herzberg. The
mangers of Morrisons make use of Maslow's Need Hierarchy Theory to identify the various
needs of employees which are required to be fulfilled to raise their productivity level.
Maslow's Need Hierarchy Theory-
In this theory, there is a detailed explanation of various types of needs which the people
working within an organization have and how the managers can fulfil them in an effective
manner to ensure that the level of motivation and morale is increased (Aithal and Kumar, 2016).
According to Maslow, following are the types of needs in an organization-
Physiological needs- These are quite basic needs of human beings which are required for
ensuring survival. In Morrisons the managers are required to fulfil them.
Safety needs- These needs are required for ensuring safety and security by the
individuals. For the managers of Morrisons, it is important that they are able to achieve them in
an effective manner.
Love and belongingness needs- For the individuals, the fulfilment of these needs
becomes essential to ensure enhancement of motivation level. Thus the managers of Morrisons
should aim at fulfilling them.
Esteem needs- It is important for the individuals to ensure that they are able to give
priority to their esteem. In the context of Morrisons, it is required that the managers are able to
fulfil them to motivate the employees.
Self-actualization needs- For the individuals, it is quite essential that they give the
required priority to their higher- level needs which will be very helpful for them in ensuring the
enhancement of their productivity level. Thus the management of Morrisons is required to give
these needs a priority by fulfilling them.
4

Process theories- These theories identify the reasons due to which behaviours can be
initiated within an organization. They have been given by Skinner, Vroom and Adams. In
Morrisons, it is required that the management makes use of them which will help in ensuring that
right methods are adopted to motivate the employees.
Vroom's expectancy theory-
According to this theory, there are various alternatives in front of individuals and they are
required to choose among one of them which will reflect upon the result achieved by them
(Meima and Welford, 2016). The elements under it are as follows-
Expectancy- In it, it is believed that increase in efforts can boost performance. Thus in
Morrisons, the managers are required to motivate the workers to increase their efforts so that
they are able to enhance their level of performance.
Instrumentality- According to it, by performing well a significant result can be achieved
by an individual. In Morrisons, the managers are required to focus on motivating employees to
perform well so that the results can be achieved.
Valence- In it, an individual places certain importance to put efforts to achieve something
important. Therefore, for Morrisons it is crucial that the right efforts are put by individuals so
that goals and objectives can be achieved.
PART B
TASK 3
P3: Types of teams
A team refers to a group of individuals within an organization which is set some
particular goals and objectives to achieve in the future time period (Paul, Dutta and Saha, 2016).
In a company, there can be various types of teams. Some of these are explained as follows-
Effective team- Here, the various members put their focus on ensuring that they are able
to cooperate and coordinate to achieve the organizational goals and objectives. In Morrisons, the
different groups must aim for becoming an effective team.
Ineffective team- In it, the different members do not focus on their tasks and goals. In
the context of Morrisons, it is important that the teams do not become ineffective which will
create an impact on the achievement of goals and objectives.
Difference Between Effective Team and Ineffective Team-
5

Basis Effective Team Ineffective Team
Open Discussion An effective team has open
discussion, which means every
member participates in
decision making process and
view point of every person is
counted.
An ineffective team lacks in
having open discussion, as the
leader makes any decision are
not followed by the members
of the team.
Pursing Common Goals Team which believes in
achieving a common goal
which can be any objective of
a firm is more effective as the
members in the team listen to
each other which makes the
work easy and the saves the
time that can be utilized in
doing other tasks.
The team which has people
with individual goals is
ineffective as the time and
resources are to utilized for the
achieving a goal which is not
so profitable to the firm or
organization.
Leadership The leader who not only leads
the team but also participates
with the team members in the
work can have an effective
team. This quality of a leader
makes the team connect more
with the leader as his /her
participation gives them the
feeling that if anything will
happen the leader is there to
help.
The leader who only gives
orders to the team members
can not have an effective
team . And the leader also
lacks with the leadership skills
which makes it difficult for the
team members to understand
the work.
Coordination and
Cooperation
Effective team has full
coordination and cooperation
not only between the members
Cooperation and cooperation
lacks in an ineffective team
which the process of
6

but with the leader also. communication difficult.
Justification- Thus, In Morrisons the managers need to focus on making teams effective.
This is so because this will help them in setting challenging goals and objectives in front of them
and use appropriate techniques and methods to ensure their achievement in an effective manner.
Scenario- I work at the position of Store Manager at Morrisons. In our company there are
various teams which are given separate goals and objectives to achieve in the future time period.
We were given a particular task to achieve as a team thus helping the organization as a whole.
We used Tuckman's model of team development to identify the various stages through which a
team goes through before accomplishing its particular tasks for which it was formed.
Tuckman's model of team development-
In this model there are various stages through which a team goes through before finally
accomplishing its various goals and objectives (Ristino and Michalak, 2018). The stages under
this model are as follows-
Forming- In this stage, the team is formed. Here there is a requirement to concentrate on
tasks and goals to be achieved as a team. In Morrisons, at this stage a team can be formed and be
given specific tasks to perform.
Storming- In this stage, the team starts to do its work. There are conflicts also as there
may be a difference in the opinion of team members. Managers of Morrisons should ensure that
these conflicts can be removed so as to achieve maximum level of efficiency and effectiveness.
Norming- In this stage, the conflicts are resolved and cooperation and coordination is set
between the team members. Thus the requirement from the managers of Morrisons is to make
sure that team members strike a good cooperation and coordination to attain goals and
objectives.
Performing- In this stage, the team starts to perform and achieve the tasks which were
given to it at the time when it was formed. Thus, In Morrisons the management needs to make
sure that the tasks which are allocated are achieved by the teams.
Adjourning- In this stage, the tasks for which the team was formed is accomplished.
Thus the teams are adjourned after the goals and objectives have been achieved. In the context of
Morrisons, teams are adjourned when they achieve their aims.
7

TASK 4
P4: Concepts and Philosophies of Organizational Behaviour
Scenario- In Morrisons, there are various conflicts between the team members because
there is no clarity which they have on the role which they have to perform. Thus this is creating
problems and issues for the managers as they are unable to make the teams concentrate on goals
and objectives.
For solving this problem, the managers will apply the following theories-
Path-Goal Theory- It is used in order to identify the different styles which can be
adopted by the leaders for ensuring that the subordinates achieve their goals and objectives
(Wilson, 2017). The various styles under it are as follows-
 The Directive Style- Here, the leader gives directions and instructions to the
subordinates and makes sure that they follow them in an effective manner. It can be used
by the leaders of Morrisons to make sure that clear roles are given to the subordinates so
that they ensure better coordination and cooperation among themselves.
 The Achievement-oriented Style- In it, the leader focuses on setting of challenging
goals for the employees and ensuring that they make use of their potential to achieve
them. In the context of Morrisons, it can be used so that team members are set
challenging tasks and can achieve them by making the right use of their potential.
 The Participative Leader Style- Here, the leader ensures that the subordinates are able
to participate in the decision-making process. In Morrisons, the use of this style can be
made so that the managers are able to allow the workers to be able to develop their
decision-making skills and coordinate in a better way to take decisions within the team.
 The Supportive Leadership Style- The leader here needs to support the workers at
every step so that they are able to do their work in a better manner. Management of
Morrisons is required to support the employees which will ensure that they complete their
work effectively and efficiently.
Justification- In this scenario, the leaders of Morrisons are required to adopt Directive
Style. Using it will ensure that the team members understand the specific roles which have been
provided to them and fulfil them appropriately. This will not only reduce the conflicts but will
also ensure that team members cooperate and coordinate in a better manner to achieve their goals
8

and objectives. I think that with this style the leaders will be in a better position to give the
desired instructions to the subordinates which will help them in taking the necessary actions.
Transformational Leadership Theory- This theory identifies the relationship which is
present between a leader and the subordinates (Wilson, 2018). The leaders of Morrisons can
make use of it so that they are able to ensure that they can identify the different reasons of
unclear roles in the teams and conflicts and can make use of appropriate techniques and methods
so that clarity for roles can be brought in the teams and conflicts can be avoided ensuring the
achievement of the desired goals and objectives. In my opinion, this theory will be very useful
for establishing a better relationship between the leaders and the subordinates.
CONCLUSION
From the above report, it can be concluded that organizational behaviour is a study of the
different ways in which the individuals behave within an organization. It is helpful in analysing
the behaviours of people in a company and deciding the appropriate course of action to be taken.
Culture, Politics and Power can create an influence on the individual and team performance.
Content and Process theories of motivation can be used to motivate the workers in a better
manner. There can be effective as well as ineffective teams in a company. Different theories can
be applied by the leaders of an organization in a particular business situation so that appropriate
action can be taken.
9

REFERENCES
Books and Journals
Agarwal, P., 2016. Redefining the organizational citizenship behaviour. International Journal of
Organizational Analysis.
Aithal, P. S. and Kumar, P. M., 2016. Organizational behaviour in 21st century–'Theory A'for
managing people for performance. IOSR Journal of Business and Management (IOSR-
JBM). 18(7). pp.126-134.
Barry, M. and Wilkinson, A., 2016. Pro‐social or pro‐management? A critique of the conception
of employee voice as a pro‐social behaviour within organizational behaviour. British
Journal of Industrial Relations. 54(2). pp.261-284.
Coccia, M., 2018. Competition between basic and applied research in the organizational
behaviour of public research labs. Journal of Economics Library. 5(2). pp.118-133.
Egeberg, M. and Stigen, I. M., 2018. Explaining government bureaucrats’ behaviour: On the
relative importance of organizational position, demographic background, and political
attitudes. Public Policy and Administration. p.0952076718814901.
King, D. and Lawley, S., 2016. Organizational behaviour. Oxford University Press.
Machado, C., 2018. Organizational Behaviour and Human Resource Management: A Guide to a
Specialized MBA Course. Springer International Publishing.
Maiorano, J., 2018. Beyond technocracy: Forms of rationality and uncertainty in organizational
behaviour and energy efficiency decision making in Canada. Energy research & social
science. 44. pp.385-398.
Meima, R. and Welford, R., 2016. The ecological challenge in organization theory and
organizational behaviour. Corporate Environmental Management. 2. pp.3-8.
Paul, M., Dutta, A. and Saha, P., 2016, April. Improving organizational effectiveness through
workplace spirituality a41144nd organizational citizenship behaviour: A conceptual
review. In Globsyn management conference 2015. (Vol. 1. p. 79). Allied Publishers.
Ristino, R. J. and Michalak, J. M., 2018. Employee Perceptions of Organizational Culture’s
influence on their Attitudes and Behaviour. JEEMS Journal of East European
Management Studies. 23(2). pp.295-322.
Wilson, F. M., 2017. Organizational behaviour and gender. Routledge.
Wilson, F. M., 2018. Organizational behaviour and work: a critical introduction. Oxford
university press.
Online
Corporate Culture. 2020. [Online]. Available through:
<https://www.investopedia.com/terms/c/corporate-culture.asp>