Organizational Change and Innovation

This assignment delves into the complex field of organizational change by examining a selection of academic papers. The focus is on understanding how organizations navigate change processes, foster innovation, and cultivate effective leadership to drive success. Key concepts like organizational ambidexterity, dynamic capabilities, and job crafting are analyzed within the context of contemporary management theories.

UNIT 12
ORGANISATIONAL
BEHAVIOUR

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
LO1. Analyse the influence of culture, politics and power on the behaviour of others
in an organisational context……………………………………………………………………….1
P1. Analyse how an organisation’s culture, politics and power influence individual and team
behaviour and performance……………………………………………………………………….1
LO2. Evaluate how to motivate individuals and teams to achieve a goal.......................................3
P2. Evaluate how content and process theories of motivation and motivational techniques enable
effective achievement of goals in an organizational context...........................................................3
LO3. Demonstrate an understanding of how to cooperate effectively with others…………...….8
P3. Explain what makes an effective team as opposed to an ineffective
team…………………………………………………………………………………………….….8
LO4.Apply concepts and philosophies of organizational behavior to a given business
situation………………………………………………………………………………………….10
P4. Apply concepts and philosophies organizational behaviour within organizational context and
a given business situation…………………………………………………………………...……10
CONCLUSION ………………………………………………………………………………….11
REFERENCES ……………………………………………………………………………….…12

INTRODUCTION
The organizational behaviour can help the companies in order to understand the
interaction of workforce in the organization. In the organization setting organization behaviour is
the study of human behaviour. In order to create more efficiency in business organization there is
a need of organization behaviour (Kuipers and Van der Voet, 2014.). For human resource
purpose the theories of organizational behaviour are used in order to enhance the output from
individual members of group.
1 Spatial Plc is software provider and a global leader in managing geospatial data. This
report will analyse the influence of culture, politics and power on the behaviours of other in
context of organization. In order to achieve gaols of organization this report will motivate
individuals. The proper understanding among team members will be developed a so that they can
cooperate effectively with one another. This report will also apply concepts and philosophies of
organization behaviours to given situation of business.
LO1. Analyse the influence of culture, politics and power on the behaviour of others
in an organisational context.
P1. Analyse how an organisation’s culture, politics and power influence individual and
team behaviour and performance
The influence of culture, politics and power on behaviours of others in context of 1 Spatial Plc
Culture plays a vital role in almost all sort of organisation with a significant impact on the
employees at the workplace. It is largely influenced by the existence of power and politics that
are explained below with the sway of their associated factors.
Influence of culture
Within the organization like 1 Spatial PLC, culture or shared value is related to increased
performance. With the demand of company's environment, the culture has to be fit in. In the
organization there can be about 4 different kinds of culture. These can be as follows-:
Power culture – In the context of this, the cited organization it is only hold by few individuals.
The spread throughout in 1 Spatial PLC is influenced by people who are at power in
organization. In power culture, there are few rules and regulations that needed to be followed.
The individual who is at power decided what need to be done. In this culture the judgement of
employees is done on what they achieve rather than there way of doing things or the way they
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act. The rapid decision-making is one of consequence of this culture. The decisions that are made
are not the best decisions for the organization. This culture comes in the category of strong
culture.
Role culture - These type of culture is based on rules. By the position of person in structure of
the quoted organization, the power in role culture is determined. On detailed organizational
structure role cultures are built. There can be painful slow decision-making h in role cultures.
This is one of the consequences of this culture. 1 Spatial PLC will tend to be bureaucratic with
role cultures.
Task culture- In order to address specific issues or progress projects the task cultures are formed
in 1 Spatial PLC. The power in the team will shift depending upon the tasks (Langley and Van
de Ven, 2013).
Person culture – In 1 Spatial PLC, the individuals consider themselves as unique and superior.
In order for people to work organization exists. For every business cultural awareness has
become one of the most essential in business to all. The communication, productivity and unity
in the workplace can be enhanced with understanding of culture. The organizational can make
use of several cultural awareness techniques in order to make themselves aware about culture of
organization.
Cultural knowledge – In the free time, researching on culture can be done in order to increase
knowledge about culture. The most accessible sources of relevant information are reading books
and surfing on the internet. This can together assist Spatial 1 PLC to work with a diversified set
of people belonging to different socio- cultural background along with an assistance to operate at
global level.
Influence of power and politics in organization
In business power and politics play a huge role. Power is basically depicted to be an
ability to change or influence the behaviour of others for the betterment of the organisation and
attain its undertaken goals. It is hover required at times when there is a need of eliminating any
resistant outlook of employees towards the work. There are basically two distinct type of power
in the organization.
Positive types of power- The productivity of 1 Spatial PLC will increase due to positive power.
In this power to make decisions is given to employees. The employees are also rewarded for
their good performance. In order to supervise other employees, the employees whose
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performance is good are hired. The confidence among employees is built from this type of power
and also motivates and encourage them to do well. When employees are given power the
retention rates of employees are higher. The positive environment at workplace will be there due
to this kind of power (Petrou, Demerouti and Schaufeli, 2015).
Negative types of power When is proper respects to employees that are working in 1 Spatial
PLC is not given then it is considered as negative power. In this type of power, the employees
are threatened, and punishments are given to them for not doing well. The hard work of
employees is not recognized in this power and this will result in decrease in level of performance
and lead to high turnover are in 1 Spatial PLC.
Politics in other hand is referred to be the use of power to influence the behaviour of
others. There together exists certain set of factors that leads to rise a political behaviour in the
workplace. These are both individual and organisational factors supported by ambiguous goals
and scare resources, etc., (O'Reilly and Tushman, 2013). The advantages involve decision
performing, flexibility, facilitating change and individual rights, etc. However, the disadvantages
include inefficiency and wastage of time, distorted decision making and ignored interest of
stakeholders, unequal distribution of power, etc.
In 1 Spatial PLC, the workplace politics, be of two types
Positive workplace politics – The productivity is more when employees learn to navigate polices
of 1 Spatial PLC. The proper political culture must be developed in organization to encourage
productivity.
Negative workplace politics- The decrease in productivity will be there, if in the organization,
dishonesty and unethical behaviours is there. The more time will be spending by employees on
searching for answers of the policy and chains of command in organization is not clear (Dinh and
Hu, 2014).
LO2. Evaluate how to motivate individuals and teams to achieve a goal.
P2. Evaluate how content and process theories of motivation and motivational techniques
enable effective achievement of goals in an organizational context
Motivating the team in order to achieve goals of business
There exists mainly 2 distinct type of motivation namely intrinsic and extrinsic with some
specific considerations of their own. Both of these motivational factors are being used at the time
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of developing policies and measures to motivate the employees at the workplace (Volkoff and
Strong, 2013). Spatial 1 PLC is also known to have a similar concern of motivating their
employees and for which, they may refer using some prominent theories that are as stated below.
Herein, 3 vital motivational theories have been explained and are Maslow’s need hierarchy,
Vroom’s expectancy and Herzberg 2 factor theories.
Maslow's hierarchy of needs model is represented in the shape of pyramid. It is a
theoretical model composed of 5 distinct needs that are utterly significant for all individuals
working in Spatial 1 PLC. Although, they may have distinct set of needs or different
considerations and are required to be encouraged by fulfilling those specific requirements.
Physiological needs - For survival of humans these are physical requirements. The humans
body will not function properly if these needs are not fulfilled. This is the most essential needs
and need to benefit first. It compromises of air, water and food. It will encourage employees to
work hard in order to fulfil the basic needs that is food, water and shelter. Being the most basic
requirements of an individual, it is largely focused on fulfilling the elementary necessities of an
employee when applicable in 1 Spatial PLC. Herein, a worker should never suffer from thirst and
hunger at the workplace. It is therefore important for the organisation to take care of such basic
needs of their workers and ensure that there is an acceptable availability of water and food to
them.
Safety need- After the physiological needs are met safety needs takes precedence. Post-traumatic
stress disorder can be experienced if the safety needs are not fulfilled. The safety of health and
well-being, personal security etc., need to be provided. In this the security to employees will be
given at workplace in order to promote their well-being and health. It is therefore on relating this
need to the chosen establishment, they are hereby required to implement effective security
related policies at the workplace. Herein, no employee should be at a risk of working under
adverse conditions and operate in a safe and secured atmosphere of work. It is with a special
context of those who are much more concerned about working in a safe and secured work
surrounding.
Social belonging – The third level of human wants its in personal needs and ned to be fulfilled
after safety needs. Among social groups an individual need to feel a sense of belongingness and
acceptance. This being the third-most important aspect of Maslow’s theory give importance to
the social relationship at work among the employees where they somewhere believe in
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maintaining affectionate relationship with their peers, etc. 1 Spatial PLC should hereby give
importance to such workers and permit them to maintain the same with rules to uphold a
professional relationship.
Esteem – The employees that working in the company need to show respects. They need to be
accepted by others (Schaffer,Sandau, and Diedrick, 2013). It is with context to those employees
who are much more concerned about upholding their self-respect and consider the same for
others. The chosen enterprise is hereby responsible to take care of such employees who are
mainly concerned about uploading their respect at work by framing effective policies to be
followed at the workplace.
Self-actualization – The employees needs to develop and plan about their potential. This will
help to increase their skills and talent. They will gain more knowledge. Such type of employees
are keen about attaining quick growth in the organisation as well as develop themselves. It is
therefore important for 1 Spatial PLC to give vital opportunities of growth to such type of
employees to satisfy them and retain for a longer period of time.
At workplace mangers need to give proper salaries to employees so that they able to fulfil
their necessities of life such as water, hunger and clothes. The job security, clean place and
benefits of retire need to be provided to employees. The company need to organise social events
in the company and also motivate team work in the organization. On accomplishing and
exceeding their targets mangers can reward employees and also appreciate them for good
worksheet challenging jobs can be given to employees in organization so that skills and
knowledge of employees will enhance and more opportunities of growth will be given to them so
that they can work towards the goals of business.
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Illustration 1: Maslow's motivation theory
(Source: Maslow motivational theory, 2017)

There together exists yet another vital theory called Vroom’s expectancy theory which
states that the performance of an individual is based on ceria individual elements called
personality, knowledge, abilities, skills as well as experience. For a clearer definition of this
theory, it is required for 1 Spatial PLC to consider its 3 crucial aspects known as variables which
are expectancy, instrumentality and valence. In thus, the performance, effort and outcomes are
being separated by vroom's expectancy theory.
Expectancy – The increase in performance will be there due to increase in effort. By things such
as having the correct skills and resources it is affected.
Instrumentality – The valued outcome will be received if the performance is well. By things
such as trust in people who make decisions on who will get what results will be affected.
Valence- It is the value that individual societies with the outcome. If there is a preference of
getting a reward for employees, then it is termed as positive valence.
Other than these 2 theories, there together exists another well-known theory called
Herzberg 2 factor theory which consists of 2 major elements called hygiene and motivational. A
vital difference among these is the way of identifying the level of satisfaction or dissatisfaction
in the employees at the workplace. This is usually being identified by the 2 main components
called dissatisfies measured with the help of hygiene factors and motivators which is measured
with the help of motivational factors. Spatial 1 PLC is hereby required to take care of the hygiene
factors to reduce the sense of dissatisfaction in the workers. It can be done by providing them
effective work conditions with streamlined policies and effective managerial practices providing
competent wages to the employees with an amplified status and improved supervision.
Also, a positive sense of job security with effective relationship with the peers and co-
workers with an assistance to balance both personal and professional life is apparent to meet the
requirement of this factor. Motivators on another hand is known to enhance the sense of
inspiration in the workers where Spatial 1 PLC should hereby refer fulfilling the desire of such
employees who are more keen to achieve a recognised position at the workplace. It is also meant
for those who are aiming to develop themselves with several number of challenges in the job and
are desired to get some vital accomplishments which leads to give them a responsible position at
the workplace.
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There together exists a direct relationship between Maslow’s need hierarchy and
Herzberg 2 factor theory where the 1st two needs described by Maslow named self-actualization
and esteem are known to correspond with the motivators factor of Herzberg’s 2 factor theory.
Likewise, the remaining three needs called belonging and love, safety and security and basic
physiology needs are corresponding to the hygiene factors of Herzberg’s 2 factor theory.
The soft skills are essential for manager and leader in order to interact efficiently with
other members of team and organization. These skills are needed to achieve the goals of business
and keep the employees together in a team. The managers and leader should have a good
communication skill so that they can be able communicate their ideas and thought efficiently to
employees. In order to make their communication skills strong they can use presentation
(Wooten and Hoffman, 2016).
The most important skills for leaders and managers are as follows-:
Communication skills – The strong relationship in organization can be built if communication
skills are strong. Through presentation, group discussion etc., these skills can be developed by
employees in the workplace.
Making decision – The alders and mangers need to make effective decisions at workplace. No
biased decisions' need to be made by them. If the decisions that are made by managers are not
biased, then trust among employees and leader will develop. This will be good for business and
there will be more employment engagement in the work.
Time management skills -This skill will help leaders to complete their work at specific period.
In the organization the leaders can make various strategies and plan in order to make sure that at
a particular time their jobs need to be completed. The time -management strategies or task need
to prioritize to complete work at given time period. In this the employees are being trained in
order to manage time so that at appropriate time they will be able to do their job.
In task-oriented leadership the leader will mainly focus on task. In order to achieve the
goals of business or performance standards the leaders will pay attention on that particular at
tasks. On the satisfaction, motivation and the general well- being of members of team is focused
by relationship-oriented leadership. In order to achieve goals of the company the series of tasks
are done by task-oriented leaders. In these deadlines are met and job is completed at specific
time period. The members of team who are able to manage their time well it is useful for them.
In relationship-oriented leadership the focus on well-being of team is more on rather than on task
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or job. The leaders are more concerned about their team in this. In this here are not personal
conflicts, so the productivity will be more. The positive relationship is the priority of
relationship-oriented leadership. In comparison, with task-oriented where strict schedule is
followed to complete the task and in relationship oriented casual meeting and team meetings are
held to build trust among teams and also team members can interact with one another in this
team meetings.
LO3. Demonstrate an understanding of how to cooperate effectively with others
P3. Explain what makes an effective team as opposed to an ineffective team.
Cooperating effectively with members of team
In order to achieve goals of company an organization develops teams in order to bring
them together. There can be different kinds of team in the organization and they are as follows-:
Problem solving team – In these people from distinct department come together to solve the
problem of bushiness identify roles, skills and interests are possessed by these people. The
priority of problem-solving team is to provide a fast and permanent solution to a particular
problem. From a variety of perspective, the problem can be analysed.
Work group- In order to provide the best support to organization they will recognize the
process which can help them in the best possible way. When the responsibility is given to people
for the same process then they can form a work group. The teams that are formed in work groups
are performance based and they meet up regularly.
Quality team – The workflow issues are identifying and solved by them. They are also called as
quality circles.
Project teams – In the project team a group of employees work together in order to capture their
job on a particular project. For a defined period only, project team are build.
Virtual team – In this the people can participate in activities of organization by making use of
technology. By suing video-conferencing and collaboration technologies the virtual team can
communicate online. From different geographical locations the members of virtual team can
work together. They make use of mobile technology such as video conferencing in order to
communicate with one another. The social medial sites such as Facebook, Twitter etc., are also
used by them in order to make their commination efficient. The digital technology has brought a
major change in way business are one now-a- days. In order to collaborate the communication
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technology such as e-mail, fax and video or voice conferencing are used. The members of virtual
teams can communicate electronically without meeting face to face. For growth of business the
digital technology is essential as they allow communicating with people from different locations.
In order to have an effective team in organization the company can make use of tuck man
model so that the goals of business can be achieved form it (Carter and Mossholder, 2013).
The various stages of Tuckman models are as follows-:
Forming – In this the members of team are not aware about one another. So, they all are polite to
each other. In this stage the roles of team leaders are very essentials as they will guide them to
develop a proper understanding about each other and also will make them about goals and
objectives of business.
Storming – In this the trust is built among members of team. There are also chances of conflict
in this stage. As understanding among members of team is developed (Di Stefano, Peteraf and
Verona, 2014).
Norming – In this stage the team members work towards the goals of business. The trust is
developed among them and they all are aware about business objectives.
Performing – In this last step all group members are working in group toward their common
goals of business.
In order to solve any dispute within members of team, the team leaders need to develop
proper understanding among team members. They need to understand each other's opinion and
viewpoint (Gioia and Corley, 2013). The proper understanding about each other thought and
knowledge need to be developed among team so that disputes are less. If there are any conflict
the leader should listening the opinion of both parties and then made decision which is right and
biased decisions need not to be made by leaders. The leaders can have brainstorming activities
where all members of team will be given chance to represent their viewpoint.
In the effective team there is an open group discussion the members in the workplace can
participate and contribute to the team. They get a chance to learn from other members of group.
However, in defective teams there is a lack of agree objectives and the atmosphere is full of
tensions. In this through voting the decisions are made. In an effective team, the objective of the
team is well understood and is accepted by all the members. In comparison with ineffective
teams it is complex to understand the group task and objectives.
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Difference between effective teams and ineffective teams
Criteria’s Effective teams Ineffective teams
Underlying goals
each member of the team knows
what he has to do
team members perceive their
attributions more difficult
Member
Contributions
each member participates with
something, each one comes with an
idea
a single member is trying to hold
power, to take the word, to say
something
Listening
each member pays attention to the
speaker
members do not pay attention; the
ideas are not heard
Conflict
Resolving
all conflicts are resolved, members
are advised for good understanding
conflicts are not resolved, members
remain with deficient in understanding
each other
Decision Making
each decision is well discussed
before being put into practice
decisions and actions are taken
without sense of responsibility
Leadership
the team leader does not try to
dominate or be the boss
he leader likes to own the supremacy,
to be the boss
Self-evaluation
members are always conscientious
and are well aware of what they have
done and what they have done so far
members are irresponsible and do not
pay sufficient attention
Division of
Labour
each member knows how to carry
out his actions and missions
their actions are unclear just like
decisions, they are always in a
situation where they do not know what
to do next
Benefits of effective team
In this each members of the team listens to one another and they are also able to work together in
order to achieve the goals of team. The knowledge can be shared and also helps to develop new
skills.
Disadvantage of ineffective team
The actions decision tends to be not so clear. The objective and the goal of team is not so clear
and also there is a lot of conflict in the team.
LO4. Apply concepts and philosophies of organizational behavior to a given business
situation.
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P4. Apply concepts and philosophies organizational behavior within organizational context
and a given business situation.
Applying concepts and philosophies on organizational behaviour
The best fit for many organizations is the path-goals theory as it can be suited for both
employees and organization. The goals of company can be achieved with this. It is based on
Vroom's expectancy theory. The employees will feel motivated and their satisfaction will more
in their job by using this theory at workplace. It is not a detailed process. The three basic steps
are followed in this theory. They are as follows.
The characteristics of employees and environment are determined.
 The leadership style is selected
 The theory of motivation that will help employees to succeed are focused.
 Characteristics of employees
Based on their needs the employees interpret the behaviour of the leaders. For an instance
the employees become less motivated when the structure is provided by leaders. So, the leaders
need to know about how to encourage their employees. The special focus of path-goal theory is
to overcome obstacles. There is need of leader to step in if nay obstacle becomes strong. Such
characteristics of complex task can be as follows-:
Designing of task – The support of leader is needed to design a task.
Formal authority system – The clear goals can be provided by leader based upon the authority of
task.
Work group -In case the team is not supportive then leader need to be cohesiveness (Camisón
and Villar-López, 2014).
Behaviour of leader or style
The style or behaviour of leader is adjusted according to employees and as per the characteristics
of task. The leader need to be directive that is it need to able to tell its team members about what
need to be one. The leaser should also be supportive towards members of team. The challenging
goals need to be set by leaders for their team members.
Goal theory
The emphasis to establish goals is being made through goal theory. The relationship between
goal difficulty, level of performance and effort that is involved is been made in this theory. As
long as the person will stay committed to the goal this relationship will remain positive.
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Contingency theory
This is with reference to another vital organisational theory called contingency theory, it
is known to be very similar to the situational approach. It is more concerned about 2 vital aspects
of a leader and tends to refer the personality of the leader along with the situation in which, a
leader is operating. In accordance to this particular theory, a leader generally adopts 2 common
styles of leadership namely, task motivated and relationship motivated. Herein, the task
motivated is for accomplishing the tasks and relationship motivated is to maintain effective
interpersonal relationships. On applying this theory on 1 Spatial PLC, it is known to base upon 3
characteristic factors which are leader member relationship, structure of the task and the power
of the position.
Social Capital theory
Another well-known theory called social capital theory defines such resources that are
essential to maintain social relations to further enable collective actions at the workplace. This
involves certain effective resources involving faith, norms and a network of such relationship
that represents a group that often use to gather constantly for a common goal. A high culture of
social capital exemplifies mutuality by together promoting a sense of effective bargaining among
the workers in 1 Spatial PLC who are ready to co-operate each other, despite of having diverse
policies. There together exists yet another norm of faith to believe in the fairness of citizens as a
way of encouraging the creation of cross cultural groups.
CONCLUSION
Summing up the above report it can be concluded that organizational behaviours plays an
essential role in the organization. The organization can make use of motivational theories such as
ma-slow models in order to motivate their employees. The intrinsic and extrinsic motivation can
also be given to employees. For the good performance of employees, they need to be given
reward. The Huck man theory will help the organization to bullying strong teams and goals of
business will also be achieved easy with this theory.
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REFERENCES
Books and journals
Camisón, C. and Villar-López, A., 2014. Organizational innovation as an enabler of
technological innovation capabilities and firm performance. Journal of business research. 67(1).
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Carter, M.Z. and Mossholder, K.W., 2013. Transformational leadership, relationship quality, and
employee performance during continuous incremental organizational change. Journal of
Organizational Behavior. 34(7). pp.942-958.
Di Stefano, G., Peteraf, M. and Verona, G., 2014. The organizational drivetrain: A road to
integration of dynamic capabilities research. The Academy of Management Perspectives.
28(4). pp.307-327.
Dinh, J.E. and Hu, J., 2014. Leadership theory and research in the new millennium: Current
theoretical trends and changing perspectives. The Leadership Quarterly. 25(1). pp.36-62.
Gioia, D.A., and Corley, K.G., 2013. Organizational identity formation and change. Academy of
Management Annals. 7(1). pp.123-193.
Kuipers, B.S., and Van der Voet, J., 2014. The management of change in public organizations:
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Langley, A. and Van de Ven, A.H., 2013. Process studies of change in organization and
management: Unveiling temporality, activity, and flow. Academy of Management
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O'Reilly, C.A. and Tushman, M.L., 2013. Organizational ambidexterity: Past, present, and
future. The Academy of Management Perspectives. 27(4). pp.324-338.
Petrou, P., Demerouti, E. and Schaufeli, W.B., 2015. Job crafting in changing organizations:
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health psychology. 20(4). p.470.
Schaffer, M.A., Sandau, K.E. and Diedrick, L., 2013. Evidence‐based practice models for
organizational change: overview and practical applications. Journal of Advanced
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Volkoff, O. and Strong, D.M., 2013. Critical Realism and Affordances: Theorizing IT-associated
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Wooten, M. and Hoffman, A.J., 2016. Organizational Fields Past, Present and Future.
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Online
Maslow motivational theory. 2017. [Online] Available through:
<https://www.google.co.in/search?
q=maslow+theory+of+motivation&source=lnms&tbm=isch&sa=X&ved=0ahUKEwiyx6
ThxazXAhUIp48KHeCVCk4Q_AUICygC&biw=903&bih=554#imgrc=J7d9lfrUDi2v2
M:/>.
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