Organizational Behavior: Culture, Power, and Motivation

ORGANIZATIONAL BEHAVIOR

Table of Contents
ORGANIZATIONAL BEHAVIOR...................................................................................................................................1
INTRODUCTION........................................................................................................................................................3
MAIN BODY..............................................................................................................................................................3
1. Culture, power and political influence and its behaviour on the organization......................................................3
2. Theories of Motivation.........................................................................................................................................5
3.Understanding of how to cooperate effectively with others..................................................................................7
4. Concept an physiologies of organisational behaviour and given situation..........................................................10
Conclusion..............................................................................................................................................................10
References..............................................................................................................................................................11

INTRODUCTION
Organizational behaviour is the study of both group and individual performance and activity
within an organization. This area of study examines human behaviour in a work environment and
determines its impact on job structure, performance, communication, motivation, leadership, etc. This
report gives a brief analysis on the importance and value of aspects such as motivation, leadership,
culture of the company etc. it highlights that if the needs of the employees are fulfilled then they will be
a part of the company for a long period (Aithal and Kumar, 2016).
MAIN BODY
1. Culture, power and political influence and its behaviour on the organization
Handy’s Culture model – Charle's Handy defined four types of cultural models which are described as
below-
Power Culture-
In companies such as Shell PLC it is used as per the power individual possess as per their
position. Those who have the power or authority takes decision in Shell PLC, and they take the
responsibility of their actions. In the organization, power culture is held by few individuals who spread
their influence throughout the organization. The individuals in power decide what is to be done and what
will happen. Employees of the organization are judged by what they achieve that is the quantity is
measured rather than how they achieve (Tatachari, 2020).
Role Culture-
Organizations with a role culture are based on rules. They are highly controlled by the roles and
responsibilities which they perform. Person's role is determined in the role culture organization. It is
necessary that members of the Shell PLC must follow the rules because if not then they cannot work on
the basis of this culture (Lower-Hoppe and et.al., 2020). For example- if the employees of Shell Plc does
not follow rules then they will not turn out to be effective for the company.
Task Culture-

Task culture is formed when there has be achieved specific tasks or completion of a project. Task
culture addresses specific problems arises in an organization during any task completion. Shell PLC
considers this culture suitable because work will be assigned in team on the basis of task which will
reduce the level of disputes between them (Kaur 2017). For example- Finance department will get work
related to finance and IT department will get task as per their focus of field.
Person Culture-
This culture is useful when Shell PLC wants to take the help of someone more experienced and
proficient so that they can attain their objectives easily. Individuals in the person culture usually see
themselves as unique and superior to the organization. This culture includes the person's or individuals
who are a part of the organization and work within to achieve goals and objectives for growth and
development of the company.
The importance of hofstede culture dimension theory is that it helps the business to understand the
differences among society and their views so that they can act accordingly (MARTIN, 2019).
Types of Powers -
Legitimate Power-
The legitimate power happens when someone at higher position is giving control over other.
This power can reflect negativity when the power is not used properly in the organization. Top level of
management such as CEO of Shell PLC has this power, and they can influence the decisions of the
company only because of their power.
Reward Power-
This power is held by those people of the organization who can motivate people to respond in
order to win raises, promotions and awards. Rewarding the employees encourages them to enhance their
performance and helps in reviewing their work properly. This power is interrelated with performance
and motivation. Management of Shell PLC gives this power on the basis of performance of employees
(Van Bussel, 2020).
Coercive Power-