Organisational Behaviour: Team Development, Philosophies, and Barriers

This report analyzes key concepts in organisational behaviour, focusing on team dynamics and development. It explores various types of organisational teams, including problem-solving, functional, and project teams. The report delves into the Tuckman development model, outlining the stages of team formation, storming, norming, performing, and adjourning. Additionally, it examines the Belbin typology, defining different team roles like Shaper, Implementer, and Complete Finisher. The report further discusses philosophies of organisational behaviour, such as leadership styles and environmental characteristics, and highlights barriers to these theories, including unorganized management, situational resistance, perception, communication issues, discrimination, and uncertain activities. Finally, the report emphasizes the importance of team development and the application of theories to achieve organisational goals.

ORGANISATIONAL
BEHAVIOUR
(TASK 3,4)

INTRODUCTION
• Organisational behaviour is important for enterprises to
achieve the goals and objectives. Team in the firm play vital
role and different types of theories as well as organisational
behaviour philosophies has been used and applied.

Types of organisational teams
• Problem solving- These types of team assists in identifying
and solving the problem on a particular project.
• Functional- These include various types of group of members
working with different departments like HR, marketing
etc(Burke, 2019).

• Project Teams- Such types of teams are those which are
implemented for a specified time period.

Team& Team Group
• Team group are those in which individual work together to
finish particular task. (Saide,2016)
• Team are those in which group of members who come
together t o achieve a common goals and objectives.

TUCKMAN DEVELOPMENT MODEL
• Forming- In this team members are nervous and feel uncomfortable
in the team. (Skendzel, 2018.)
• Storming- This states that members of the team shares thoughts and
ideas with each other.
• Norming- In this, people in the team resolve their conflicts and
work together to achieve objectives.

• Performing- This includes when members of the team push
themselves towards their responsibilities and goals
• Adjourning- Members of the team start losing attachment
with each other because of the work and organisation policies.
(Maio,2020).

Belbin typology theory
• In this, different types of roles in relation with team are
defined.
Types of roles are-
Shaper- In this, those type of people are involved who enhance
and change the behaviour and attitude of team. ( Miao, 2019).

• Implementer- This includes those people who are responsible
for completing the task.
• Complete Finisher-CF involves those people who make ensure
that task or project has been completed without any conflicts
and errors.

Philosophies of OB
• Philosophy in OB is crucial because they guides the firm in
achieving the goals as well as objectives in proper manner.
• This states that leaders use their leadership styles which is best
suitable for employees or followers in the organisation.

• Leadership Styles- In organisational behaviour there are many
leadership styles which are used such as achievement oriented,
participative leadership, directive and supportive style.
• Environmental characteristics/ attributes- Further comes the
environmental factor in which personnel mostly focus on
peace, collaboration, coordination amongst the members and
management. (Jacobs,2019).

Barriers to theories
• Behaviour- In organisation, behaviour and attitude are crucial
because they help in motivating employees and increase
progress and performance level of every individual.
Barriers-
Unorganized management- Sometimes barriers are created by
firm itself such as lack of management coordination, ineffective
team.

Barriers to theories
• Behaviour- In organisation, behaviour and attitude are crucial
because they help in motivating employees and increase
progress and performance level of every individual.
Barriers-
Unorganized management- Sometimes barriers are created by
firm itself such as lack of management coordination, ineffective
team(Camaj,2019).

• Situational Resistance-This includes change which is to be
adopted by firm and subordinates according to the situation.
• Barriers-
• Perception- Every individual have different way of perception
and according to which they react. (Verkijika, 2018).
• Communication- In situational resistance, change is important
and a due to various poor communication information/message
is not understandable

• Social Capital Theory- This theory states that advantages are
taken by individual by using social resources in proper
manner.. These includes trust, mutual relationship etc.
• Barriers
• Discrimination- There various societies and culture in the
organisation and people most of the people do not accept all
the regions and which leads to barrier (Pardee 2017).

Contingency theory-
This states that all the decision and results in the firm
depends upon situation and events.
• Barriers-
Uncertain activities- As this theory depend upon situation,
market is wider and uncertain activities may lead to conflicts and
errors.

CONCLUSION
• After a brief analysis of organisational behaviour concept it
can be concluded that team development and philosophies are
important in business in order to achieve task. Theories are to
be applied so that needs and requirement are identified in
appropriate manner.

REFERENCES
• Verkijika, 2018. Understanding the Acceptance and Use of M-Learning Apps
by Entrepreneurs: An Application of the Social-Cognitive and Motivational
Theories.Information Resources Management Journal (IRMJ),32(4), pp.42-
55.
• Burke,2019. A Bottom Up Perspective to Understanding the Dynamics of
Team Roles in Mission Critical Teams.Frontiers in psychology,10.
• Saide, 2016. A theoretical and empirical validation of information
technology and path-goal leadership on knowledge creation in
university.Journal of Science and Technology Policy Management.
• Maio, 2020. Setting the foundations for theoretical progress toward
understanding the role of values in organisational behaviour: Commentary
on “Values at work: The impact of personal values in organisations” by
Arieli, Sagiv, and Roccas.Applied Psychology,69(2), pp.284-290.

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