Organisational Behaviour Report: Leadership, Ethics, and Culture

This report delves into the multifaceted realm of organizational behaviour, examining crucial aspects such as leadership styles (transformational and transactional), ethical considerations, and the significance of corporate social responsibility (CSR). It explores how organizational culture influences employee behaviour and performance, while also addressing the impact of virtual teams in today's globalized environment. The report includes various case studies to illustrate real-world applications of these concepts, covering topics like employee motivation, management evolution, and the importance of gender equality in the workplace. It emphasizes the interconnectedness of these elements in shaping a successful and ethical business environment, drawing on research and practical examples to provide a comprehensive understanding of organizational dynamics. Furthermore, it highlights the evolution of management practices, from scientific approaches to modern strategies, and the role of employee motivation theories in enhancing job performance. References to relevant literature and case studies are provided to support the analysis.

ORGANISATIONAL BEHAVIOUR

Organisational behaviour: 1
Contents
Introduction...........................................................................................................................................2
Women matters.....................................................................................................................................2
Organisational behaviour......................................................................................................................2
Management before and now...............................................................................................................3
Employee motivation and job performance..........................................................................................3
CSR Activities.........................................................................................................................................4
Organisation Culture.............................................................................................................................4
Transformational and transactional leadership style............................................................................4
Ethics.....................................................................................................................................................5
Virtual teams.........................................................................................................................................5
References.............................................................................................................................................6

Organisational behaviour: 2
Introduction
From the given 12 articles, the nine articles based on women matters, organisational
behaviour, evolution of management, employee motivation and job performance, CSR
activities, ethical issues, Transformational and transactional leadership style, organisational
culture, and entrepreneurship are preferred. These topics have case studies based on practical
implication of each topic. The case studies are related to today`s world, likewise ethics and
CSR activity includes multinational corporations examples. Most topics such as
organisational behaviour, organisational culture, and job performance affect the work
environment of business organisation. How evolution of management managed to use
scientific methods to achieve goals effectively.
Women matters
The value of women employee is not just to fulfil women`s needs. Many companies suffer
due to deficient human resources. Companies can improve its engagement by maintaining
gender equality and balance. Women interpret market information and make purchase
decisions, which may differ from men. To get a growing advantage, it has been made
compulsory to employee women to adapt changes in both social and cultural trend.
Employing women helps to increase or stimulate confidence in their personality (Biro, 2017).
Entering into the corporate world, communication helps to improve employee morale.
Organisational behaviour
Organisational behaviour is the study of impact of individuals, groups, and organisational
decisions have on nature of the organisation and apply knowledge to achieve effectiveness in
business operations. Organisation behaviour studies the theories related to behaviour such as
anthropology, psychology, social psychology, sociology. Every field related to studying
behaviour should contribute to growth of the organisation and create greater effectiveness and
effectiveness. It is right to say that human resource management and organisational behaviour

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are related (Carlos, Rodrigues, and Dibb, 2014). Organisational behaviour focuses to analyse
individual behaviour and further gradually shifts to group behaviour. It requires analytical
mind to identify that how member behaviour affects the organisational behaviour (Chumg,
2016).
Management before and now
The evolution of management underwent huge changes since it is used. During 1900s-1950s,
management was evolved as science where it kept focusing on increasing productivity. The
case study relevant to management is the rise and fall of ford Australia in which earlier ford
decided to make cars affordable to maximum people. Ford preferred to use assembly line
method instead of wasting time on particular car. By the time, ford Australia launched and
redesigned jobs for quality inspection. Taylor, father of scientific management develops
production efficient methods and uses these scientific principles to train employees, allocate
responsibility to workers and managers. Today`s manager uses the tool of scientific
management to analyse the work to eliminate the wastage of resources. All the modern
scientific management practises aims at increasing the efficiency and capacity of
organisation`s operations.
Employee motivation and job performance
Rigid and control commanded administration do not necessarily bring greater performance.
Top-level management creates conventional approaches to organise and regulate the routine
work. Middle level management involves managerial method to control and guide floor level
people. A Successful manager makes advanced management procedures that can bring
tactical success to the organisation. Manager should imply various motivational theories such
as Adams` Equity theory, and Maslow`s hierarchy of needs which enable the employee to
focus on both external and internal esteem (Shahzadi et al., 2014). Maslow`s theory implies

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notion of withdrawal and satisfaction to fulfil the growth needs, self-actualisation needs, and
psychological needs.
CSR Activities
Corporate social responsibility is one of the major area of responsibility for both domestic as
well as international business sector. Slowly, the firms have recognised the importance of
CSR due to increasing degradation factors such as marine pollution, environmental
degradation, and other ethical issues. The central idea of the organisation has moved beyond
economic role and contributed positively to the sustainable development of the organisation
(Aranganathan, 2010). The supporting articles has provided various case studies related to
CSR practises- GlaxoSmithKline pharmaceuticals offers medical services such as health
check-up, health related awareness programs, Azim premji, Wipro founder has contributed to
build university as a CSR activity, IBM in Japan, provides training programs to employ
senior citizen as employee because the county already has largest aging population. There are
many CSR activities accomplished by renowned companies.
Organisation Culture
The two case example relates to adoption of dynamic environment in business operations.
Organisational culture defines values and behaviour that encompasses on contributing and
spreading social environment in an organisation. Organisational leader influences the culture
of organisation through rules of transmitting values, assumption and unifying behaviour.
Organisational culture is wholly correlated to leadership. Situation that creates cultural
dynamics preserve the culture through socialisation.
Transformational and transactional leadership style
One case study studies Pakistan transformational leadership situations. In transformational
leadership, a leader influences the employee`s enthusiasm and inspires its followers through
its charisma. Leader emphasize on morals, values, ideals and needs of the followers. On the

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other hand, leadership styles that engage rewards and punishments to motivate their
employees. In transactional leadership, management-by-exception maintains correct actions
to improve performance (McCleskey, 2014). The given articles argue that transformational
leadership is more effective than servant leadership for long-term sustainability.
Ethics
Ethics is a disciplinary duty, which brings moral responsibility in the operation of a business
regarding what is right or wrong (Peters, 2015). April 2013, Rana Plaza collapsed, where
around 3500 workers in the whole building. The building comprises five garment-
manufacturing companies, which regulate their business in the building. It was not happened
due to natural disaster instead it was appalling breaches of standards, insufficient supervision
of safety standards.
Virtual teams
Virtual teams may be defined as geographically dispersed teams, which work through
technology. With the growing changes in globalisation, workplaces are located in different
parts of the country or internationally (Vahtera et al., 2017). By using computer-mediated
discourse (CMD), MNCs get their work done through teleconferencing. Formation of virtual
teams has become necessity. The provided articles describe how the power is distributed
among a small virtual team (Hoch, and Kozlowski, 2014). Various workplaces such as
moneylink in Australia, other offices in Singapore, China, and India are progressively using
the concept of virtual teams for variety of jobs such as accounting, human resource (HR), and
other back office functions.
Conclusion
Nine topics have various relevant case studies. All these topics affect the smooth running of
the organisation. Ethics and CSR activities have developed as crucial deeds affecting the
image of the organisation in the outside world. The difference between leadership style

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focuses on how differently earlier usage of servant leadership differs from transformational
leadership. Various MNCs use the concept of virtual teams to achieve efficient work
internationally.
References
Biro, M. M. (2017) Keeping Female Workers Engaged—and Why That Matters. [online]
Available at: https://talentculture.com/keeping-female-workers-engaged-matters/ [Accessed
1/08/18]
Bell, Reginald L., and Jeanette S. Martin (2012) “The Relevance of Scientific Man- agement
and Equity Theory in Everyday Managerial Communication Situations.” Journal of
Management Policy and Practice. 13(3), pp. 106–115.
Aranganathan P. (2010) Corporate Social Responsibility (CSR): An Unique Business
Strategy in Achieving Organizations' Excellence. [online] Available at:
www.indianmba.com/Faculty_Column/ FC1127/fc1127.html (Accessed 16/07/18]
Peters, R.S. (2015) Ethics and Education. US: Routledge.
McCleskey, J.A. (2014) Situational, transformational, and transactional leadership and
leadership development. Journal of Business Studies Quarterly, 5(4), p.117.
Pinho, J., Rodrigues, A. and Dibb, S., (2014) the role of corporate culture, market orientation,
and organisational commitment in organisational performance: the case of non-profit
organisations. Journal of Management Development, 33(4), pp.374-398
Chumg, H.F., Seaton, J., Cooke, L. and Ding, W.Y., (2016) Factors affecting employees'
knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being
and organisational behaviour. Computers in Human Behaviour, 64, pp.432-448

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Shahzadi, I., Javed, A., Pirzada, S. S., Nasreen, S. and Khanam, F., (2014) Impact of
employee motivation on employee performance. European Journal of Business and
Management, 6(23), pp.159-166
Hoch, J.E. and Kozlowski, S.W., (2014) Leading virtual teams: Hierarchical leadership,
structural supports, and shared team leadership. Journal of applied psychology, 99(3), p.390
Vahtera, P., Buckley, P.J., Aliyev, M., Clegg, J. and Cross, A.R., (2017) Influence of social
identity on negative perceptions in global virtual teams. Journal of International
Management, 23(4), pp.367-381