Organisational Behaviour Report: Analysis of Key Concepts

This report provides an analysis of organisational behaviour, focusing on the case study of "David & Company Limited." It begins by examining the influence of organisational culture, power, and politics on individual and team behaviour, referencing Charles Handy's model of organizational culture and French and Raven's five forms of power. The report then delves into content and process theories of motivation, specifically Maslow's hierarchy of needs and equity theory, alongside various motivational techniques. It also explores the characteristics of effective teams and contrasts them with ineffective teams. Finally, the report outlines key concepts and philosophies of organisational behaviour, providing a comprehensive overview of how these factors affect workplace dynamics and performance.

Organisational Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................1
LO1..................................................................................................................................................1
P1 Influence of organisation’s culture, politics and power on individual and team behaviour. .1
LO2..................................................................................................................................................4
P2 Content and process theories of motivation and motivational techniques in the organisation
................................................................................................................................................4
LO3..................................................................................................................................................7
P3. Developing and Effective team........................................................................................7
LO4..................................................................................................................................................8
P4. Concepts and philosophies of organisation behaviour with organisation and business
situation..................................................................................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Organisational behaviour is a type of study and application of the knowledge on how the
people in an organisation works together and how people act within the organisation. Present
study is based on the “David & Company Limited” is an American food flavour company which
provides full range of fresh fruits, vegetables, ready prepared products and bakery items. The it
will outline the influence of the culture, power and politics on the individual and team behaviour
and their performance. The it will further highlight the content and process theories of
motivation and different types of motivational techniques which helps in effective attainment of
organisational objectives and goals. The it will also flash light on the team and effective team
and the difference between the effective and ineffective team. Lastly the it will outline the
different concepts and philosophies of organisational behaviour.
LO1
P1 Influence of organisation’s culture, politics and power on individual and team behaviour
The organisation and its working are affected by the culture, power and politics
prevailing within the organisation.
Culture - Culture refers to the assumptions, underlying beliefs, values, social and
psychological environment of an organisation. For explaining the impact of culture on individual
and team the model used is Charles Handy Model which is explained below:
According to Charles Handy model, there are four types of cultures followed by any
organisation.
Power culture- The first culture is the power culture. Here the power remains in hands of a
few people only and they are only authorised to take the decisions. These individuals further
delegate the responsibilities to the other employees. The employees have no option other than
following their superior's instructions. The employees do not have the option of expressing
their views and ideas instead they have to obey their employers. This use of power will affect
the employee negatively because employees are not puppets and they wish to work according
to their comfort. If the employees are not free to express their views then it will lead to
intense dissatisfaction and may lead to high labour turnover (Pavalache-Ilie, 2014).
If the power is used positively, then the employees will have liberty in working and
expressing their views. This will positively impact the employees because they will feel happy
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and satisfied working in the organisation and this will lead in the increase in the commitment
level of employees towards the work and the organisation.
 Role culture- It is a type of culture in which every employee is delegated roles and
responsibilities according to their specialization and interest to extract the best out of
them. This type of culture is highly job oriented. This culture is known for its roles, rules
and regulations, agreements, obligations etc. If the roles are clearly defined in the
organisation then it will affect the individual and team performance positively because
everyone knows beforehand what they have to work and how (Nortilli and Wong, 2014).
Similarly, if the roles are unambiguous then it will negatively impact the performance of
individual and team.
 Task culture- The task culture depends on the unifying power of the group to improve
the efficiency and to help the individuals to identify objectives of the organisation. It can
be referred to as a team culture where the outcome of the team's work is prioritized over
the individual objectives. As the focus of task culture is to work in a team it positively
affects the working of employees. This is so because employees feel good working as
part of team. The coordination between the employees increases and as a result of this the
efficiency and productivity of employees increases and the result thereof is improvement
in the individual and team’s performance and behaviour.
 Person culture- In this type of culture individuals are more concerned about themselves
rather than the organisation. Here the employees have complete independence are highly
educated and can work with their own expertise. The organisation following the person
culture is people focused, value oriented and geared towards meeting the individual
employee's self-actualization needs. This culture helps employees to meet their personal
goals and to grow on personal level.
Power- It is the capacity of a person to affect the behaviour of the subordinates. The power has a
very close link with the performance and behaviour of the individual and the team. It is evident
with help of the model Five Forms of power by French and Raven which is explained below:
 Coercive power- It is based on the idea of coercion which means that employees are
forced to do work against their will (De Board, 2014). It involves the use of
threatening the employees by way of transferring, firing, demotions etc. so that
employees do work out of fear of losing the job. This type of power negatively
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impacts the performance of team and individual because the employees are forced to
do the work.
 Reward power- This type of power makes use of rewards, perks, incentives, benefits
etc. to influence the employees to work more hard. This improves the performance of
the individual and the team because with hunger of rewards the employees work with
high level of dedication and commitment which improves their performance.
 Legitimate power- It is a type of power in which the power is derived from the
formal position employee hold in the organisation. In simple words, if an employee
has a position in the organisation then only that power exist (Bester, Stander and Van
Zyl, 2015). If the position is gone then the power also ceases to exist. This power
improves the performance of employees because if they hold the position then only
they will enjoy the power. So for holding the position they have to work extremely
good.
 Referent power- This power means the ability of individual to attract others and
build loyalty. It is based on the interpersonal skills and charisma of the power holder.
It impacts the performance of individual positively because the employees feels
attracted towards the manager holding referent power and are motivated to do good
work so that they can also achieve referent power.
 Expert power- It is a power based on the knowledge, expertise and in- depth
information. This power encourages the individuals and the team performance
because everyone wishes to acquire the expert power. And this can be only achieved
when an individual works to its fullest capacity and enhances his skills, qualities and
abilities.
Politics- Politics arises when the employees tend to misuse their power to gain popularity
and undue advantage at the workplace. Employees plays politics to come in the limelight to gain
appreciation and attention. Involvement of employees in politics at workplace leads to negative
ambience at the workplace and it affects the individual and team's performance negatively
(Laforet, 2016). It affects the concentration level of employees to the worst. It also destroys the
ambience of the organisation and also decreases the overall productivity of the employees.
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LO2
P2 Content and process theories of motivation and motivational techniques in the organisation
Motivation means needs, desires, drives or wants that stimulates an individual's
behaviour in accomplishing the goals.
Content theory- It refers to the study of human needs and how people with different needs
respond to different situations. The content theory discussed here is Maslow Need Hierarchy
theory. The theory states that there are five types of basic needs which are to be fulfilled. These
needs are as follows:
 Physiological needs- These needs include the things which are the basic requirements for
the survival such as air, food, water, shelter etc. As a manager of A David & Co. for
satisfying physiological needs it can provide comfortable working conditions, reasonable
working hours, necessary breaks etc. If the employees basic needs will be satisfied then
he will perform its work productively and more efficiently and ultimately it will result in
attainment of organisational goals. Fulfilling physiological needs of employees makes
them satisfied and they put their best efforts in the business operations and it leads to
achievement of overall goals and objectives of the company.
 Safety needs- It includes the needs that provide the employees a sense of security and
wellbeing (McLeod, Maslow's Hierarchy of Needs. 2018). For this the manager can
provide employees safe working conditions, secure compensation, and job security,
create environment where individuals are comfortable in challenging tasks. The
employees will be satisfied as they feel safe working in the organisation and thus they
will perform well in the direction of the achievement of organisational goals. Providing
safety to employees at work makes them feel safe and secure so employees aim at putting
their skills and best efforts in business operations and accomplish overall objectives and
goals of company.
 Social needs- This need includes things like love, belongingness and acceptance. The
manager can account for satisfying the social needs of the employees by making sure that
all the employees know each other, encourage cooperative working, schedule weekly
team meetings etc.
 Self-esteem needs- This is the need of appreciation and respect. People builds a sense
that they are being valued by others and feels that they are making a contribution to the
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organisation. These needs can be fulfilled by offering praise and recognition when
employees do well, and offering promotion and rewards.
 Self actualization needs- These are the desires that an individual has self- fulfilment and
developing to their full potential. These needs can be fulfilled by taking in account each
team members professional goals when assigning task and by empowering the team
members so that they can develop and grow.
Process theory- These theory deals with how people gives meaning to rewards and make
decisions on various work related behaviours. The process theory discussed here is Equity
theory. This theory states that people are motivated if they are treated equitably, and receive
what they consider fair for their efforts and costs. According to this theory people compare their
contribution to the work and cost and the benefits that will result to the contribution and benefits
of the reference person (Mullins, 2016). This theory is based on some assumptions which are as
follows:
 The theory demonstrates that the individuals are concerned both with their own reward
and also with what others get.
 Employees expect a fair and equitable return for their contribution.
 Employees decide what their equitable return is by comparing with peers.
The theory relates to the David & company because it also uses the principle of input and
output in the firm. At the workplace the workers put in inputs into the job like education,
experience, energy, efforts etc. and expects the outcomes like salary, rewards, promotion etc.
The disadvantage of this theory is that it does not take into account the differences in the
individual needs, personality and values (Christina and Dainty, 2014).
At last comes the different types of motivational techniques which are used to motivate
the employees. It can be of two types one is financial motivators and another is non-financial
motivators
Financial motivators- These are in the monetary terms and helps in motivating the employees
for better work. The different types of the financial motivators are as follows:
 Pay and allowances- It includes the salary, dearness allowance, travelling allowances.
Salary is the basic amount which an employee gets for providing its services. Allowances
also increases from time to time.
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 Productivity linked incentives- these are the incentives which are given to the
employees if they achieve the given targets on time. The amount is based on the quantum
of the work done.
 Bonus- It is a type of incentive which is given to the employees above and over the
salary and allowances. These are especially given at times of festival.
 Perquisites- These refers to the fringe benefits provided to the employees over and above
the basic salary are called perquisites. These can be car allowances, medical aid,
education of children etc.
Non-financial motivators- These are type of incentives which are non-monetary in nature.
These includes the following:
 Appreciation of work- It means that the boss or employer recognises the work done by
the employees and appreciates its work (Mahembe and Engelbrecht, 2014). This
appreciation satisfies the self-esteem needs of the employee.
 Suggestion system- It is yet another type of the non-financial motivators. In this system
the employees are given chance to share the suggestion. Because of this the employees
can share feelings with their superiors. Sometimes even there are cash prizes for giving
good suggestions. And also sometimes publish their name and photographs in the
company's magazines. This encourages other employees to give useful suggestion to the
management.
 Job enrichment- it means increase in the job responsibility, scope and the challenges in
the current job profile. The employees feel more motivated and satisfied by performing
more challenging and tough jobs (Kitchin, 2017). Within a framework the employees are
given the freedom to take the decision which makes them feel privileged. This brings in
more job satisfaction and high morale. So it is recognised as a non-financial motivators.
The company uses these motivators whether financial or non-financial to encourage the
employees to do work more efficiently and effectively. These motivators fascinates the
employees and attract the employees to work in more systematic and organised manner. The
employees also in greed of earning the motivators work to their fullest capacity.
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LO3
P3. Developing and Effective team
Organisation aims at developing an effective team that can bring great benefits and
advantages. Effective team is able to accomplish given task and activity effectively and also
overall goals and objectives of company. David & Company Limited aims at developing and
forming effective team in organisation so that it can gain benefits and achieve overall goals and
objectives of the company. Effective team is capable of utilizing available resources and
achieving overall goals and objectives of company effectively and efficiently. Members of
effective are capable of making decisions and work in co-operative way in a team. Whereas,
ineffective team are not capable of accomplishing the overall objectives of company and does
not effectively participate in team activities. Ineffective team lacks cooperation. There are
different types of team such as cross-functional team, functional team, matrix team and contract
team. It focuses on using Tuckman theory for developing an effective team because it provides
an elegant and helpful steps regarding team development and their behaviour. Forming,
storming, norming and performing are stages of team development, which are explained in detail
as follows:
Forming: This is the first stage of developing an effective team and in this stage
employees and team members are highly dependent on leaders for direction and guidance.
David & Company Limited aims at properly providing guidance to employees so that it leads to
create and develop an effective team that is capable of accomplishing goals and given tasks. The
forming stage generally involves introduction phase, team members interact with other members
of team and share their experience and views. They also get to build trust for each other by
respecting other member's view and ideas. Team members are also unclear with their duties and
roles, therefore, leaders need to focus on effectively directing and guiding team otherwise it can
lead to formation of ineffective team (Forsyth, 2018).
Storming: The second stage of team development involves coaching phase. Leader of
David & Company Limited focus on distributing different roles and responsibilities among team
members. At storming stage, conflicts may arrive between team members as everyone share their
views and ideas. Therefore, leader needs to guide them effectively and solve their conflicts and
other issues. Team members can share their views and experiences with team leader as he
encourages them to be open minded. Tolerant attitude is important and crucial at this stage
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otherwise it will lead to development of an ineffective team. Therefore, leader needs to aim at
effectively directing the team members that what needs to be done.
Norming: At this stage, team members start working at fulfilling manner in a team.
Norming stage does not involve any conflict phase as team members start respecting each other's
views and ideas (Saari, Jaafar, Ahmad, 2018). They have also developed trust for each other
which leads to development of an effective team that is capable of achieving better results and
outcomes. David & Company focuses that team develops its own identity and leader give them
more autonomy. The team members co-operate on various established values, rules, methods and
standards of company. Ineffective team may be developed when there is lack of guidance,
direction and help from leader, but, here leader of David & Company focuses for developing
cooperative and task-oriented team.
Performing: This is the last stage of team development, team member’s functions as one
unit and cooperatively. Team members are capable of accomplishing task and objectives on their
own and can also make decisions on their own. Members of effective team understands their
roles and responsibilities and accordingly works towards achieving that. Performing stage does
not require much involvement of leader, as members are capable for taking decisions, resolving
conflicts and achieving goals and objectives (Moraru, Dub, Sroka, 2019).
LO4
P4. Concepts and philosophies of organisation behaviour with organisation and business
situation.
Organisation is based on a few fundamental of business which is around the nature of
peoples and organisation. Such as the basic concepts are not specific to the field in that
management of David company is make effective strategic for the improvements of business by
using related theories and concepts. That are as follows:
Path goals theory
Path goal theory is the best and easiest way of funding the way for improvement and
handle any situation which is happing in David company (Carpenter and Grossberg, 2016). It is
specifying the leadership style to improve skills and productivity of firm. It best process for
analysis the needs of work and its environment at workplace.
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This theory has given clear direction to employees and leaders. For example: when
employees restrict from their work and not able to do work with effective and best result then
path goal theory is applicable. By these leaders can give effective and best way of work and try
to clarify the all the information which is related to the work. It is supportive and best way of
give clear direction to employees.
Social contemporary theory
Social theory is the analytical framework. This refers the ideas and innovation in the
existing work task at David company. This theory is included the planning, leading, organizing
and controlling of operations to achieve organisational goals. Like miscommunication is happing
in the organisation (Goffnett, 2017). In this case management can make effective and valuable
strategies like planning for give information about the work to overcome the miscommunication
at organisation. Like employees are untrained and not able to do work. In this case management
can organize the training and development program for improve skill and performance of
employees.
These theories are helpful for handling any situation at organisation by clear direction
and making effective innovation's inn existing polices.
CONCLUSION
From the above study it had been concluded that the organisation behaviour has
important and effective for every organisation and its growth. Study had been covered by the
culture, politics and powers has influenced individual and team work of employees at
organisation. This affected to behaviour and performance of employees. Content and process
theory had been important to know about the basic needs for peoples. By that management fulfil
all the needs of employees. The report also highlights the concepts and philosophies of
organisational behaviour.
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