Organisational Behaviour Report: A David & Co. and its Practices

This report provides an analysis of organisational behaviour, focusing on the case of A David & Co Limited. The report explores how organisational culture, politics, and power influence individual and team behaviour and performance, referencing Handy's Topology Theory and examining different types of power. It also delves into content and process theories of motivation, particularly Maslow's hierarchy of needs and Locke's goal-setting theory, along with motivational techniques. Furthermore, the report differentiates between effective and ineffective teams, highlighting factors contributing to team success. Finally, it discusses concepts and philosophies of organisational behaviour, providing a comprehensive overview of the dynamics within the organisation.

Organisational Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1.......................................................................................................................................3
P1 Organization’s culture, politics and power influence individual and team behaviour and
performance.................................................................................................................................3
TASK 2.......................................................................................................................................6
P2 Content and process theories of motivation and motivational techniques.............................6
TASK 3............................................................................................................................................8
P3 Making an effective team as opposed to an ineffective team................................................8
TASK 4..........................................................................................................................................10
P4 Concepts and philosophies of organisational behaviour .....................................................10
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................14

INTRODUCTION
Organisational behaviour is the relationship of individual within group or member of
organisation. It is way in which people interact with team for effcient business running. It is
study of human behaviour in firm between corporation and human being and predicting
behaviour of individual (Contrafatto and Burns, 2013). The given assignment is based on A
David & Co Limited incorporated in 1896 at Philadelphia, American. It is private food flavour
Development Company. Here will discuss about organisation’s culture, politics and power which
influence individual and team behaviour and performance. There are content and process
theories for motivating employees and along with motivational techniques. It has also discussed
about effective and ineffective team with development theories for dynamic cooperation. The
discussion is about concepts and philosophies of organisational behaviour which impact in
positive and negative way.
TASK 1
P1 Organization’s culture, politics and power influence individual and team behaviour and
performance.
Organisation Culture
It is defined as values, underling belief, way of interacting and assumptions which
contribute for psychological and social environment of corporation. It includes experience,
philosophy and expectation which guide member and expressed in interaction, self-image, inner
working with outside and expectation of future.David & Co has used Handy's Topology theory
for descrbing culture.:
Handy’s Topology Theory
This theory was given by Charles Handy in which four types of culture has been defined
which are as below:
Power Culture- It means when power is held by few people in which they influence
throughout organization and are authorized for taking decision (De Vasconcelos, Gouveia and
Kimble, 2016). They enjoy special privileges in workplace. They are considered as important
person and are decision maker. They can delegate duties and responsibilities to another staff. The
worker cannot express view or ideas to other. As per David and Co requires such type of culture
for decision making and influencing business.

Role Culture- As per specialization, interest and educational qualification employee is
given responsibilities and roles. In this staff gives their best and accept challenges. Every
subordinate need to be accountable for the work assigned. The individual get power with
responsibility (Hollebeek, 2013). David and Co assign work as per quality and skill of worker. It
is medium organization so requires skilled employees for performing work.
Task Culture- In order to solve problem or achieve targets teams are formed is called
task culture. Here person with specialization and common interest collectively form team. It
consists of more than four members in each team. Every member should contribute equally for
completing task with innovative and creative way. David and Co need task culture for solving
major or critical issues in an organization. It helps in getting many alternatives for particular
problem though help of team.
Person Culture- When employees consider themselves important for organisation is
called person culture. They focus more on their own goal rather than business. The employees
with such power comes office for money purpose. This common professional is lawyer and
accountant and organisation has background, expertise and training. There is many staff in David
and Co who is working for sake of money.
After analysing all types of culture, David & Co have to follow role. It is medim size
organisation in which different work have to be performed. This culture helps in identifying
individual with their specilisation and accordingly task is performed which helps in achieving
goal and objective.
Organisational Politics
It is informal, unofficial that influence organisation for increasing power and achieve
objectives. It is social influence which is either dysfunctional or functional which influence
corporation and subordinates. It can be viewed in two ways: in terms of social influence
symptom which benefit organisation and self-serving effect which goes against company goals.
It has positive and negative impacts on firm. The advantage can be increasing productivity and
profitability and achievement of goals. Similarly, the disadvantage is cost increment, lockout,
strike, lay off and others (Huhtala and et. al., 2013).
Organisation Power

It is the way to influence other people and capacity for affecting behaviour of staff. It is
relationship between target and agent. The agent uses power and target is receipt. There are five
types of power followed by David & Co which is described below:
Legitimate Power- It is called positional power which derived through position possess
by people in organisation structure (King, 2017). The best example of such power is job
descriptions. The junior need to report their manager for work assigned and duties. David & Co
need such power for effective and efficient running of business. Thus it also assists in individual
team and performance for organisation.
Expert Power- It derives through expertise and knowledge of particular field. This people
have high value for solving problems and are expert for critical task. The decisions, opinions,
ideas are more in such power. It is required in business for such task. David & Co need expert
power for solving critical issues at corporation. Thus, it helps individual and team for
achievement of results.
Referent Power- It is taken from interpersonal relationship in organisation. Such power is
possessing when other individual like and respect. For example people having such power can
refer other for job which may be good or bad for corporation. Sometime wrong worker can be
selected which gives negative output. David & Co also use such power which is not good for
business goal achievement and success
Coercive Power- It is the way to influence others by sanctions, threats and punishment. It
helps in controlling behaviour of staff which ensures them to follow rules, policies and norms.
David & Co also follow this power in order to complete their task within stipulated time. It
assists team and individual to focus on company’s goal.
Reward Power- It is ability to influence people of an organisation for incentives. It can be
in form of monetary and non- monetary terms. The incentives include promotions, increments
and positive appraisals. It helps in motivating individual and team for performing work with
dedication and achieve final goal. David & Co also require this power for staff to get them
motivated towards work (Lee-Ross and Lashley, 2012).
After discussing all category of power, David & Co decided to apply legitimate. There
are many departments whcih have different roles and responsibilities which need to be
performed. Thus, power decide position according to department and accordingly performed.

TASK 2
P2 Content and process theories of motivation and motivational techniques
Motivation is people’s action, goals and willingness. It is derived from motive which
means satisfaction (Mclaggan, Botha and Bezuidenhout, 2013). It helps in achieving goal and
objective. There are content and process theories of motivation which have followed by David &
Co described below:
Content theories of Motivation
It means need which motivate people There are many content theories but David & Co
has followed Maslow hierarchy need as it follows in step format. Every individual has want and
need which should be fulfilled on timely which leads to motivation factors. This is important
theory which is describes as per context of employees need.
Maslow Hierarchy Need Theory
It was developed by Maslow in 1943. It has higher and lower needs. It is divided into five
categories which are described below:
Physiological Needs- It is the basic needs of human beings. It includes air, food, shelter,
water. If all needs are unsatisfied then people cannot survive. It is dominant of all needs. It is
most important of all needs for living a life. Every human being required such needs. David &
Co also give their employees such needs for doing work and achievement of result. These needs
are required by every individual. If such fulfils on time then employee is motivated for doing
work in that organisation for longer period of time.
Safety and security Needs- After fulfilment of basic needs the next arise is a safety and
security need. Safety is security and protection of an individual. Every employee’s needs safety
environment for performing work. It includes source of income, live peace, protection at
workplace. It also includes personal, financial, health and well-being safety, illness and impact.
David & Co provide this need to worker for performing work and achieve goals and objectives
(Onyishi and Ogbodo, 2012). It creates goodwill and image of company which leads motivation
to staff. As every individual requires safe and healthy workplace for showing performance.
Belongings and love Needs- After fulfilment of both needs next is belongings and love
needs. Every people want to live in group and require love and to be loved. . Many employees
feel loneliness, depression and social isolation which demotivate them to perform well. It
includes social group, community, society, relationship. David & Co need to provide such

comfort and peaceful environment for achieving result and maintaining standards. It is important
needs of employees and employers.
Esteem Needs- People want high valuation having self-respect and self-esteem. It means
respected, appreciation and value. The employee with low self-esteem requires respect from
others. Maslow divided this into lower version and higher version. It includes respect,
recognition, and prestige in corporation (Rigtering and Weitzel, 2013). In context of David & Co
should provide benefits on regular basis to promote worker for doing well.
Self- Actualization Needs- It means when individual grow and develop fullest potential.
In this people prefer to choose opportunities, challenges and creative task. It is described as
needs which should accomplish everything and to become most. It includes desire to grow,
potential. It is last level need of human being. Here people prefer to utilize their time with
creativity. For example if employees of David & Co has fulfilled all above need then this need
arise. The worker like to sing song so in this stage utilises full potential to become singer.
Process theories of Motivation
It is idea system which explains development and changes. It is described as relationship
between independent and dependent variables. David & Co has explained Locke’s goal setting
theory in process motivation which is described below:
Locke’s goal setting theory
It was developed in 1990 by Locke’s as a model of motivation. It focuses on setting
specific, challenging goal, performance and commitment which are determinants for motivation.
The goals are desired future and established goals leads to behaviour. After achieving goal, it
results into accomplishments which motivate employees and staff for performing. Here goal is
identified on basis of acceptance, specificity and difficulty. There are some guidelines for goal
setting such as:
Set challenging but attainable goals- Neither too easy nor too difficult goals motivate
employees.
Set specific and measurable goals- There should be specific and measurable goal for
company (Robbins and et. al., 2013).
Goal commitment should be obtained- Without commitment goals cannot be achieved
and effort cannot be put for achieving. It can be attained through goal setting process and

encouragement. The pressure to worker cannot achieve this as it creates dishonesty and
superficial performance.
Support elements should be provided- The elements are material, moral support,
encouragement and resources.
Knowledge of results is essential- The goals should be measurable and feedback needed.
This theory is applicable in several fields. It has incorporated incentive programmes and
management by objectives (MBO) tools at workplace. The feedback helps in improving
performance of employees and staff. It is simple motivational techniques which has gained
popular. David & Co should adopt such theory for improving performance of staff and attaining
goal (Routledge Tangaraja and et. al., 2015).
Motivation Techniques- The motivation leads to improve performance, productivity and
raise morale. The different techniques of motivation are: positive work environment, set goals.
Incentives. It also includes achievements, sharing of profits; employee input and provides
professional enrichment. Such techniques assist individual to give their best at workplace and
work hard for achieving final result or goals. It also increases goodwill and image of firm in the
market. The final goal can be achieved efficiently and effectively.
TASK 3
P3 Making an effective team as opposed to an ineffective team
Effective team
A group of two or more people working together in an organization for common goal is
called team. Effective team helps in increasing employee motivation and productivity of
business. It helps in changing processes, improving quality and complete projects. The member
of team have different talent and skill which contribute for success of business. The
characteristics of effective team are: good communication, cleared goals, performance review
and leadership.
Ineffective team
It means when team suffering from lack of purpose. The work ethic and efficiency
decreases resulting in ineffective team. The missed deadlines, boredom, petty confrontations,
negative signal are impacts of ineffective team. The identification of ineffectiveness helps in
determining problem at workplace (Spagnoli and Caetano, 2012). The problems may be vary

from each other. The characteristics are: lacking unity, disorganization, knowledge gap, no self
analysis.
Differences between effective and ineffective team are:
Particulars Effective Team Ineffective Team
Underlying goals It is accepted and understood
by members.
The member of team face
difficult in understanding task
and objective.
Member Contributions Every member participate and
lots of discussion.
Only few dominate discussion.
Listening The idea is heard and member
listen each other.
The idea ignored and not listen
to each other.
Conflict resolution Each member is comfortable
and there is no conflict.
The leader suppressed each
member and there is conflict.
Decision Making The members make decision
collectively.
The actions are taken before
occurrence of real issues.
Division of labour After action take assignments
are accepted and made.
The member are unaware
about assignment.
Tuckman Theory
This theory was developed in 1965 for effective team building (Tuckman forming
storming norming performing model. 2017). It is the relationship between group and task. There
are five stages of group development which is described below:
Forming- A new team is formed with motive to learn and meet opportunities and
challenges. They agree on same goals and tackle assigned task. The team members are
independent and are motivated. There is orientation for understanding the matter. The leader
provide guidance and direction (West and Lyubovnikova, 2013).
Storming- It is second stage in which group gain trust and sort out. It is according to
position period in particular field within group. Some member who seek and compete for

influence, status, authority and control. There is rise in arguments and disagreement but in end
roles are allocated. As it is most uncomfortable phase for team member or group.
Norming- In this phase, moving towards harmonious practices and agreeing on same
rules and values in which organization operate. All member have to trust each other for equal
contribution (Wood and et. al., 2012). The individual have to take greater responsibility as
leaders can take their step back. There is more risk in this step.
Performing- In this stage team react as functions and task will be benefited by group.
The members know their role and work together for goals and objective. Each member know
about objective and support. The working environment is good and cooperation is very clear.
The functions are performed excellently and decision making is independent.
Adjourning- After completion of task team is dissolved. The team member feel anxiety
and maintain distance from each other as they have to quit group. The organisation need to
conduct farewell party for them. In this the assigned task at David & Co is complete by
following each and every step and achieve goal and objectives.
TASK 4
P4 Concepts and philosophies of organisational behaviour
Concept of organisational behaviour
It is the way in which people interact within groups and organisation. It is applied for
creating efficient business, management and workers. It is used for human resources for
maximizing output through help of group and individual. It is studied of human behaviour in
corporation. It is categorised in three ways including individual, work group and behaviour of
organisation. The main goal is to revitalize theory and developing better conceptualization of
firm life (Contrafatto and Burns, 2013).
Philosophies of organisational behaviour
Path goal leadership
This theory first introduced by Martin Evans in 1970 and further developed by House in
1971. It is based on finding leader's style or behviour which fit work place and employee for
achieving goal. The purpose is to creat satisfaction, increasing worker motivation and
empowerment for becoming productive members. It focus on three steps such as:

Employee Characteristics- It is the characteristics of employees which includes
experience, ability and locus of control. The staff need leader behaviour based on needs,
affiliation, structure. In order to motivate staff, leader should understand their employees.
Task and environmental characteristics- This theory mainly focus overcoming obstacles
and accordingly select employees for solving out. The task characteristics are:
 Design of task- It means support of leaders. Example in case of difficult task
superior should assist subordinates for act. David & Co also requires such leaders
for solving problems of workers (De Vasconcelos, Gouveia and Kimble, 2016).
 Formal authority system- As per the task, leader need to provide goals, direction
and control for employees. It is formal authority which is followed in step. David
& Co is medium corporation so as per position of leader staff should take help.
 Work group- In case of non supportive of team, leader have to motivate and
enthusiasm to all members. As group work can be achieved effectively and
efficiently. Every member should focus on copmpany's goal rather than their own.
Leader behaviour or style- There are two type of factors which study behaviour and four
types of leadership style described below:
Factors of study behaviour
 Consideration- It includes trust and respect
 Initiating structure-It is task behaviour including organising, scheduling and
viewing
Leadership style
Directive- The leader inform about work to their follower and direct them to follow. It is
helpful when people are unaware of task and environment uncertainity. David & Co also apply
this style in company for guiding their staff and working on it.
Supportive- The working environment must be approachable and friendly for workers. It
is effective when tasks and relationships are psychologically and physically challenging.
Participative- The leader should take help from their follower before making any
decisions. When subordinate are involved and trained in work then it is effective.
Achievement- The challenging goals are set for follower by leaders and expecting them
to perform with ability and confidence and meet expectation. It is effective in teachnical,
scientific, sales and achievements (Hollebeek, 2013).

Apart from this there are other behaviuors such as:
 work facilitation
 work group networking and representation
 group orientation decision process
 value based.
Emotional Intelligence
This theory was given by Daniel Golemann in 2002 which has presented four elements
including:
Self awareness- It is the first element which is creating awareness among self. It is self
confidence which is divided into two parts such as: emotional self awareness and accurate self
assessment.
Self management- It means controlling of self from things to be done. It is self control
which has five measure things such as trusthworthiness, adaptability, initiative,
conscientiousness, drive and motivation.
Social awareness- It means ability of leader for understanding emotions of member team
and getting comprehension of emotional makeup. According to emotional people should be
treated. The are of social awareness is empathy which is divided into organisational and
understanding environment.
Social skills- The leader having social skills are good communicators and with discipline
are conflict resolution, communicating vision, motivating staff and enlightening them. The leader
support their team and believe in leadership. The area is influencing which includes inspirational
leadership, building bonds, developing others and team work and collaboration.
David & Co have to follow all the types of elements of emotional intelligence. Firstly,
organisation need to do self awareness about market and its competitior for profitability and
productability and do managing all such activities for effective results. After awareness and
managment third is social awareness. This means creating awareness in society about products
and services. The last step is developing skills for solving problems and issues and getting best
results (Huhtala and et. al., 2013).
CONCLUSION
From this assignment it is concluded that David & Co role culture, politics and legitimate
power for influencing individual and team behaviour and performance. The chosen comapny has