Organisational Behaviour: Culture, Politics, Power, and Teams

This report provides an introduction to organisational behaviour, defining organisational culture and its impact on employee behaviour. It explores the influence of culture, politics, and power within organisations, including discussions on positive and negative workplace politics, and the effects of different types of power. The report examines various organisational cultures such as clan, adhocracy, market, and hierarchy cultures and their impact on employee behaviour. It then delves into motivation theories, categorizing them into content and process theories, with detailed explanations of Maslow's hierarchy of needs, Herzberg's two-factor theory, Alderfer's ERG theory, and McClelland's achievement motivation theory. The report also covers process theories like Skinner's reinforcement, Adam's equity, Victor Vroom's expectancy, and Locke's goal-setting theory. Finally, the report contrasts effective and ineffective teams, highlighting the factors that contribute to team success, such as clear objectives and open communication, and provides a case study of Arthur & David Co. throughout the analysis.

ORGANISATIONAL
BEHAVIOUR
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INTRODUCTION
The term organisational culture means the set of expectations, philosophy which
influences or guides behaviour of members interaction, self image and inner-workings. This
report discusses about the influences of politics, power and culture on organisation. The impact
of effective team in compare to ineffective team. Arthur & David Co. is developed in year 1962
that sells farm fresh produce, dairy products and frozen items. It also sells healthy ingredients
which are gluten, lactose and egg free to meet specific dietary requirements of their clients.
TASK 1
P.1. Influence of culture, politics and power on the behaviour of others in an organisation
Organisation/ business are the key units of society. Their establishment and development
creates a culture within company. The aim of this culture is to improve solidarity and cohesion
within employees and to stimulate them to the organisational efficiency (A. Agarwal, U., 2014).
The influence of Culture on behaviour of employees in organisational context is as follows:
There are four types of organisation culture such as:
 Clan Culture: This form of culture is friendly in nature. The leaders or executive act as
mentors. The organisation works on a traditional and loyalty system. It's success defined
how well it fulfils the demands of it clients and the need of their employees. This form of
structure provides teamwork, participation and consensus. This form of working culture
promotes empowerment, team building and employee involvement within organisation.
 Adhocracy Culture: This form of culture promotes dynamic and creative working
environment. The mentors are seen as innovators and risk takers. Employees are
encouraged to take risks and long-term goals for company to grow and create new
resources to achieve set objectives (Almond and et. Al, 2015).
Further, it promotes individual initiative and freedom. This form of culture is used within Arthur
David & Co. as they anticipates the needs and make products according to demands of their
consumers. It find creative solutions and set new standards for their employees and encouraged
them to achieve those targets and work according to standards.
 Market Culture: This form of culture is based on concept of getting things done by
employees. Leaders are competitive and rival in nature. They are tough and have high
expectations from their workforce. The long-term focus is to promote rivalry activities
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for achieving goals. The impact of market culture on employees help them to improve
productivity and enhances competitiveness.
 Hierarchy Culture: It is a formalised structure where leaders have confident about there
team efficiency and coordination. The long-term goals of company are stability in result
and the most crucial element is to promote smooth functioning of an organisation. This
form of culture helps in efficiency, consistency and uniformity within company. Further,
it helps in error detection, systematic problem solving within company.
Politics at workplace means a process or power in human behaviour that involves power and
authority. It is done to achieve changes and benefits. The influence of politics on behaviour of an
organisation is as follows:
 Positive Workplace Politics: To encourage productivity and competitiveness in
organisation, then it must develop a political culture which is easy for their employees to
understand. Establishing clear politics and chain of commands promote easy
understanding to employees. This helps to focus on collaboration and equal treatment
prevents conflicts within company. Company must adopt this kind of politics. It will help
company to achieve their set targets and goals in a given time (Berger, 2014).
 Negative Workplace Politics: This form of politics creates conflicts within environment
of a firm. Employees are encouraged to engage in dishonest activities and unethical
behaviour. When in any organisation, favouritism is given more importance than quality
of work then they suffer and face high turnover ratio. Thus, A David & Co. should reduce
negative politics from workplace and properly assigned roles and chain of commands to
increase the productivity of their employees.
Powers play a crucial role in business from governing how employees should interact and
how decisions should be made in an organisation. The impact of power depends upon how
employees use them to influence others at their workplace. This has both kinds of effects i.e.
negative and positive.
 Positive Type of Power: this form of power within company involves encouraging
productivity of employees. It includes giving employees power of taking decisions and
reward employees for their strong performances. It appoints those employees who
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perform effectively to influence others at workplace. The retention rate of employee is
higher, as they are given powers to take decision. It also helps individual at higher-level
position in gaining power and respect from employees rather than implying coercive
efforts on them. This type of environment helps in team building and motivates others to
work effectively. It should be adapted by company in order to encourage their employees
to achieve its target and goals in a given time and provide better quality of services to
their clients (Brown and et. al, 2015).
 Negative Type of Power: The leaders who do not respect their employees developed
negative type of power among them. In this kind of power, leaders give more importance
to the work of few employees thus establishing favouritism culture. Further, it influences
and motivates workers by threatening them with the fear of loss of job. This type of
power leads to decline in the productivity and quality of services provided by the
company. A David & Co should see that their leaders and managers do not misuse their
powers and threaten their employees.
Power and Politics leads in lowering output of an individual which in turn affects
productivity of organisation. It has been deeply analysed that individuals playing politics at
workplace pay less attention towards their work which affect the working culture. The amount of
impact that power and politics have in the workplace, directly reflect the organization’s culture
formally as well as informally.
TASK 2
P2. Theories of motivation and motivational techniques in an organisational context
The content theory of motivation focuses on “what” influences human behaviour. The
main content theories are Maslow’s needs hierarchy, Herzberg’s two-factor theory, Alderfer’s
ERG theory and McClellan d's achievement motivation theory (Bush and et. Al, 2013).
 Maslow’s Needs Hierarchy: It was developed by Abraham Maslow's in 1943. It is one
of the widely used theories. It is divided into five basic needs in the form of pyramid
starting from basic to the most complex need that affects human behaviour.
These are as follows:
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◦ Psychological Needs: This includes the most basic requirement of a human which are
clothing, food and shelter. It is considered to be the most important need and if they
are not satisfied, the human mind cannot function well.
◦ Safety Needs: It refers to people desires for safety, security and protection. These
needs include personal, financial and job Security, health and well being of an
individual.
◦ Belongingness/ Social needs: The next in hierarchy is social needs. It refers to
interpersonal relationship which motivates behaviour of employees. Example;
Friendship, trust, receiving or giving of love and affection to each other. Maslow's
divided esteem into two categories i.e. Higher and Lower. According the Maslow's it
is important for person to be valued. This will create self esteem within them and
motivates to work harder (Fullan, 2014).
◦ Esteem: it refers to that need of individual where it wants to gain social status and
recognition from it group and society as whole.
◦ Self- actualisation: It is realising of personal potential, seeking growth and self-
fulfilment of individual desire. Herzberg’s two-factor theory: it is also known as Motivation - hygiene theory.
According to Herzberg's there are two factors that defines the motivation of an individual
person which are at job they are factors for satisfaction i.e. motivation, satisfiers and
factors for dissatisfaction which are; dissatisfies or hygiene.
◦ Dissatisfies or hygiene: This includes factors like relationship with colleagues,
physical workplace, environment of organisation, salary and relationship between
employees and subordinates. Improving of these factors would decrease job
dissatisfaction within employees.
◦ Motivation or satisfiers: the factors which would contribute in motivation of
employees are, Job status, recognition, delegation of more authority and
responsibilities, achievement and better performances. Alderfer’s ERG theory: It was established by Clayton P. Alderfer's in 1969. it divides
human needs into three categories which are;
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◦ Existence: This includes all materials required by human for its existence. Thus, it
covers the two needs of Maslow's Hierarchy which are Psychological and Safety
needs.
◦ Relatedness: It includes need of individuals for love and belongingness. Further, they
strive forward in order to get public fame and recognition. This encompasses two
needs of which are; Social and Esteem needs.
◦ Growth: This includes the need for the self growth and actualisation. It relates to the
Self- actualisation need of Hierarchy.
According to Alderfer's needs are verified from individual to individual . It has given
priorities in terms of concreteness like, Existence needs are more concern while Related needs
are less concern than the former. Lastly, growth needs are the least concerned and it depends
upon the individual (Furnham, 2012). McClellan d's achievement motivation:In 1960 McClellan d's based on Maslow's theory
described it three human motivators which are;
◦ Achievement: In this form of need individual has strong need to accomplish. It refers
to person need for success and mastering it skills. The needs is drevived from internal
factors and the pressure by the external environment. Those individuals who have
high need for achievement requires regular feedbacks.
◦ Affiliation: It refers to the need of being belonged to social group. It involves feeling
of being related to others. In this situation people prefer collaboration over
competition and doesn't like the high level of risk or uncertainty.
◦ Power: It means to control and influenced other work over one's work. This form of
need drevived to enjoy competition with other and win with them. People with this
form of needs want to control and influence others.
The process theories of motivation refers to concept of “how” the behaviour of individual
can be influenced and encouraged them at workplace. These are; Skinner’s reinforcement: It is one of the oldest theory that explains the human
behaviour on the concept of “why we do what we do”. It means when a person gets a
positive feedback then this reinforcement encourages them to improves it performance.
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 Adam’s equity:This theory means if the person is been treated equally at workplace and
received what they consider as fair for their efforts then it would lead to motivation of
employees. Victor Vroom's expectancy: According to this theory motivation to engage in activities
depends upon the three factors which are; Expectancy, Instrumentality and Valence.
 Locke’s goal setting theory: This theory is based on the concept that setting of goals is
done on the basis of performance. According to professor Edwin Locke individuals who
set specific goals performs better than those who set easy and general goals (Eden and
et. al, 2013).
TASK 3.
P.3. Explain what makes an effective team as opposed to an ineffective team.
To achieve success and completion of work there is a need of effective team in every
organisation. The team work play a significant role in achieving what company desires. The
effective team encourages discussion on topics which they disagree and uses healthy methods to
initiate creativity and change in ideas before reaching to any conclusion.
Effective team encourages group discussion on points which they disagree and also use healthy
conflict in order to introduce creativity and change in ideas before reaching any consensus, while
ineffective team establish agreed viewpoint quickly and defend it against any new or original
idea arises.
The factors which contributes to the building of effective team are;
 Objectives are clear: If the goals or objectives of company are clear to the team
members. They have mutually-agreed aims and each member of team has clear
understanding of these aims or goals. This provides collaboration and better
understanding.
For example- The goals and objectives of effective team of cited company is clear that helps
them in achieving long term success and easy making of particular decisions in terms of a
business.
 Good Communication: The team is always engaged in open discussion where members
show interest in the meeting and make contributions. This established effective
communication across the company at all levels of organisation structure.
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For example- communication between members in Arthur & David Co is effective that helps
them in sharing their views and ideas in smooth manner. This helps the cited company to find
best and innovative ideas for their business.
 Effective process: The team members would use an effective process before reaching
down at any decision. They convinced members by logical argument rather than rational
voting. This prevent from minority disgruntle and effective contribution by all the
members.
For example- the team of the cited company basically uses effective process as they try to
convince all members verbally and with proper explanation. This leads them in maintaining
relationship and contribution of all members for taking particular decision. Informal Climate: The environment within organisation would be more informal than
formal. Members of the team feel free to share their problems and they established strong
interpersonal relationship with their seniors (Helms Mills and Mills, 2017).
 Effective Listening: Involvement of team members in the meetings lead to effective
listening of them to the problems of company. This promote better achievement of targets
of business.
For example- this factor helps the cited company to concentrate on each and every members
views and ideas and select the best one.
 Balanced roles: The roles are properly delegated and there is clear understanding of
these roles by individual members in the organisation. It helps in effective achievement
of companies goals and it promotes good balance of skills, aspirations and abilities.
For example- every member of Arthur and David co. is delegated task according to their skills.
This helps them in motivating them so that they can put their complete effort in a business that
later helps in achieving long term success.
 Appropriate Leadership: The key assets of effective team is the leadership style followed
by the leaders that influenced and motivates individual employees in the organisation.
The trust of team members is on their leaders and it assures them effective working of the
team.
For example- leaders of cited company follow appropriate style in order to maintain relationship
with members and also motivate them.
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 External Relations: The role of effective team is to maintain strong relationship with
their clients, customers and stakeholders. Further, it need to have support from all the
functional department of the organisation.
For example- the members or staffs of Arthur and David Co. maintains strong relationship with
everyone that are involved with them. This helps them in achieving loyal customer base.
 Consensus: Team members must share the unity in their decision-making process and
must always be mutually agreed to the decision take within the team (Reisch, and Jani,
2012).
The ineffective team leads to underlying of objectives and they do not promote better functioning
of organisation and hampers the performance of the company. The factors which contributes to
the building of ineffective team are:
 The mission of the team is not clear.
 Less participation of those who are critical to success of team.
 There is always confusion or disagreement about roles and task assignments.
 Decision is made by formal leader and there is limited or no participation of team
members.
 The communication network is weak and team members do not inform each other.
 The meetings are generally stuffy and tensed.
 There is knowledge gap between team members which hampers them in completing their
task and responsibilities effectively (Hoye and et. Al, 2012).
 There is disorganisation in the structure of team.
 Team members are always confused about their roles and They do not fulfil there
responsibility or assigned task on given time.
 The end result of ineffective teams is always poor quality performance and lack of
discipline within group.
Characteristics that make effective team oppose from ineffective team are:
Basis Effective team Ineffective team
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Leadership The leadership style is
democratic and the members
of team unduly report to their
leader.
The style followed is
autocratic and team members
are bound to duly report to
their leader.
Decision making The decision within team are
made through consensus and
there is always mutual
agreement between members.
There is no mutual agreement
and actions are taken before
analysing the situation.
Division of Labour The role is been clearly
defined.
The role is not clearly
assigned.
Conflict resolution Properly handling of conflicts
within team.
The members are suppressed
by their leaders and this results
in conflicts at workplace.
Underlying goals The objectives are cleared and
well understand by team
members.
The vision is not clear as their
is lack in understanding
objectives of team.
Contribution by members The effective team supports
open discussion and clear
participation of all team
members.
The contribution by team
members is very less and
discussion is dominated by few
people.
Listening There is effective listening of
team members to the goals and
objectives of team.
In ineffective team ideas are
ignored and members do not
participate in effective
listening.
Self-evaluation The group dose evaluation of it
operations and examine how
well they are doing (Hu,
Dinev, Hart and Cooke,
2012).
There is lack of self evaluation
within group and it avoids
discussion or examine of their
operations.
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TASK 4.
P.4. Concepts and philosophies of organisational behaviour within an organisational context and
a given business situation.
Organisational Behaviour is based on certain fundamental concepts that revolves around
the behaviour and nature of people within organisation. There are certain philosophical concepts
which are discussed below they are: Individual Difference: This concept supports that each individual is different from
others. It means they are not only differ in their physical attributes but also in
psychological qualities. This individual difference would help manager to take out the
best out of every person. For example; every person is different in capacity to understand,
learn, judge and predict and conclude. This concept was originated from philosophy.
These characteristics posed by individual help manager in assigning different roles to
each employees. Concept of a Whole Person: The personal life of an individual also plays a vital role in
their performance improvement and completion of assigned task. The manager should
take into consider the personal life of their individual employees. Thus, not the skills or
intelligence of employee is important for their growth and development at workplace.
This concept plays an important role in increasing productivity and efficiency of
employees. For example; if an individual has some sought of problem in it personal life.
Then he/she would not be able to concentrate over the work within organisation (Liu, and
et. Al, 2014). Motivate behaviour: The employees have different kinds of needs for which they strive
and work hard. The extent to which the efforts of person has helped him to fulfil their
needs plays a key role in determining their behaviour. For instance; if, employee dose not
paid what they think is fair for their efforts then he may feel bad and frustrated. This
would be reflected on its behaviour and it would harm the organisation as whole. Perception of Employees: The term perception refers to way in which person see,
understand and interprets the given situation or thing. It depends upon the individual
lifetime experience and accumulated value. They have different perception because of
differ in their personalities, social surroundings and demographic factors. Example; if
there is imposed of new policies in the company certain number of employees would
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welcome these policies while group of certain members within organisation would
oppose this policy on the ground of their detrimental interest. Dignity of labour: Each employees of organisation should be treated with respect and
dignity whether they are CEO or casual labour. The firm which treats their employees as
a commodity and with perception that they can be purchased as when required then
human relation within such organisation would bound to be poor. The manager can
provide dignity to their labour by giving fair wages, job security, good working
environment and encouraging participation of employees in decision-making process. It
helps organisation to flourish and grow. Further, employees are dedicated to workplace
(Nahavandi and et. Al, 2013). Empowerment: This means authority or power is given to someone to do something. It is
important because if employees are empowered they would provide better results and
faster completion of their task. The manager, should, therefore, empowered their
employees by providing them all the necessary requirements which is essential for
effective performance of their work. If, the manager gives employees power to take
decision at lower level then it would provide them sense of belongingness and employees
would perform it work with more involvement. Mutuality of Interest: It is represented by a statement that “people needs organisation
and organisation also needs people”.The individual also needs organisation to fulfil their
demands and requirements. Similarly, people are the only one who help in achieving the
objectives of organisation. It helps in providing super -ordinate goal which brings variety
of needs together that people brings to the company. If there is lack of mutuality then
groups cannot be assembled and cooperation cannot be developed . There will be no
common base that can be build to unite people. Thus, there is a mutuality of interest
between organisation and people. It will result in employees solving the problems of firm
rather than solving each other issues (Pelling, O’Brien, and Matyas, 2015). Holistic concept: These concepts interprets the relationship between people and
organisation in terms of whole person, entire group or organisation and whole social
system. It indicates when all the six concepts of organisational behaviour are been place
together then the holistic concept is arise. It takes in account the broader view of business
and people involved in to understand as many as possible factors that influence their
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behaviour. Issues are solved in terms of total situation affecting rather than in terms of an
event or problem.
 Social System: It states that organisations are social entities as the activities within them
are governed by the social and psychological laws. It means that behaviour of individual
is influenced by their groups as well their drives. The two types of social system exists
within firm they are; Formal and informal. The formal system is created deliberately and
with using responsibilities and authorities. It is found in every organisation and it is
important for achieving the desired objectives and goals of company. The informal
system is developed naturally due to similarity in human nature and factors like,
friendship, language, likes and dislikes.
These were the concepts which guide managers to resolve the conflicts at workplace and
to be implement in different business situations.
CONCLUSION
This report concludes that organisational culture reflects organisational values, norms,
system and beliefs. It affects individual personality and group as whole. Influence of culture,
power and politics affects the working of organisation. The motivational theories like, Maslow's
need hierarchy, Alderfer's ERG theory, etc. shows how different person can be motivated
differently. The completion of one need drives person to fulfil its another need. Further, different
concepts of Organisational Behaviour help in understanding human nature and expectations from
organisation.
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REFERENCES
Books and Journals
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