Organisational Behaviour Report: Motivation, Teams, and Performance

This report provides a detailed analysis of organisational behaviour, focusing on the influence of culture, politics, and power on individual and team behaviour and performance within the context of Asda. The report explores different types of organisational culture, including power, role, task, and person-based cultures, and examines the impact of organisational politics on employees. It also delves into content and process theories of motivation, such as Maslow's hierarchy of needs, Alderfer's ERG theory, Vroom's expectancy theory, Adam's equity theory, and Skinner's reinforcement theory, illustrating their practical application within Asda. Furthermore, the report briefly touches upon team development theories, concepts, and philosophies that influence workplace behaviour to improve business performance and productivity. The report aims to provide a comprehensive understanding of how these factors interact to shape employee behaviour and drive organisational success at Asda.

Organisational
Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................3
Part 1................................................................................................................................................3
Influence of organisation's culture, politics and power on individual and team behaviour and
performance.................................................................................................................................3
Content and process theories of motivation.................................................................................5
Part 2................................................................................................................................................8
Team development theories that influence behaviour in workplace to improve business
performance and productivity......................................................................................................8
Concepts and philosophies that influence behaviour in the workplace to improve business
performance and productivity....................................................................................................11
CONCLUSION..............................................................................................................................13
REFERENCES..............................................................................................................................14

INTRODUCTION
Organisation behaviour can be defined as study of behaviour of individuals in context of
organisation. Organisation behaviour applies humanistic behaviour towards people working in an
organisation. Effective understanding of organisational behaviour and behaviour of individuals
within team enables influencing their behaviour within organisation. This report is divided in two
parts one of which is article that aims at evaluating relationship between culture, politics and
power and motivation that enables teams and organisation to succeed. In this article influence of
culture, politics and power on team and individual behaviour will be discussed. Along with this,
content and process theories will also be discussed in context of their contribution in
achievement of organisational objectives and goals. Second part of the report is a briefing paper
that include analysis and evaluation of team development theories and concepts and philosophies
of organisational behaviour. Article as well as briefing paper will contextualise Asda, British
supermarket chain. It was founded in 1949 and is headquartered at Leeds, England, UK. Asda
operates at 632 locations and employs around 165000 employees to carry out all organisational
activities.
Part 1
Influence of organisation's culture, politics and power on individual and team behaviour and
performance
Organisational culture
Organisational culture is concerned with collection of overall beliefs and values of
organisation and how interaction takes place within organisation. Culture of Asda plays very
important role in guiding actions, decisions and behaviour of individuals and team with Asda
(Odor, 2018). This means that values draw guidelines on the basis of which individuals and team
within Asda make their decisions and in addition to this ways of interact guide them about their
interaction within and outside teams in Asda.
Handy's model of organisation culture outlines four types of organisation culture
Power- This is one of the culture in which power in Asda remains with few people and their
influence spreads throughout organisation. In this, individuals and team remain assured that they
are required to work on decisions taken by those with power and they are required to follow rules
developed by those with power.

Role- This is a structure of organisation in which individuals have clearly defined authorities and
they work in highly defined structure. In this type of culture power of individual derives from
their position in culture (Charles Handy Model of Organization Culture, 2021). Concerned with
influence of this on individuals and teams in Asda, individuals work on the basis of their power
and position within organisation. Those with authority and power can influence other individuals
within organisation.
Task- This is a culture of organisation in which teams are formed to solve identified particular
problems. In this power of individual depends on their expertise and there is no single power.
This type of culture has considerable impact on teams within Asda in which power of people
depends on their expertise.
Person- This is organisational culture in which people are superior to organisation. This culture
is often adopted by firms of professionals. In this type of firms all people are with similar
expertise and background. Regarding influence on individuals and team in these people work
considering themselves superior and everyone have equal power within firm.
Organisational Politics
Organisational politics can be defined as state in which individual within organisation is
primarily concerned about their individual interest without considering their impact on goals and
objectives of organisation (Jain and Ansari, 2018). This is mainly a self-serving human
behavioural in which individuals use their power to influence decisions and actions of others in
organisation so that they can achieve their individual interest. On the basis of source of power
and place where activity takes place there are four type of organisational politics. These are-
The Weeds- This is a type of organisational politics in which source of power of informal and
activities also takes place at individual level.
The Woods- This is a type of organisational politics in which power comes from informal
source and actions in context of organisational politics are taken at organisational level (Michael
Jarrett, 2017). This involves implicit norms, hidden assumptions and unspoken routine other than
formal processes that are undertaken at organisation.
The High Ground- This is a type of organisational politics in which power for politics comes
from formal authority and actions in political context are taken from organisational level.
The Rocks- This is another type of organisational politics in which source of power is formal
and actions are taken at individual level.

Among these The Woods, The High Ground and The Rocks have positive impact within
Asda and their aim is also primarily based on Asda's benefit. However, aim of The Weed is
based on intention of individual which can be both positive and negative. Politics that is done
with intention of organisational benefit it makes positive and favourable impact on individuals
and teams within organisation. However, politics with intention of individual benefit might
influence individuals and team negatively.
Organisational Power
Organisational power is concerned with ability of individual to affect and influence
actions and decisions of others within Asda. There are certain sources for power that are-
Formal Power- This power comes from position of individual in organisation (Lam and Xu,
2019). This can have both positive and negative influence on team and individuals because this
allows person with power to coerce as well as reward.
Expert Power- This is concerned with power that is sourced from expertise of individual. This
mainly has positive impact on individuals and team's behaviour and performance as they get
benefit of knowledge and expertise of others.
Referent Power- This is concerned with power of the person who has desirable resources and
personal traits. This power makes positive influence on individuals and teams behaviour ad
performance because individuals and team become able to get desired resources. However,
sometimes this power can be negatively exercised depending on intention of person with power.
Regarding culture, power and politics in organisation and its influence on team and
individuals within Asda, they are positively influenced by power and politics. This is because
power is based on authority and concerned with politics Asda has strong measures within
organisation to discourage inappropriate use of power for individual benefit.
Content and process theories of motivation
Content Theory
Maslow's Hierarchy of Needs
Maslow's hierarchy of needs is relevant for Asda (Fallatah and Syed, 2018). They realized that to
reach the highest level, they need to full fill the bottom level needs.
Physiological needs- Asda is providing the employees with the good salaries and good working
conditions. The company is providing with high salaries to ensurer that the employees are
able to pay all the bills and feed their families if they have anyone.

Safety needs- Asda full fill the second level by providing with job security. They provide
contracts, appeal and USDAW membership for work safety.
Social needs- Social need of the employees are full filled by the team work with other
employees.
Self esteem- Ensuring the communication with other employees and recognizing the
achievements in both the love and belonging and self-esteem are full filled.
Self actualization- To full fill the final level of self actualization, Asda provide with different
schemes like promotions, graduate schemes which will give responsibilities like allowing to
use the expensive devices and introduce good working ideas, assigning challenged jobs.
ERG Theory of Alderfer
Alderfer's ERG theory of motivation is the modified version of Maslow's hierarchy of needs.
ERG theory is divided into existence, relatedness and growth.
Existence Needs- The basic material needs for living of the employee at Asda are focus of this
level (Wang and et.al., 2020). The needs include essential elements like food, water,
clothing, safety. Maslow's physiological needs and safety needs to be come under this level
of Alderfer ERG theory.
Relatedness Needs- This level deals with maintaining the interpersonal relationships of a person
with family, friends, employees at Asda. Maslow's social needs and self-esteem needs cover
under this level.
Growth Needs- In this level the persons own desire to personal development is focused.
Maslow's esteem needs and self actualization needs are covered in this level, which include
self and achievements of the employees at Asda. These needs allow the employee try to
make creative and productive decisions for him and the surrounding environment.
Process theories of Motivation
Vroom's Expectancy Theory
This is theory that involves consideration of three factors that include valance,
expectancy and instrumentality.
Expectancy- This is concerned with believe of employees that their increased efforts will lead to
better performance and this is why they work on increasing and enhancing their performance
(Monday, 2019).

Instrumentality- This is concerned with belief that better performance will lead to desired
reward. This means that if employees in Asda work better to expected level or better than
expected level, in such situation they will work on achieving desired level of performance.
Valance- This is concerned with value that employees in Asda provides to rewards that they are
likely to achieve for their performance. Reward when is highly valued by employees they are
likely to make their best efforts to achieve desired level of performance.
This is important that employees are offered rewards that are valued by them rather than
something that organisation can give employees.
Adam's equity Theory
This is another important process theory of motivation in which employees maintain a
fair relationship between their performance and reward in comparison to their peers (Holbrook
and Chappell, 2019). In this theory there are mainly three types of exchange relationship that
develops when individual compare their input and output to others' input and output. These are-
Overpaid Inequity- This is a relationship in which individual perceive to get more output
compared to their input than what others receive on the basis of their input and output.
Underpaid Inequity- This is another relationship in which individual considers that their
outcome are less compared to their input, in comparison to others.
Equity- This means that input and output are equitable compared to others.
In this input is concerned with performance and output is concerned with reward that is
achieved in exchange of performance. Regarding exchange relationship overpaid Inequity and
equity are two motivating factors whereas underpaid inequity can lead to demotivation.
Skinner's Reinforcement Theory
This theory of motivation explains how good and bad behaviour are motivated in workplace. As
per this theory there are four factors that influence motivation of employees. These factors
affecting motivation are-
Positive Reinforcement- This is concerned with rewarding employees for exhibiting positive or
good behaviour in Asda. Reward for good behaviour motivate them to repeat their behaviour.
Negative Reinforcement- This is another way in which Asda can motivate its employees. This
factor is concerned with rewarding employees when they remove negative or unpleasant aspect
from their behaviour in Asda (Holbrook and Chappell, 2019). For example- An employee in
Asda who is always late and on the day that employee came on time and in appreciated for being

punctual. This is a negative reinforcement in which employee is rewarded for eliminating
unpleasant and negative behaviour.
Punishment- This is also a way to motivate employees. This is done when new behaviour of
employees lead to negative consequences and this is why Asda can use punishment to eliminate
negative behaviour leading to negative consequences. Punishment involves demotivating
employees for their negative behaviour.
Extinction- This is another factor in this theory in which Asda requires undertaking elimination
of reinforcement that contributes in maintaining any particular behaviour of employees.
Techniques of Motivation
Asking Employee Input- This involves asking inputs and suggestions of employees to make
them feel valued and considered in Asda.
Offering personal enrichment programs- Employees nowadays are highly concerned about
their own development and growth and offering personal enrichment will help in their
development (Siddiqui and Bisaria, 2018). This will motivate them to perform effectively.
Celebrating milestones and achievement- This is concerned with celebrating milestones in
which achievements of employees are celebrated which motivate them to work more and
perform to achieve more in Asda.
Sharing profits- This involves sharing profit of Asda with employees which develops a feeling
that they are also being benefited by financial growth of the company.
Part 2
Team development theories that influence behaviour in workplace to improve business
performance and productivity
Team development is concerned with development of team within organisation and
developing abilities within team so that objective or goal of team can be effectively achieved.
One of the most popular theory of team development is Tuckman's team development theory,
stages of this theory are-
Forming- This is first stage of team development in which members of the team are looking for
leadership and this is stage in which members of the team get to know other members of team
(Crunk, 2018). In this stage certain questions that team members have includes what team offers
them and what is expected from them.

Storming- This is another stage of team development which is most critical and this stage
involves conflict and competition in team members. The conflict is because in this stage
individual personality of all team members emerges. In this stage productivity in Asda is likely
to reduce because unproductive functions can attract attention. Strong leadership plays very
important role in this stage of team development.
Norming- This is another stage of team development that leads to resolving conflicts and
emergence of unity in team members. This unity leads them towards consensus on the matters
like who should be the leader and also about individual roles within team. This is stage where
members start performing and their productivity increases during stage.
Performing- This is another and most important stage of team development and in this stage of
team development, team becomes mature, organised and start to function well (Crunk, 2018).
Problems and conflicts are solved quickly in this stage.
Adjourning- This is a stage in which all members of team get back to their routine work after
achieving objectives and goals of team.
It is very important that during first two stages of team development leaders plays their
role effectively so that they can build a team having cohesiveness. Team cohesiveness plays very
important role in performance of team and its productivity. Team cohesiveness also requires that
members of team have positive attitude towards other team members. This requires that conflicts
are timely resolved and people are able to work on shared goals.
Belbin's Team Roles
This is a theory in which Belbin has developed nine roles for teams. Knowledge of these
roles and having members within team to perform all nine roles can contribute in bringing
effective results in team. These roles are divided in three forms that are-
People Oriented Roles
Co-ordinator- Focus on team objectives and draw out team-members and delegate work
appropriately.
Teamworker- Help team to coordinate and uses their versatility to identify the work requires
and complete it on the behalf of team (Bao, 2019).
Resource investigator- This role involves using inquisitive nature to identify unique ideas and
bring them to team.
Action Oriented Roles

Shaper- This role within team provides necessary drive to team members so that team keep
working and moving forward and does not lose focus.
Implementer- This role in Asda team ensures that there is a workable strategy and carry it out as
efficiently as possible.
Complete finisher- This role within team focuses on completion of task and polish and
scrutinise work errors in order to ensure the highest quality of work.
Thinking Oriented Roles
Plant- This role within team involves highly creative member and those who are very good at
problem-solving.
Monitor evaluator- This role works on providing rational and make impartial judgement
wherever required.
Specialist- This role within team involves member who bring in-depth knowledge and expertise
of a subject in team.
Teams can be highly productive and Asda will be able to its performance if all these roles
are there in Asda (Paulamäki, 2018). It is very important that individuals are able to determine
their strengths and weaknesses in order to determine roles that they can play and what are their
strengths through which they can benefit team.
Difference in Effective Teams and Ineffective Teams
Discussion- This is one of the element that differentiate effective teams from ineffective teams.
In effective teams there is open and clear communication whereas members of ineffective team
avoid communication.
Contribution of members- members in effective teams contribute through discussion and
remains focused on team goals and objectives. Ineffective teams involves members in which few
members of team dominate decisions.
Listening- Members of effective teams listen to each other whereas members of a team that is
ineffective do not listen to other members (Krstev and et.al., 2019).
Leadership- Chairperson do not dominate team that is effective on the other hand chairperson of
ineffective team leadership remains clear with chairperson.

Concepts and philosophies that influence behaviour in the workplace to improve business
performance and productivity
Path Goal Theory- This is one of the concept and philosophy of organisational behaviour that
Asda can to improve business performance and productivity. This is a process in which leaders
select best behaviour through which they can suit needs and requirements of employees along
with working environment (Ani, 2017). This enables leaders to guide employees through their
path and attain their daily goals and work activities. This is because it is role of leader to assist
employees through which they can attain their goals.
Illustration 1: Path-Goal Theory

In order to use this theory leaders have to identify required leadership style on the basis
of employee characteristics and task characteristics. Employee characteristics include their
ability, experience and locus of control and task characteristics include design of the task,
authority system and work group. On the basis of these elements leaders can select their suitable
leadership style and guide employees to achieve their goals. Leadership styles that leader can use
and select includes-
Directive- This involves communicating with leaders about what is expected of them and tell
them how to perform their task and activities.
Supportive- Leaders with this style shows concern for well-being of employees and on the basis
of that they work towards satisfaction of employees' needs and preferences (Bickle, 2017).
Participative- This leadership style involves considering opinion and suggestions of employees
by leader before making any decision.
Achievement-oriented- In this style leaders set challenging goals for employees and expect
them to perform to the highest level and leaders also show confidence and trust in abilities of
employees.
Mutuality of Interest
This is also a concept and philosophy of organisational behaviour that influence
behaviour in workplace to improve business performance and productivity. Mutual interest or
mutuality of interest is concerned with state in which organisation and employees have mutual
interest. This also involves considering that organisations need people and people also need
organisation. This means that through organisation people can achieve their goals and at the
same time in order to achieve goals of organisation, it also requires people and their assistance.
Mutual interest ensures that both people and Asda work on same goals and these goals
can fulfil individual goals of people as well as organisational goals. This further involves linking
organisational goals with goals of employees and alignment of these can result in improved
performance and productivity from employees (Ali, 2020). This also result in elimination of
conflict that emerges because of difference of interest in Asda and its employees and by
achieving organisational goals people become able to achieve their individual goals.
Individual Differences
Individual differences is also a concept and philosophy of organisational behaviour in
which it is considered that every individual is different from other in several ways. This is why it

is very important that this philosophy is considered in organisation in different context where
practices are undertaken to improve performance and productivity of employees. In order to
improve performance and productivity organisation should consider these in training and
development practices of organisation and also in motivation and reward practices within
organisation (Sackett and et.al., 2017). This means that every individual has different capabilities
and orientation regarding learning and everyone cannot be trained using same approach,
considering individual difference is very important in ensuring successful training within Asda.
Along with this Asda is also required to consider these individual differences when it comes to
practices of motivation and reward, everyone has their own preferences and requirements in
reward and motivation. However, in a large organisation it is not possible to consider preference
of every individual and this is why suitable practices can be adopted on the basis of
categorisation of individuals and their choice and preferences.
CONCLUSION
On the basis of above discussion it can be concluded that culture, power and politics
within organisation has significant influence on individual and team behaviour and performance
of individuals and team within organisation. However, in order to positively motivate people
within organisation to perform better, different theories of motivation are highly useful. Report
discussed content as well as process theories of motivation to enable organisation to achieve
goals in context of organisation. Motivation plays very important role in performance of people
within organisation and this is why there are different techniques that organisation can use to
motivate employees and these have been discussed in report.
In second part of report team development theories were discussed. These theories can
help organisations in developing cooperation within team functioning in organisation.
Cooperation within team is very important for effectiveness of team. Lastly concepts and
philosophies of organisation behaviour were discussed in report.

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