Organisational Behaviour Report: Ryanair Leadership Analysis

This report provides a comprehensive analysis of organisational behaviour, focusing on a case study of Ryanair. It examines how organisational culture, politics, and power influence individual and team behaviour within the company. The report delves into the impact of different cultural models, including role, task, person, and power cultures, on employee performance and team dynamics. Furthermore, it explores the influence of positive and negative politics, as well as various power dynamics (reward, coercive, legitimate, referent, and expert power). The report also examines how content and process theories of motivation, such as ERG theory and Adam’s Equity Theory, can be applied to achieve organisational goals. By analyzing these factors, the report offers insights into creating effective teams and applying organisational behaviour concepts to improve overall organisational effectiveness within Ryanair.

Organisation
Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................1
P1: Examine how the organisation culture, politics and power influence individual and team
behaviour................................................................................................................................1
P2: Examine how content and process theories of motivation helps in achievement goals..4
P3: Explain what makes the effective team as opposed to ineffective team.........................6
P4: Apply concepts of organisational behaviour within the organisation..............................8
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
The organisation behaviour refers to the ways or the process which shows how people of
the organisation behave at the workplace and how they get influenced in the team so that goals
and objectives can be achieved in the most effective way (Borkowski, 2016). In other words, it
can be stated the worker of the company gets affected by the organisational culture and their
policies which can affect the performance of the employees at the workplace. It also focuses on
improving the inputs of its employee which helps in achieving the goals and objectives in the
prefect time with the profitable ways. In the work environment, there are different types of
motivation and leadership theories and concepts which help the employees to achieve the
objectives of the organisation in productivity ways. In this context, Ryanair is an airline
organisation in the Irish and headquarter in the Swords. Further there will be discussion on the
organisation power and how effective team is formed in the work place and motivations
leadership theories.
P1: Examine how the organisation culture, politics and power influence individual and team
behaviour.
Organisational behaviour is the interface of individuals and teams within an entity. This
tends to have a significant impact over the performance and output of company in the market
place. In this relation, it has been identified that an organisation is mainly composed of 3
elements which are named power, culture and politics. The current business situations of Ryanair
are not favourable or positive. This is studied in detail by studying the before mentioned three
elements in context of Ryanair as follows:-
Culture
This is considered as the overall ideology or values being preached by a company. In this
regard, it is important for an entity to make sure that a positive culture prevails within the
boundaries of the enterprise. This helps in inflating the productivity levels of employees and to
make them work by demonstrating their full potential towards the achievement of organisational
goal in predefined course of time. One of the most commonly used models for identification of
the most suitable organisational culture is Handy's Typology. This model is made up of 4 kinds
of cultures which have their own pros and cons in terms of team’s and individuals’ behaviour
and performance. Below mentioned is the application of this model to Ryanair in order to
1

determine the existing organisational culture and the one that would be the most suitable for the
entity. The cultures pertinent to this model are thus explained beneath:-
Role culture: Here, the entity works in the same manner as within the functional
structure. This reflects that the manager holds the main authority to assign the roles and
responsibilities to the employees. The manager allots the roles and duties as per the expertise and
skills of employees. The implementation of this culture within Ryanair would imply smooth
functioning of the business. It will inflate the productivity levels of individuals as well as teams.
Thus, role culture will have a strong impact over the behaviour and performance of team and
individuals within the confines of Ryanair.
Task culture: This culture is mainly focussed upon the completion of tasks as per the
expectations as well as requirements of the management of the entity. Hereby, conflict resolution
groups are formed so that harmony and peace can be maintained within the organisational
premises. Thus, the prevalence of this form of culture within the bounds of Ryanair would have a
positive impact over the performance of individuals and teams. When excessive focus is put
upon task completion than employee recognition or employee voice, it sometimes has an adverse
impact upon the individual and team behaviour within the company.
Person culture: This is a culture whereby the main focus is upon individuals rather than
the company. In person culture, employees tend to consider themselves to be superior to the
entity as well as team. Thus, this culture has a positive impact over the individual behaviour and
individual performance. However, this culture has a negative impact upon the teams prevalent
within an entity as the individuals regard themselves and their performance to be more important
than the team. This makes them focus more upon their goals rather than the team objectives.
Thus, the team behaviour as well as team performance will get adversely affected in case person
culture persists within Ryanair.
Power culture: This culture is authoritative whereby the decision making power is in
very few hands. These individuals may at times even abuse the power held by them. When this
culture exists within an organisation, this tends to have a severe impact upon the individual
behaviour and performance. This is so because the individuals start feeling that their creativity
and potential is not valued and the decisions are forced upon them. Further, the team behaviour is
also negatively affected by this culture. However, it is seen that the threat of power or force
makes the team perform in accordance with the expectation or requirement. Thus, it can be
2

inferred that power culture would have a positive impact upon the team performance within
Ryanair.
As per the analysis of the situation, it has been determined that currently, power culture is
being followed within Ryanair. However, it is important to enforce a better culture within the
organisational premises to have a positive impact over the team and individual performance and
behaviour. Thus, role culture is acknowledged to be the most suitable for Ryanair in the present
situation as this will reinforce a positive working atmosphere whereby individuals and teams
show their best performance for the achievement of organisational goal and objectives.
Politics
This is defined as the procedure where human interactions occur via excessive usage of
power. It is analysed that politics can be positive or negative. The main intent of every enterprise
is to ensure the prevalence of positive politics within the company premises. However, at times,
the business situations lead to the emergence of negative politics. Now, positive politics prevail
within an entity in terms of provision of opportunity to employees to telecommute, leverage
flexible working practices, get access to paid leaves, and so on. As opposed to this, negative
politics exist within an entity when there are too many internal discrepancies, weak employment
relations and employees are denied access to basic perks and benefits. As the name implies,
positive politics possess a positive influence upon the performance and behaviour of teams and
individuals within the company. In the same way, negative politics adversely impacts upon team
and individual performance and behaviour.
As per the analysis, it is determined that negative politics prevail within the premises of
Ryanair. However, there is an urgent need to facilitate a shift to positive culture. This will have a
positive influence upon the productivity levels and behavioural patterns of individuals and teams
in Ryanair.
Power
This can be comprehensively defined as the authority held by superior in relation to
decision making. As per the model of French & Raven, it is identified that there exist 5 different
kinds of powers which can be leveraged by the organisational leader. These types are discussed
with reference to Ryanair as follows:-
3

Reward power: This power witnesses use of authority of leader to reward and recognise
the deserving employees of an enterprise. If this is used within Ryanair, it would imply
development of positive behaviour of individuals and teams fostering both of them to give their
best output for gaining rewards.
Coercive power: Herein, force is used by leader to influence individuals and teams to
carry out a task. This power if exercised within Ryanair would deflate the thinking process and
morality of individuals and groups.
Legitimate power: This is a form of authority which is held by top managerial persons
like CEO and owner. The execution of this power would imply the wastage of creativity of
individuals and teams as their views are not taken into account while making decisions.
Referent power: Here fictitious form of authority is exercised by the individual who
possesses the “x-factor” and characteristics to gain the attention of other members of company.
This leads to increment in productivity of individuals as they are keen to take the same place as
that of referent leader. However, it adversely impacts upon the behaviour and output delivered by
group as the members of team focus more upon gaining the referent power than attaining the
team goal.
Expert power: This authority vests in the hand of an individual who possesses
specialisation in a certain field of work. Although this power boosts the morale and performance
of team as they have expert views with them to do tasks, it has negative impacts upon output and
behaviour of individuals.
Currently, legitimate power is being exercised by the leader of Ryanair. However, it is
suggested that the leader should make use of reward power so that the individuals and team can
be duly encouraged to give best performance for achievement of goal of the company.
P2: Examine how content and process theories of motivation helps in achievement goals
Motivation theories help the organisation to motivate and inspire its employees to execute
the task in an effective manner. The manager can motivate by applying these theories within the
organisational premises which motivates employees to perform as per their role and duties.
Content Theory
ERG motivation theory
Coined by Clayton P. Alderfer, this theory integrates the 5 needs of the Maslow’s
pyramid of needs into 3 main categories named Existence, Relatedness and Growth. These
4

categories only denote the name of the theory. The 3 elements of this theory are thus explained
below:-
Existence Needs: The needs belonging to this category tend to include materialistic
along with physiological need like air, clothes, food, and water and so on. Ryanair can meet
these needs by providing the employees with appropriate compensation packages including
salary, perks, benefits and incentives. Also, the entity can conduct employee satisfaction survey
at regular intervals to fulfil this category of needs.
Relatedness Needs: This category of needs consists of needs like social esteem and
social relations. The needs belonging to this category can be met by the management of Ryanair
through arrangement of unofficial parties and social gatherings whereby employees can get along
with one another.
Growth Needs: This category of needs comprises of the need for growth and
development. For this purpose, the management of the respective airlines company can conduct
regular training and development sessions whereby personnel are given the opportunity to
improve their overall professional personality.
By duly fulfilling the three categories of needs, the intent of Ryanair is to elevate the
productivity levels of employees along with the output delivered by them. In the long run, this
will imply fruitful outcomes for the entity in terms of increased employee satisfaction and better
organisational productivity.
Process Theory
Adam’s Equity Theory
This theory was coined by John Stacy Adams and operates on the basis of 2 principles.
The 1st principle states that there must be equilibrium between employees’ inputs and employees’
outputs within an entity. The second principle states that employees should get access to
equitable treatment from superiors. This theory is applied by the management of Ryanair within
the organisational premises by provision of financial and non financial incentives to the
workforce. This helps in boosting the morale of employees and making them feel valued within
the entity. When the efforts of employees are supported with outputs like PL, bonus, training,
certificate, recognition, FWP, and so on, it tends to have a positive impact over their productivity
and performance levels. By effectively applying the two principles within Ryanair, the
5

management of this organisation ensures that employees get access to positive working
atmosphere whereby they get opportunity to develop and show their full potential for the timely
accomplishment of organisational goals.
P3: Explain what makes the effective team as opposed to ineffective team.
They compete the task in the proper manner the organisation need effective team who
helps in achieving the pre-determine goals and objectives in the most effective and productivity
manners. In other words, it can be stated that team is group of people working for common goals
and objectives of the company which are to be gained within the set time period. With reference
to Ryanair, the manager tries to form the effective that holds great skills and knowledge to
complete the tasks in the most profitable ways and restructure their airline business by offering
the new subsidiaries like Ryanair DAC, Ryanair Laudamotion and UK airline for the
international customer. The effective team include the employees who are working for the
organisation objective which are to achieve within the shortest time period. The ineffective team
is group who are not able to perform according to the needs of organisation vision and are not
able to achieve the results which are accepted from them (Izzati, 2018)
Differences among the effective and ineffective team
Basis Effective team Ineffective
Objectives: Here all the employees are provided
with roles and duties which help
them to execute their task in the
most productivity manners.
As per this team, workers are not
given proper roles in the team which
damage the goals of the company in
the long run.
Conflicts: This team comes together to
dissolve the conflicts and any kind
of issues at the work places so that
task is not affected by the such
problems
Here worker are not able to dissolve
the issues at the work which further
lead to more problem at the work.
The organisation is not able to
achieve their desire outcomes.
Decision
making:
Under this team, employees are able
to make the sound business decision
so that company are able to
accomplish the goals within the set
Under this, worker cannot make the
good and proper decision for the team
work.
6

time period.
The effective team have various positive sides such as having strong communication
among the team members so that proper flow of information can be done in the organisation
and everyone are aware about the roles and responsibilities in the task. The Ryanair
organisation focus on making the team understand that they are planning to expand their airline
by opening four new subsidiaries in target market. To expand their business the organisation
need effective team who are able to understand the expanding plan of their business and work for
achieving the common objectives (Mousa, 2017).
Ryanair uses the Tuckman model to make the effective team who have some good skills
and objectives to perform the various task in prefect ways so that organisation are able to focus
on achieving the objectives in proper ways. According to Tuckman model, the manager and
leader are able to convert the group of people into new effective team where all the employee
are having good relationship with each other and leader use different leadership skills so that
ultimate goals can be achieved in proper ways. There are five different stages which are needed
to complete the task in proper manners:-
Forming stage: Hereby, the organisation tries to collect essential information about the
activities which are carried out on management level. Employees are unaware about their roles
and responsibilities in the work and senior manager make the most of the effective decision
about the task. And these employees have to follow the orders of their senior and top authorities.
Under this stage the uncertainty is huge in the team and employees are looking proper guidance
so that they can execute the task at the work place (Onyango, 2017).
Storming stage: Under this stage, there are various different types of conflicts and
problem which harm the organisation goals and objectives as employee are working the various
directions which make difficult to perform in the management level. The employee has no clear
picture of the organisation mission and vision which harm their work at the company. Every
members of team are focus on achieving their different goals which are not aligned with the
company’s objectives.
Norming stage: Here, the employees are made aware about their roles and duties in the
given task which helps the worker to perform better in the organisation. The leader and manager
helps the employees to execute the task in better manners as employee know their part of role in
7

the given activities. The problem among the team members is dissolved in better ways which
helps the organisation achieve their goals.
Performing stage: under this, the team is formed to complete the task in profitable and
effective ways which helps the company to attend the desire level of outcomes. The manager
makes the proper blueprint for its employee which have plan of action which are to be followed
by the worker to achieve and compete the task in the most profitable manners. Here the effective
and productivity team is formed which finish the task in better ways and achieve the desired
results in good ways (Özkoç and Çaliskan, 2015).
Adjourning stage: under this, all the tasks are completed in perfect way as planed with the
senior manager and team are dissolved in the management so that new team can be formed by
the organisation and all the employees are given new work to be performed by them. here the
winding the task process started so the employee are set free from their respective duties and
project has been finished in profitable ways and now employee are to be provided with new task
in the organisation
Ryanair uses this model to have effective team in their management level which helps
them to achieve their respective results in the most effective manners. This model provides the
way to its worker to how to compete the task in the prefect ways. the employee get the idea to
how to perform their task in the best possible ways and this model helps the team to be more
effective their work and complete the task in profitable manners.
P4: Apply concepts of organisational behaviour within the organisation.
The manager of Ryanair uses the path-goal theory, which helps the employee to motivate
them to perform better in their task and achieve the objectives of the organisation within the set
time period. The leader of the company focuses on motivating the employees in the team so that
they perform at their full capabilities and achieve the desire level of results in the most profitable
manners. The manager and leader give rewards to its employees for their good and effective
outcomes in the organisation (Ozdevecioglu and Kurt, 2015).
Path Goal Theory
This theory is coined by Robert House and seeks to emphasize upon the application of
most suitable leadership style in accordance with the current situation prevailing in market place.
In this relation, it has been identified that the current business situation of Ryanair implies signs
of negative working scenario along with ineffective communication. With the help of Path Goal
8

theory, the management of Ryanair aims to deal with the issues prevailing within the premises of
the company. This theory includes different types of leadership styles such as:-
Directive leadership: Under this stage, the leader and manager inform its employee what
is expected from them at the work and provide them with the proper guidance so those workers
are able to execute the god in the most profitable ways. Here the leader uses this type of
leadership style to encourage the employees to perform better in the given task.
Supportive leadership: The leader and senior manager pay attention towards provided
basic needs to the employee at the work so that all the tasks can be compete as per the plan.
Manager gives all essential tools and resources which are included under basic things so that
work is carried out in the effective manners (Serrat, 2017)
Achievement–oriented leadership: Here the leader of the organisation sets challenges
for the employee which helps the worker to improve their work in the team and achieve the
desire results in the set time and leader encourages employee to perform above their capabilities
so that employee are able to understand the task properly and complete it within the set time
limit.
Participative leadership: Under this stage, leader and manager of the company takes
ideas and different point of view of the employee before making the business decision in the
management. The employees who have expert experiences and skills are taken into consideration
before making the proper decision about the organisation objectives.
In accordance with the analysis of current business situation of Ryanair and the
leadership styles in Path Goal Theory, it can be said that Participative style of leadership is the
most suitable for the respective airlines company. Hereby, the leader provides the employees
with the opportunity to participate in the business decision by putting forth their opinions clearly
in front of all. The implementation of this leadership style will thus imply tackling of the two
prominent issues within Ryanair by creating a positive working atmosphere whereby employees
can communicate effectively.
CONCLUSION
According to the above discussion, it can be stated that organisation behaviour is an
essential part of any successful organisation in achieving the goals in a profitable manner. The
behaviours of the employees get affected by the culture structure and politics which are followed
in the work related places. Then there were discussion on the how effective team must be
9

followed in the management and guide them to execute the task in the proper way as per the set
procedure so that objectives of the organisation can be obtained in productivity manners. The
leader follows various leadership skills which help them to motivate the employees to perform
better in the work and achieve the vision of the organisation.
10

REFERENCES
Batistič, S., Černe, M., Kaše, R. and Zupic, I., 2016. The role of organizational context in
fostering employee proactive behavior: The interplay between HR system configurations
and relational climates. European Management Journal, 34(5), pp.579-588.
Borkowski, N., 2016. Organizational behavior in health care. Jones & Bartlett Publishers.
Domitrovich, C.E., Pas, E.T., Bradshaw, C.P., Becker, K.D., Keperling, J.P., Embry, D.D. and
Ialongo, N., 2015. Individual and school organizational factors that influence
implementation of the PAX good behavior game intervention. Prevention Science, 16(8),
pp.1064-1074.
Feng, C., Huang, X. and Zhang, L., 2016. A multilevel study of transformational leadership, dual
organizational change and innovative behavior in groups. Journal of Organizational
Change Management.
Ginsburg, L., Berta, W., Baumbusch, J., Rohit Dass, A., Laporte, A., Reid, R.C., Squires, J. and
Taylor, D., 2016. Measuring work engagement, psychological empowerment, and
organizational citizenship behavior among health care aides. The Gerontologist, 56(2),
pp.e1-e11.
Hussain, S.T., Abbas, J., Lei, S., Jamal Haider, M. and Akram, T., 2017. Transactional
leadership and organizational creativity: Examining the mediating role of knowledge
sharing behavior. Cogent Business & Management, 4(1), p.1361663.
Izzati, U., 2018, February. The Relationships between Vocational High School Teachers'
Organizational Climate and Innovative Behavior. In 1st International Conference on
Education Innovation (ICEI 2017). Atlantis Press.
Li, Z., Sun, D., Xu, F. and Li, B., 2017, July. Social network based anomaly detection of
organizational behavior using temporal pattern mining. In Proceedings of the 2017
IEEE/ACM International Conference on Advances in Social Networks Analysis and
Mining 2017 (pp. 1112-1119).
Mousa, M., 2017. Organizational cynicism and organizational commitment in Egyptian public
primary education: when spring yields black flowers. Kuwait Chapter of the Arabian
Journal of Business and Management Review, 6(9), pp.4-19.
Onyango, G., 2017. Collectivism and reporting of organizational wrongdoing in public
organizations: the case of county administration in Kenya. International Review of
Sociology, 27(2), pp.353-372.
Ozdevecioglu, M., Demirtas, O. and Kurt, T., 2015. The Effect of Leader-Member Exchange on
Turnover Intention and Organizational Citizenship Behavior: The Mediating Role of
Meaningful Work. In Proceedings of the 9th International Management Conference
“Management and Innovation for Competitive Advantage”, November (pp. 5-6).
Özkoç, A.G. and Çaliskan, N., 2015. The impact of organizational envy on organizational
climate created among employees: An application in accommodation
enterprises. International Journal of Business and Management, 10(1), p.40.
Reay, T., Jaskiewicz, P. and Hinings, C.R., 2015. How family, business, and community logics
shape family firm behavior and “rules of the game” in an organizational field. Family
Business Review, 28(4), pp.292-311.
Rodrigues, A.D.O. and Ferreira, M.C., 2015. The impact of transactional and transformational
leadership style on organizational citizenship behaviors. Psico-USF, 20(3), pp.493-504.
11

Rose, K., 2016. Examining organizational citizenship behavior in the context of human resource
development: An integrative review of the literature. Human Resource Development
Review, 15(3), pp.295-316.
Serrat, O., 2017. Bridging organizational silos. In Knowledge Solutions (pp. 711-716). Springer,
Singapore.
Ueda, Y., 2016. Recent trends in organizational citizenship behavior research: 2010-2015.
Wang, H.J., Demerouti, E. and Le Blanc, P., 2017. Transformational leadership, adaptability, and
job crafting: The moderating role of organizational identification. Journal of Vocational
Behavior, 100, pp.185-195.
Zhang, Y., Guo, Y. and Newman, A., 2017. Identity judgements, work engagement and
organizational citizenship behavior: The mediating effects based on group engagement
model. Tourism Management, 61, pp.190-197.
12