Organisational Behaviour Report: Shell's Culture, Motivation & Teams

This report delves into the multifaceted aspects of organizational behavior, using Royal Dutch Shell as a case study. It examines the impact of culture, politics, and power on individual and team performance, including an analysis of Handy's cultural model. The report further explores various content and process theories of motivation, such as Vroom's expectancy theory and Adams' equity theory, and evaluates motivational techniques. Additionally, it contrasts effective and ineffective team formation, highlighting the importance of soft and hard skills. The report concludes with a discussion of organizational power and the concepts of organizational behavior within a business context.