Organisational Behaviour and the Management of People: A Report

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Organisational Behaviour and the
Management of People

Table of Contents
1. Give a thorough definition of each from at least two (2) authors with the appropriate referencing.
..............................................................................................................................................................1
Motivation to work...........................................................................................................................1
Team building and team development.............................................................................................1
Leadership........................................................................................................................................1
2. Explain two theories for each of the topics you have selected, outlining their differences.............3
Theories of Team building and development...................................................................................3
Theories of leadership......................................................................................................................4
Motivational theories........................................................................................................................6
3. With reference to a particular organisation of your choice, give concrete evidence of how they
have applied any two (2) of the theories. Be specific..........................................................................9
References..........................................................................................................................................12

List of Figures
Figure 1: Tuckman's Team Development Model.................................................................................3
Figure 2: Transformational theory Model............................................................................................6
Figure 3: Five stages of Maslow Hierarchy of Needs Model..............................................................7

1. Give a thorough definition of each from at least two (2) authors with the
appropriate referencing.
Motivation to work
Motivation can be considered to be a psychological process which effectively directs choices of an
individual or an employee of an organisation concerning the intensity and type of behaviour shown.
In an organisation, if the employees are incentivized, levels of success are attained and the
organization is offered with greater values and benefit through their effective performance
(Herzberg, 2017). For any organisation, employee’s productivity can be increased by inspiring
them and through motivation. Motivated employees will work hard and put more efforts in
completing their tasks that help in attaining business goals and objectives. However, there is a very
common misconception regarding motivation among managers, most managers of organisation
thinks motivation is desire to work hard. And manager also thinks that motivation is possessed by
only productive workers (Porter, et al 2003). But, according the psychology motivation can be
considered as a general process which influences behaviour of an individual virtually.
Team building and team development
Team Building is intercession designed with an aim to enhance the overall performance of the team
and to bring the best outcome for an organization (Brown, and Harvey, 2006.). The focus of
intervention is either leadership skills, communication, self development considering and aptitude
to work together for solving different issues and problems as a team considering the prevailing
situation and team etc. In short, team building can be summarized as a session that brings everyone
together and to be on a same page involving increasing team awareness regarding issues, building
alignment, and developing team understanding. On other hand, team development is to create a
fascinating and enchanting in atmosphere in a work place or a program by encouraging teamwork,
co-operation, building trust among all the teammates along with interdependency (Salas, et al.
1999). The main purpose of team building and development is to ensure that every members of the
division, team or unit are united and work together for achieving common goals.
Leadership
Leadership can be stated as a process through which a manager, executive or a leader can guide
direct and influence work and behaviour of others for supporting them to accomplish some targets
in a situation. Leadership in common language is manager’s ability to persuade subordinates to
work hard with zeal and confidence (Yukl, and Yukl, 2002). The Leaders need to develop some
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future visions or objectives, and accordingly emphasis on motivating the teams or workforce of the
organization members to achieve the set visions. As stated by, Davis, and Newstrom, (1981),
Leadership is the capability to convince others to attain business objectives quite enthusiastically.
Thus, leadership can be considered as a human factor that binds a team collectively and then
motivate them to reach certain goals and targets. Thus, leadership in context business is ability of
management to and set the challenging goals, take decisive and fast action, outperform competition
etc.
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2. Explain two theories for each of the topics you have selected, outlining their
differences.
Theories of Team building and development
A team is formed due to effective communication and influences of other to achieve certain goals
and objectives. Various researches has been done in this field of group formation and development
suggesting different theories. Some of the common theories of team building and development are:
 Bruce Tuckman’s Model of Team Stages
 Belbin’s Theory of team role
 Hierarchy of Needs theory by Abraham Maslow
 Isabel Briggs-Myers and her MBTI theory
 John Adair’s Leadership theory
 Carl Jung’s Color theory
 Tajfel’s theory on Social Identity
 Strength Theory
 X and Y theory developed by Douglas McGregor
Bruce Tuckman’s Model of Team Stages: This theory was created in the year 1965, and much
organization has effectively applied the same in different organizations after that. This theory has
four stages: forming, storming, norming, and performing that will support in the growth of a team,
solving issues and delivering results (Cassidy, 2007.).
Figure 1: Tuckman's Team Development Model
(Source: Tuckman's Team Development Model, willowtreeapps.com)
The leaders, team member and manager of an organisation can refer the Tuckman's model for
identifying the stage the team has attain in a project so that effective support can be provided for
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acknowledging and processing of inevitable conflicts that ultimately enhances the overall team
performance.
Belbin’s Theory of team role
Belbin has created nine roles which must be possed by every team to be successful. The roles
includes, Resource investigator, Plant, Shaper, Coordinator, Team Worker, Monitor Evaluator,
Completer-Finisher, Specialist and Implementer (Aritzeta, et al 2007). All these roles must be
fullfiled by the team for performing effectively and to achieve the organisational objectives by
creating balance between workforces.
Difference between both the theories:
The significant difference between the theories put forwarded by Tuckman and Belbin on team
development and building theory is that, in the theory of Belbin main focuses is upon individuals
while in Tuckman has focused upon the team entirely. Belbin has emphasised on phychology of an
individual within a group.
Theories of leadership
Leadership theories can be considered as schools of thought that are brought forward for defining
why and how an individual can become leaders to guide, motivate, organise and control
subordinates. There are several theories of leadership that emphasize upon behaviour and traits that
individuals can effectively adopt for boosting their abilities of leadership. Some of the common
theories of leadership are:
 Trait Theory
 Behavioral Theory
 Contingency Theory
 Transformational theory
 Transactional theory
In the current report discussion are made to understand Transformational theoryand transactional
theory.
Transactional Leadership Theory: This is one of the common style of leadership that managers
and leaders of different organization implements. This is a leadership style that was described at
first by Max Weber and Bernard Bass in in 1947 and 1981 consequently. The leaders using this
theory mainly focus on basic process of management including organizing, short-term planning and
controlling (Judge, and Piccolo, 2004.). With responsibilities and formal authority, the transactional
leaders gain their power in the organisation. The followers or subordinates are reliable to obey the
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rules and instruction given by the leaders for realising the desired result r to attain certain
objectives. To motivate the followers the leader emphasis on reward system for rewarding good
performer and this also includes punishing non-performers. De Gaulle and McCarthy are two of the
most common leader using transactional leadership style.
Transformational Leadership Theory: Accorinding to this theory, an effective leader is the one
who can change or transform behavior, expectation and perceptions of his subordinates or followers
and then direct to achieve a common target that will be supportive in achieving the vision or
objective set by the leader (Bass, and Riggio, 2006. ). This kind of leaders has an influential and
charismatic personality.
Four characteristic exhibited by a leader following transformational leadership theory are:
Inspirational Motivation: The leadership is to promote consistent mission and visions.
Transformational leaders effectively guide the followers by offering them with sense and challenge
and meaning.
Intellectual Stimulation: Leaders persuade the followers to be creative and innovative.
Idealized Influence: The leader’s follows the philosophy a followers will be influence when he
practices what he preaches.
Individualized Consideration: Leaders acts as a mentors and uses reward system for innovation
and creativity. Followers are differently treated according to their knowledge and talents.
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Figure 2: Transformational theory Model
(Source: Author)
Difference between transactional and transformational theory:
Transactional leadership Transformational Leadership
Responsive leadership Proactive Leadership
Works considering the organizational culture Work for changing organizational culture through
new ideas
The leaders uses reward system and punishment
for achieving organizational objectives
The empowers and motivates leaders employees
for achieving targets and objectives through
moral values
Motivational theories
Many motivation theories have been dissected and created in past few years with an attempt to
understand human behaviour. Some of the common motivational theory and model put forwarded
by different researchers are:
 Maslow’s Hierarchy of Needs model
 Herzberg’s Hygiene model
 McGregor’s Theory X, Theory Y Model
 Victor Vroom’s Expectancy Theory
Maslow’s Hierarchy of Needs Model: Abraham Maslow was the creator of this theory in 1940s.
He has endeavour for creating reasoning between various motivation levels, according to him
motivational needs can be range from basic physiological needs such as food, air, to that of self-
fulfilment, growth and helping others.
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Figure 3: Five stages of Maslow Hierarchy of Needs Model
(source: Maslow Hierarchy of Needs Model, www.communicationtheory.org)
Maslows has identified that the motivational factors are effective in influencing, aspiring for and
also there sequential order. Thus, if a person is struggling for food, then their motivation and aims is
to find some food for sustain inability. At that instance, the individual won’t be concern or focusing
upon growth. But is the basis needs are fulfilled then a person will look forward to some other
motivation like development and this will grow considering the true potential.
Hertzberg’s Two-Factor Theory: This theory is also known as Two-Factor Theory of motivation
that was developed by Frederick Herzberg in 1950s. According to him there are two factors that
influence satisfaction and motivation of an individual or employees (Stello, 2011).
Motivator factors: These factors that those that lead to motivation and satisfaction among the
employees for working harder.
Hygiene factors: These are those factors may lead to some kind of dissatisfaction and less
motivation when the factors are not present.
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Difference between Maslow hierarchy of needs and Herzberg two factor theory:
parameters Maslow hierarchy of needs Herzberg two factor
Theory type Descriptive Prescriptive
Order Hierarchy of need No hierarchy
Effect of payment Motivator Not a motivator
View of motivation existence Macro view Micro View
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3. With reference to a particular organisation of your choice, give concrete
evidence of how they have applied any two (2) of the theories. Be specific
In 1919, Tesco has began with one man named Jack Cohen. He was as market stallholders of
London selling groceries. In the year 1929, Tesco was formed by mergeriing up with T.E.
Stockwell. The organisation with time has expended effective globally and currently operates with
2200 stores in 4811 location covering three continents under four different banners namely Metro,
Express, Superstore and hyper market for meeting need and requirement of many customers. Tesco
as a conglomerate is also offering others services and goods like online shopping, insurance and
banking. Tesco currently can be considered as one of the largest and leading British retail globally
with net profit of about £3.41. Tesco has more than 468,000 employees that are operating
effectively to serve the customers by maintaining the organizational standards.
Being a customer-orientated business, Tesco aims to provide products and services that can be
considered as value for money paid by the customers. The organization to maintain it brand name
and to gain sustainability requires skilled and motivated stuff performing various business activities
at different level and roles to attain business aims and objectives. Thus, Tesco aims are developing
quality of leadership among the employees and stuff members associated with the organization
including customer assistance, administrators, and departmental head including the board of
directors.
Leadership can be referred as motivating, inspiring and influencing people. Leadership also about
developing, coaching all the subordinates and to treat them equally with respect for completion of
tasks. Leaders also emphasis on creating very strong teams and enhance commitment for achieving
goals and target of the organization. Tesco as discussed above have incorporated and been found to
be one of the most successive retail chain stores in United Kingdom. One of the main reason and
driving force that has made Tesco to be very successful is signing up of Mr. Tery Leahy as its chief
executive officer. He has been recognized as a very effective leader and his visions has supports the
organization to make various strategic organizational change.
Mr. Tery Leahy is known as a creative organizer that has encouraged the organization to get
transformed into customer oriented business and building a strong work force. As per research, it
can be stated that Leahy is very excellent leader and he effectively has supported his working team
offering them high level of motivation and encouragement. With Mr. Tery Leahy as the CEO of the
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