HND Business Management: Organisational Behaviour Report - HP & ZICO

This report delves into the organisational behaviour of Hewlett Packard (HP) and ZICO, examining how culture, politics, and power dynamics influence individual and team performance. It applies Charles Handy's model of organisational culture to HP, assessing the impact of power, role, task, and person-focused cultures on employee behaviour. The report also explores M. Jarett's political terrain, analysing the influence of weeds, rocks, high grounds, and woods on HP's organisational environment. Furthermore, it investigates the impact of legitimate, reward, referent, and coherent power types on employee behaviour. The report then evaluates motivational theories, including Herzberg's two-factor theory and Vroom's expectancy theory, and their implications for HP, discussing how hygiene and motivational factors, along with expectancy, instrumentality, and valence, affect employee motivation and goal achievement. The analysis highlights how these factors contribute to HP's organisational success and provides insights into fostering a positive and productive work environment. The report concludes with implications of organisational theories on ZICO.

ORGANISATIONAL
BEHAVIOUR.

Table of Contents
INTRODUCTION...........................................................................................................................3
P1 Organisation’s culture, politics and power influence individual and team behaviour and
performance.....................................................................................................................................5
P2 Motivational theories enabling effective achievement of goals.................................................6
P4 Organisational theories implication on ZICO.............................................................................9
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Organisational behaviour means the code of conduct among the seniors and staff in the
organisation which influences an employee's or a team's performance. It is study of the behaviour
of humans in the organization. It shows the relationship between human behaviour and the
organisation. The study will be based on Hewlett Packard and ZICO which started as an
electronics company and later on went on to become a leading computer and laptop
manufacturing company. The study will comprise many organisational theories which has
inspired the companies to provide an environment to its employees for growth and achieving
business objectives as a team. It also talks of the influence of power, culture and influence of
politics on employee behaviour and how it influences their work in the organisation.
Motivational theories and leadership styles influencing the employee behaviour to achieve
organisational objectives have been discussed.
LO1
ACTIVITY 1
P1 Organisation’s culture, politics and power influence individual and team behaviour and
performance
Brief of Organisational behaviour at HP
HP follows a decentralised approach and focuses on employee individualism and
creativity. The organisational culture is about sharing knowledge and risk taking is encouraged at
all levels. Employees are trained in a cross functional way which increases employee's
confidence levels to handle more than one kind of operation.
Handy's model of Organizational Culture
The theory focuses on four attributes namely:
Power: The central power rests among a few individuals who are at managerial positions who
then decentralise the power in a few team leaders. This results in swift decision power and
employees being judged at performance basis only rather than way of accomplishing targets
(Aithal and Kumar, 2016).

HP employees have an exposure to decentralised system where they are free to voice
their opinions and grievances. As system is decentralised their grievances are solved quickly and
it increases employee satisfaction and performance. The time interval of reaching out to the
seniors and solving of issues is fast done and this helps employees in focusing over their work.
Role: The organisation has a set of roles defined which are based on strict rules and a long chain
of hierarchical bureaucracy which slows down decision-making and organisation takes very little
risks (Arnulf, Larsen and Martinsen, 2018).
HP do not follow a long hierarchy thus suiting employees, it allows risk taking at all
levels and encourages employees to come up with creative ideas. This infuses a sense of
responsibility among employees and they work to their best of capabilities. This also helps in
employees sharing their creative ideas which may be out of the box and help in making creative
decisions.
Task: Task is divided between teams and no monopoly of power is given here to a single person.
Power revolves around a team's expertise and dynamism in which employees naturally accept a
leader and a common goal is completed by unified approach.
HP gives importance to team building efforts and employees are motivated to lend their
skills and expertise to achieve a common goal. Employees feel more convenience in reaching out
with their problems and motivated to do the task.
Person: This culture can be seen in professional offices such as lawyers or a CA firm where
people of equal expertise and education work together. There is no particular boss, people feel
organisation just as a workplace to carry on with their duties (Aithal and Kumar, 2016 ).
HP employees are from varied backgrounds working in different sections with their skill sets.
The grand feeling of working in a MNC motivates them and increases performance. The
experienced academic experts thus feel bound to have a better coordination with each other than
just finishing their own tasks.
M. Jarett’s political Terrain have four metaphors of organizational politics which are-
The weeds:

Weeds are dynamic and it grows naturally. Sometimes it can be good as well. Weed influenced
the performance of individual and team very much in HP. To identify weed and remove them
timely is very important because weeds can stop the growth of the organization. Weeds are those
who under perform and follow unethical practices. Informal groups plays vital role in this.
Informal groups are very important for the long-term growth of the organization. Identification of
weeds are very essential. If weeds are identified at initial stage can be beneficial for the
company.
The rocks:
Power in the rocks remain with the individual of higher authority or individual with the expertise.
Rocks helps the organization in the times of crisis by holding its foundation. Rocks hurts the
reputation of HP. Sometimes the higher authority like chairman or manager of the company
misuse its formal power and do the changes which are not required they do that because they
want to satisfy self-interest ignoring the organizational objectives while others follow the
instructions of the high authority because they don't have power to make changes on their own.
The high ground:
High ground include formal authority with the organization. Rules, procedures, guidelines etc are
form political activities. The benefit of rules are to check the individual activity in the
organization. It is a kind of functional political. Excess rules and regulations are not beneficial
for the company, it sometimes also prevent innovation and innovation are very important for the
organization. It ensures the growth and retention of the company. HP make sure that they check
on high grounds so that they do not miss on innovation part. Company understands the value of
innovation and do not want to lose on that.
The woods:
Including formal procedures organization have some hidden norms and assumptions. Woods
provide safety to the people in the organization. HP believes that consideration of emotions of
employees is very essential. Employee feel valued and their productivity will increase. Some
organization don't consider hidden norms they only focus on formal norms but those unspoken
norms are very important to consider because it can even act as barrier in the growth of the
organization.
Four types of Power influencing Employees

Legitimate: This power comes from position. Employees listen to the post on which the person
is sitting on. For e.g.: a CEO giving instructions to the subordinates.
Employees at HP follow instructions of their seniors however in a decentralised way.
This has motivated them to carry out instructions without feeling being forced on and meet goals
in desired manner.
Reward: The reward power focuses on rewarding the employees for their actions which benefit
the company. Reward may include desirable promotions, appraisals , salary hikes etc.
HP employees get rewarded on performance and their dedication by salary hikes and
timely appraisals or through fun activities organised by the company. It motivates their
performance level highly.
Referent: This power comes from a person who has a charm generally likeable by all. The
charisma and style statement are factors which influence people to follow the particular person
(Barry and Wilkinson, 2016).
HP team does have people with referent power but also expertise on other hand as they
have been trained in a particular manner. Employees feel motivated to follow someone who has
balance of these powers through which they can strive to get these qualities in them of their
leader simultaneously raising their performance bar.
Coherent: The power of coherence lies in unison at every level. Employees, team leaders and
managers at every level know the value of brand they are creating for their customers (Arnulf,
Larsen and Martinsen, 2018).
HP team uses this power to bring in a sense of responsibility among the employees in
every major decision taken by the company, for e.g. product innovation. This involvement at
every level has motivated employees to work better and in a smarter way boosting performance.
P2 Motivational theories enabling effective achievement of goals
Motivation is the process of infusing enthusiasm in employees by first knowing their
needs which may differ from employee to employee and then fulfilling them. For e.g. an
employee who has worked for quite some time in an organisation may be looking for promotion,
an employee who is fun loving may get motivated by company going on picnic etc. (Buchanan
and Huczynski, 2019).

Motivation is necessary for employees as it gives them an inner force or drive to achieve
the goal set by the team. It increases employee efficiency and productivity and thus ultimately
benefits the organisation.
Herzberg's Theory of Motivation and its implication on HP
The theory works on two factors namely:
Hygiene factors: At the time of joining the organisation, there are certain expectations of the
employees such as working conditions, environment at office, salary etc. which if met can
moderately motivate the employee initially (Barry and Wilkinson, 2016).
HP employees find hygiene factors in place for them when they join office. A hygienic
environment in office, good team work and nice remuneration boost up morale of employees
initially.
Limitations are that they may not necessarily motivate employees as every individual
differs from one another and hygiene factors may not necessarily increase productivity
Motivation factors: They are second stage factors when employee has spent some time in the
organisation and are in look for advancement in career like promotion, appraisal and work which
excites them.
HP employees are getting the motivational factors also as they are offered timely
appraisals, promotions as per performance, suggestions are taken in for further improvement in
the interests of employees and are given profile which suits to the best of their interests. This
motivates employees to increase productivity, increase their longevity in service to the
organisation and enhance performance (Buchanan and Huczynski, 2019).
Limitations are that factors like promotion and appraisal may not be as per mark for the
employee who was seeking a higher job role or appraisal. There can be contenders for the same
promotion and it is likely that only few get promoted. The work load in one section may not be
allowing managers to let employees get in a section of their field or choice hence leaving them
unsatisfied.
Vroom Expectancy Theory
Vroom states that every employee follows an approach which maximize benefits for self
and minimize the pains associated with work.
Expectancy: Expectancy is the belief that increased effort from employees lead to increased
performance (Coccia, 2018).

HP employees have factors such as having the right resources, right skills and support
from seniors to the subordinates which leads them to an increase in efforts and performance.
Limitations can be that employees may not be feeling to lend more efforts as they are not
given right team to work out and equipment is of outdated technology.
Instrumentality: It signifies the outcome will be valuable if put in efforts in a desired manner. It
involves three factors discussed below in HP example.
HP employees have this factor involved as there is a mutual trust between staff and
seniors and the process of operations are clear to the employee. Thus employees sees growth in
transparency and it motivates him to achieve desired outcome (Dutta and Khatri, 2017).
Limitations are that not everyone follows transparency, people may overburden an
employee who has joined lately. Employees may find people not reliable to share views with,
thus causing demotivation and hampering performance.
Valence: Valence is when an employee wants to attain a focused goal and avoids any factors
which mislead or just provide a substitute (Jeanes, 2019). For e.g. an entrepreneur wants to do an
eco friendly business,he will avoid temptations in monetary terms and does what best suits his
functionality, simultaneously creating a sustainable image for the product.
HP employees are trained in such a way that creating the brand value will be the focused
goal simultaneously providing customer service rather than just increasing sales. HP employees
thus carry brand image on their shoulders giving a sense of responsibility and increased
motivation to be the company's brand ambassadors.
Limitations are that employees may not agree with vision of their CEO or entrepreneur
and creating sustainable future may not be their goal. They will hence put forth their objectives
first and efforts will be limited.
Concluding Remarks for Theories
The use of both the theories has defined the needs of employees and the process which motivates
them. There is no perfect theory but an amalgamation of both according to work and
environmental factors will be beneficial for employees and their performance.
Emotional Intelligence
Emotional Intelligence is the emotional capacity to stand changes in environment due to other
colleagues and to control their emotions in a period of crisis (Coccia, 2018).

The presentation/soft skills required for managers to motivate employees on life beyond
work, where they are dealing and adjusting with various sections of society can same be brought
up in corporate world as well by interaction, adjustment with each other and work as a team.
Advantages of Emotional Intelligence
 Helpful in team adjustment
 Promotes Cooperation
 Helps achieve team goals.
 Personal connect of managers with employees (Dutta and Khatri, 2017).
Limitations
 Some employees may not take the session seriously.
 People with higher experience may take the session lightly.
Concluding Remarks for Emotional Intelligence and Soft Skills
Emotional Quotient being the latest tool in judging employee motivation and soft skills for
managers will decrease the hierarchy mind set up and bring the team closer unison thus
achieving team goals.
Reinforcement theory of motivation
This theory gives the following factors:
Positive Reinforcement: The reinforcement comes from positive motivation such as giving
reward for desirable outcome by the employee which he gets motivated to deliver in future also.
HP rewards its employees on functions to get their work and calibre noticed by other people.
Limitations can be all employees cannot be rewarded who feel equally deserved to be
rewarded thus causing employee dissatisfaction.
Negative Reinforcement: It means removing undesirable outcomes by making adjustments with
the employee. If one is not able to keep up with office work during office hours then he may be
asked to continue the work at home thus motivating employee to complete work at office
(Jeanes, 2019).

HP uses it rarely in case of employees who like to procrastinate and thus are motivated to
complete work assigned on time.
Limitations can be employee feels lack of freedom and pressurized to always complete
work on time.
Punishment: It means removing undesirable outcomes by punishing for undesirable behaviour
in terms of suspension or demotion.
HP uses it to get those employees back on track who are defaulting and thus it motivates
them to refrain from any such act which can put them in trouble.
Limitations can be it can demotivate employee who was trying to put creativity in a
project and defaulted.
Extinction: It involves elimination of rewards for positive or negative acts. This can work in
both ways for e.g. an employee who is working hard may feel low if he is not rewarded, other
employee who did not do his job on time will feel relaxed (King and Lawley, 2016).
HP generally does not apply this factor as it has limitations of employee not getting
praised for their work thus getting dissatisfied.
P3 Effective team as opposed to an ineffective team and analyse the role of team development
models
Characteristics of an effective team:
Clear direction- Zico ensures that they provide clear direction to its each team so that their
organizational goals can be achieved effectively.
Open communication- Proper communication should be there between team members because
company knows that communication barrier will lead to the team failure. Free communication
between team will make the effective team.
Support risk taking- In effective team, team member will support each other in risk and make
mistakes as opportunities.
Defined roles- Company make sure that roles of team member should be clear because
clarification and transparency is very essential. Clarity will make the strongest team (Griffin and
et.al., 2020).
Characteristics of an ineffective team:

Lack of management support- Sometimes team don't get support from the management of the
company in the projects, which will eventually decrease the motivation of employees. They feel
that they are not valued by the company.
No proper process for resolving conflicts- Poor coordination leads to arise in conflicts. When
conflicts arise team leader lost control over the team. As there is no proper process for conflict
resolving then getting back on project with same excitement becomes difficult.
Lack of trust- Zico don't have complete trust on their employees and trust on employees is very
essential for smooth running of the organization.
Tuckman's team development model:
This model includes five stages which are-
Forming stage- This is highly uncertain stage because mostly people here are looking for
leadership. Senior and knowledgeable person will have control. There are interactions between
all team members.
Storming stage- It is the difficult stage. Performance of the team will decrease because focus
shifts on unproductive activities (Chumg and et.al., 2016). Disagreements between members can
be there.
Norming stage- In this stage leaders are formed and roles are defined of every member. Personal
differences will resolve here which lead to increase in the team performance. Team member will
cooperate with each other and focus on team's objective.
Performing stage- Team in this stage are well organized. Team members are committed with the
task assigned to them. Focus is on problem solving and accomplish of goals.
Adjourning stage- Here team goals are accomplished. As the goals are achieved, employees are
assigned to other tasks.
Tuckman's team development model in support to Zico:
Forming stage- Uncertainty in roles are there in Zico. Proper guidance are not getting.
Employees look forward for effective leader for the guidance. In this stage team members are
exited and also eager for their future.
Storming stage- Confidence grown among the team members of the company. Some members do
not do the task and find out the reasons for not doing task.
Norming stage- In this stage company ensure that there should be freedom for exchanging views
by the team and their problems. Teams start making process for how to do the task.

Performing stage- Team members are concern about their role in the task. Resources are
allocated to everyone and team leader ensure that company's objectives are achieved.
Adjourning stage- Satisfaction will be there within every member. Productivity will increase
because members will reassigned different projects.
Belbin's nine team roles:
Resource investigator- They are good in communication with the people of the company or
outside of the company. They develop contacts and explore for opportunities.
Teamwork- Team workers are concerned about others, flexible and mild.
Coordinator- They have the ability to make work done by others to achieve goals. They are
mature and confident.
Shaper- They are aggressive and concern about winning only. They also challenge others.
Implementer- They believe in discipline and have good self-control. They believe in hard work.
Completer finisher- They are introvert and always finish work assigned to them (Miao and et.al.,
2020).
Plant- They believe in innovation and are very creative. Through their ideas, developments are
done.
Monitor Evaluator- They are serious people and are critical thinker. They consider all factors
while making decisions.
Specialist- They are dedicated people and have technical skills.
Belbin's nine team roles in support to Zico:
Shaper- Company's employee have the courage that they can overcome all the obstacles.
Completer-finisher- Zico polishes their employees and makes them perfect. They search out for
errors and correct them.
Implementer- Here actions are taken by the company and work are organized which has to be
done.
Plant- People are very creative and solve all the difficult problems.
Monitor-evaluator- They see all the options and work accurately. Sometimes they are slow in the
decision-making.
Specialist- Here company's workers are dedicated and self starting person. They are skilled and
knowledgeable.
Team worker- They are cooperative people. They can be hesitated in making decisions.

Coordinator- Employees have clarity about goals. They delegate the work as a result they have
little work.
Resource investigator- They explore opportunities which is beneficial for the company and
develop contacts.
Evaluate and analyse the relevance of both theories in context of organizational behaviour
Tuckman do formation and helps in the task completion. This theory also help company in
critical stage of the team. Storming will help in doing competition with one another.
Relationships are build here. In norming there is agreement of employees in the decision-
making. Zico ensures that roles of everyone is clear. Cooperation and competition both are there.
Performing stage will bring high performance by motivating employees for goal attainment.
Decision-making can be done by team itself (Kitchin, 2017). In adjourning stage goals are
accomplished, new teams are formed for new tasks and also ensure that the hard work of
individual and team are recognized whereas Belbin ensures that all the nine team roles are
covered. Company wants that everyone knows about each other's strengths and weaknesses.
Good coordinator will help team to work together and achieve goal. Plants will help the company
by giving new ideas and bringing innovation in the organization. Team workers will ensure that
relationships are built nicely and conflicts will not arise. Company also sees that team politics are
not there. Belbin theory believes that teams should be clear about the tasks assign to them.
Coordinators help in taking group decisions. Implementers make efficient plans which can be
reliable.
Relevant team and group development theories supporting the development of cooperation
Zico make sure that employees will get the platform on which they can share their views and
also their problems can be solved in less time. Satisfaction level of employees of Zico increase,
and they work with their full efficiency which increases their productivity. Employees are given
effective training and they know what are their goals. This will help the company in building the
strong effective team.
P4 Organisational theories implication on ZICO
Path Goal Theory: The theory suggests that leaders make changes in the leadership in a way
that motivates employees by judging their needs and the working environment in order to reach
the goal.

Four styles adopted by Path Goal Theory are:
a) Directive: The leader lets know the employees of what is desired by them and explains them
how to perform the tasks. ZICO employees team leadership gives clarity in tasks assigned while
making them ready to accomplish other tasks as well. Employees thus get clarity in what their
role is and motivated to finish the task. The team members have coordination by knowing what
is expected of them and how to go about the work with proper scheduling of events (King and
Lawley, 2016).
b) Achievement: The leader is achievement oriented and expects employees to put in their best
efforts to reach targets. for e.g. sales,scientists work etc. ZICO is sales driven and motivates
employees to achieve results but by motivating them with incentives etc. Challenging goals are
set by the leader and the expectations from the employees is to perform at their highest level.
c) Participative: The leader consults with employees and takes suggestions in decision-making.
ZICO employees enjoy support of their leaders and creative inputs are welcome by
employees. The leadership comes in handy in the team where subordinates are experienced and
have a know-how of how to go about things.
d) Supportive: The leader constantly motivates the employees and stand by them in time of
work load to help them in stress management.
ZICO whenever have to face workload during seasonal times in market are supported and
motivated by the leadership like arranging refreshments for them, promising a picnic after the
work load is over. The supportive approach when the leader cheerfully mixes with the staff in
times of psychological stress during workload has been received well.
Social Capital Theory
When a business enters in a market it enters in a socialised world of customers, suppliers
who are interconnected with the business and link it to the society. A business has a set of values,
beliefs which may be on eco system equally shared by customers and people associated with
business either online or offline. This is not in financial terms but a social value of the brand is
created (Machado, C. 2018).
ZICO works on certain ethics and environment related concerns which influences its
customers and business partners to remain connected with ZICO. ZICO has its followers on its
beliefs both online and offline which promotes business. In the modern age it is not just the

revenue but the psychological beliefs associated with the brand which makes it popular. ZICO
has worked on this part well by engaging on social and environmental concerns on social media.
CONCLUSION
It can be concluded that Hewlett Packard and ZICO have both laid emphasis on
organisational theories and concepts equally well which has influenced organisational behaviour
in a positive way thus leading to employee motivation and performance enhancement. The
concepts of emotional intelligence and soft skills have been recognized by both the companies as
an effective tool for employee behaviour being influenced positively. Theories of team
management show the strengths as well as challenges which need to be coped up with suggested
measures.

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