Report: Analysing Organisational Behaviour at Verdant Leisure

This report provides a critical analysis of the organisational behaviour at Verdant Leisure, a UK-based SME holiday park operator. It examines the company's current organisational culture using the Charles Handy model, assessing the impact of role, task, power, and personal cultures on employee behaviour and performance. The report further investigates the influence of power and politics within the organisation, recommending strategies to leverage role culture, reward power, and positive politics to enhance employee motivation. It evaluates the application of content and process theories of motivation, specifically Maslow's Hierarchy of Needs and Vroom's Expectancy Theory, to improve employee productivity and satisfaction. The report also critically evaluates the application of McGregor's Theory X and Theory Y. Additionally, it explores effective team building, discussing Tuckman's team development theory, and examines Kotter's change management model within the context of Verdant Leisure. The report concludes with recommendations for fostering a strong and motivated workforce and improving overall organisational effectiveness.

ORGANISATIONAL
BEHAVIOUR

Table of Contents
INTRODUCTION...........................................................................................................................3
P1 Critical analysis of the current organizational culture of Verdant Leisure and their impact
over organizational performance.................................................................................................3
Critical analysis of the power and politics factor influence over Verdant Leisure......................4
P2 Evaluation of content theory and process theory of motivation and their importance...........5
Critical evaluation of the application of one motivational theory...............................................6
Recommendation.........................................................................................................................6
P3 Effective team building..........................................................................................................7
Team and group development theories........................................................................................7
P4 Concepts of Organisational behaviour in a given situation..................................................10
Kotter’s change management model.........................................................................................10
CONCLUSION..............................................................................................................................13
REFERENCES................................................................................................................................1

INTRODUCTION
Organisational behaviour is nowadays becoming one of the most important and big issues
for the company. The impact of which the negativity among the employees spread fast which
need to be taken care by the management. This report will be based on the Verdant Leisure
which is a SME located in UK. The company is a bespoke holiday park operator which offers the
self-catering lodge and caravan holiday service to the family customer across Scotland and
Northern England (Nuckcheddy, 2018). This report will also describe the current organisation
culture of the Verdant Leisure company and along with that the report will also include the
influence of organisational power, culture and politics. Further, the report will also state the
motivational theory which help the Verdant to motivate and encourage their employees and also
improve their productivity.
P1 Critical analysis of the current organizational culture of Verdant Leisure and their impact over
organizational performance
The culture of the organization is one of the factors which influence the behaviour of
employees and team members and affects the performance of the business. The current
organizational culture of the Verdant company is quite positive and encouraging. In order to
further analyse the culture of the organization the Charles Handy model of OC will be taken.
Charles Handy Model of Organizational Culture
In this model, Charles Handy divided the organizational culture into four category such as
Role, task, power and personal culture.
 Role culture: This category of the organizational culture state role and responsibility of
each and every employee with the help of which the employees know in advance what
they need to do. For example; Verdant leisure staff know in advance what they need to do
such as managing the parks, arranging catering service for the customers etc. so that they
can spend time with their family and friends (Wood and et.al., 2019). But the main issue
arises here is that the employees are less adaptable to the environmental changes.
 Task culture: In this category, the organization culture needs to be flexible and based on
the projects so that results are going to be achieved by the company. As the employees of
Verdant know their task in advance but they also make changes in their activities as per

the customers taste and preferences. But because of the low team dynamics the company
faces difficulty in achieving the success by adapting the new opportunity.
 Power Culture: Here, the culture of the organization lack in centralization and the
impact of which teams get demotivated. For example; the managers of the Verdant
leisure directly communicate with the staffs without informing leaders and also expect
quick and agile response from them (Pirow, 2021). But this creates difficulty for the
employees to work in an introspective environment.
 Personal culture: In this category, the organizational culture of the Verdant Leisure
company is such that the employees and teams are directed by the top management and
leaders. On one side they feel less stress because of top support and but also feel
difficulty in managing their work as they are self-directed personal. Any small change in
rules and regulation affects them badly. That’s why the Verdant have to incorporate
flexibility in their business culture.
With the analysis of Verdant culture and politics it is evaluated that by taking use of power
culture, coercive power and negative politics faces number of issues which is not only affecting
its overall performance and productivity but also leading lack of motivation among employees.
 In this it is recommended to managers and top executives of Verdant to undertake use of
role culture, reward power and positive politics. As it will allow company to increase
motivation among workers.
 Managers and leaders are also recommended to take advantage of strong communication
strategies in order to maximise effectiveness of transparency among employees.
Critical analysis of the power and politics factor influence over Verdant Leisure
Apart from the cultural factor, there are two most important factor such as power and politics
which influence the behaviour and productivity of the Verdant company. This factor and their
impact are as follow:
 Power Factor: Power is basically strong factor which influence the employees in both
the positive and negative way. For example; Verdant company uses the reward power to
provide the reward to the employees whose performance increases day by day and also
that work for the company even at tight season. This also help the company in improving
the skills and development of each of its employees so that they personally handle the

customers at parks and lodges (Permana, Widjaja and Rony, 2020). But on the other
hand, sometime the strict power of the top management demotivates the employees such
as forcing the employee to work even on holidays and the impact of which the talented
employees quite the job.
 Politics Factor: This is a factor which mainly influence the behaviour of the teams in a
negative way because no team wants to discourage other by using the politics factor. But
sometime this has uses by the leaders along with some employees to create
misunderstanding among the employees and managers. That’s why the Verdant leisure
always need to use the feedback method on a monthly basis to identify the issues and
concern of each employee (Mehtap, 2021). It is because this leads to decreases in the
overall productivity of the employees and also affects their concentration on the work.
P2 Evaluation of content theory and process theory of motivation and their importance
The one content theory and one process theory along with their importance to attain the
goals of the Verdant business are as follow:
Content Theory of motivation: Maslow Hierarchy of needs
This is a theory of motivation which focus on the physiological, security, love, esteem
and self-actualization need of the employees. This helps the company to put their focus on the
standard need of the team and providing their health and well-being. For example, Verdant
leisure provides the insurance to each employee in order to fulfil their financial security needs.
Importance:
It is important for motivating and fulfilling the need of the human capital of the company
with the help of which their productivity will get improved. With the help of increase in the
productivity of the employees the Verdant able to improve their financial and operational
performance and also able to reduce their cost of resources wastage. And this will further lead to
the attaining the profitability objective of the business (Mansouri, Singh and Khan, 2018).
Providing the training to the employees about how to deal with the customer who visit the parks
will help the company to attain its objective of customer satisfaction.
Process Theory of motivation: Vroom Expectancy Theory

This is a theory which basically focus on the expectations of the employees and teams.
Nowadays the employees expect their own personal development while achieving the goals and
objectives of the organization. For this this theory offer the reward system with the help of which
Verdant company can improve its staff’s performance and personality.
Importance:
The main goal of the Verdant business is to provide the best places such as parks and
lodges to the families to spend time with each other after the hectic working days. So, by
providing the proper incentives and rewards to the employees the Verdant company able to
increase their staff’s productivity and generate more financial resources for the expansion
purpose (Connolly and et.al., 2017). This theory is also important for the proper supervision of
the task of the employees but for this the Verdant also need to provide the proper resources to
them. This theory state that the company need not to punish the employees for their mistakes in
front of other employees because it ultimately leads to the negativity in the environment. It also
important for building the strong relation between the employees and management so that they
both work for the success of the organization.
Critical evaluation of the application of one motivational theory
McGregor’s Theory X and Theory Y
With the application of theory X and theory Y of motivation within the organization, the
Verdant leisure company’s management and leaders are able to distribute their total employees
into two categories. One category such as theory x has the people which likes their work and are
well-motivated and encouraged towards their work. While of the other hand, the theory y has the
employees that do not like their work and are totally demotivated. After that, the Verdant
company need to provide incentive to the people having high-performance along with the extra
training and development programs. Along with that the company can also encourage the theory
y peoples by giving the mane of high-performing employees. But sometime this leads to more
demotivation among the employees and increases the behaviour of competition to push other
employees down (Morales-Sánchez and Pasamar, 2019). This needs proper attention of the
management while applying this theory of motivation in the business.

Recommendation
In order to attain the objective of the business and to maintain the strong and motivated
workforce the management need to understand the nature and behaviour of each employee. After
that it is recommendable to the Verdant Leisure that the must incorporate the various fun
activities, formal and informal parties to give time to the employees so that they can understand
each other better way. Providing them proper training and recognition program on the basis of
their performance not on the basis of time period so that each employees get motivate towards
improving their performance. It is also recommendable to the company that they must look out
the environment of the workplace and identify is their any politics and unnecessary use of power
is existing or not (Connolly and et.al., 2017). Motivation, power, politics and culture all are
interrelated with each other if one gets improve other also get improve automatically. That’s why
it is always advisable to the company that they must focus on the factors which influence the
behaviour of the employees.
P3 Effective team building
Effective team has characteristics of team support and cooperation where team members get well
with each other and cooperate for achieving team goals in order to achieve success. There is
coordination present among team members and the work goes in a smooth order. The effective
team always complete their work on deadlines. If they are not able to do so, they think and
analyse the reasons and move forward. This is why they achieve success (Beauchamp, McEwan
and Waldhauser, 2017). Verdant Leisure is a leading example achieving success due to this
factor in resort industry.
Ineffective team does not have harmony and proper coordination. Thus, they remain confused
and due to lack of cooperation, the team fails to achieve this task.
Team and group development theories
Tuckman team development theory
It consists of five phases in a team formation and dissolution after goal achievement. It tells how
the team is formed, people cooperate and achieve goals as a unit. The phases are:

a) Forming: This is the initial stage where individuals come together to form a team,
although they do not know each other well, neither are they clear of team’s goals and
what is expected of them. There is no leadership in this stage in the team.
b) Storming: In this stage, people start recognising themselves as part of a team, however,
they assert their ideas and can also question other people’s ideas about the process of
work and how things should be done. At this stage, conflict can occur and this can result
in loss of performance. People are yet to decide on the leadership (Wang, 2020).
Figure 1:The 4 Phases of Tuckman’s Teamwork Theory
Source: https://the-happy-manager.com/article/teamwork-theory/
c) Norming: This phase is the one where cooperation starts developing and team members
come together, develop process rules and start discussing and following the direction of
work. The team spirit starts developing and people start accepting a leader as their
guidance giver and follow the directions.

d) Performing: This stage is the final stage where people start working as a unit with proper
coordination, help each other out in case of problems and focus on team’s achievement of
goals. People are committed to achieve their deadlines assigned.
e) Adjourning: This stage is an emotional one where people’s work as a team is achieved
and the team has to be disbanded and a new team formed. As colleagues have become
friends, this stage is an emotional one for the team to part ways and with memories of
team work.
Critical analysis
Verdant Leisure Ltd. applies this theory and has achieved results which has been
seen in achievement of goals and increase in customer satisfaction. However, it also is
not necessary that for goal completion, team gets to follow all steps as sometimes results
are required fast and that time team has to cooperate as per situation (Beauchamp,
McEwan and Waldhauser, 2017).
Belbin’s team theory
Belbin defined 9 roles in team theory and put them in three categories namely Action
Oriented, People oriented and Thought-oriented. The team roles which have been
suggested are:
a) Action Oriented roles
Shaper
They are extroverts who like to take up challenges and also help the team to improve.
They like to find new methods to solve problems.
Implementer
They are the people who help in getting things accomplished. They help in turning
concepts in actions and are disciplined people (Wang, 2020).
Completer
They help in getting the project thoroughly and accurately completed and there are no
errors and give attention to minute details. They ensure work gets completed on time.

b) People oriented roles
Coordinator
They are ones who take on role of traditional role of team leader and give guidance to
the team, they listen to the people and are aware of the value every team member can
bring in.
Team worker
They are people providing support and making sure that people in the team
effectively work together. These people are negotiators and are flexible in approach.
Resource Investigator
They are people who are innovative and also look for options and developing contacts
and also can negotiate resource on team behalf (Shah, Agarwal and Echambadi,
2019).
c) Thought Oriented roles
Plant
They are the creative innovators who come with new ideas and approaches. They are
introverted and prefer to work alone.
Monitor-Evaluator
They can analyse ideas very well who the above mentioned Plants generate, they can
put them to practical use.
Specialist
They are ones who have knowledge specialisation which is required for getting the
work accomplished. They have faith in their skills and work professionally in their
expertise (Ali and et.al., 2020.).

Critical analysis
Speaking of Verdant, it can be said that in team, all these kinds of people exist there and
have contribution in their own way to fulfil the objectives. However, there may be conflict
sometimes due to different approaches of employees, that time management has to deal with
such situation to unite them and achieve the goals.
P4 Concepts of Organisational behaviour in a given situation
The leadership being followed at Verdant is situational style of leadership where as per demand
of situation, management can become supportive, directive or participative. Holiday resorts do
not experience same type of customer footfall throughout the year, it is during the season time
they expect high foot fall and thus adapt as per situation.
The situations in the hospitality markets are changing and need arises for a change management
model to be applied to bring in a new leadership approach.
Kotter’s change management model
Kotter change management model on leadership is a philosophical and practical approach taken
at the same time (Galli, 2018). It identifies the pitfalls in present leadership and suggests changes
to be made to overcome the same. The pitfalls can be:
 Allowance of high complacence
 Failure of creating a leadership which is powerful
 Vision not understood properly
 New vision not being communicated properly
 Employee resistance and other obstacles being allowed to stop change
 Short term success not being achieved
 Culture changes being neglected in organisation
Kotter’s method provides a communication strategy which can remove obstacles in change for
instance, employee resistance towards change, management communication gap with employees,
employees not being able to put their voice, cultural issues etc. (Teczke and et.al., 2017)

The management model provides a solution of the pitfalls to lead change which are:
 Developing a vision and making strategy
 Communicating the vision of change
 Taking action which is comprehensive of all departments
 Giving emphasis on short term goal completion
 New approaches for employee culture
Thus, the points highlighted emphasise that special attention has to be given for vision
empowerment among employees, taking employees views through communication of their own
short and long term goals and making a strategy which can erase employee resistance and
empower a new organisational culture focused on employee centric approach leading towards
organisational objectives by solving the resistance and having a leadership which can bring them
to a common vision of their as well as organisational growth (Galli, 2018).
Thus, a change in leadership style like transformational leadership is a nice concept by analysing
the model above which can remove pitfalls and bring change. However, as employees are
unaware of the leadership style, there can be resistance.
Employees who have been assigned to work under present leadership conditions are the primary
source of impediment. They are at ease in their own skin and would like to collaborate with
others who share their interests.
Employees must be convinced that while a new change will take some time to implement, it will
benefit them in the long run by making their jobs easier (Cameron and Green, 2019).
Transformational theory given by Bass
The theory discusses a leadership style known as transformational leadership, which is
defined as the impact of a leader's leadership style on subordinates. The following methods are
used by the leader to convert his subordinates:
a) The leader ensures that subordinates understand the importance of duties and that their
awareness of them grows.
b) The leader prioritises the organization's and team's priorities before pursuing personal
interests. The same is true for team members, according to the leader.