Organisational Behaviour Report: Influence of Culture and Motivation

This report delves into the multifaceted realm of organizational behavior, focusing on the interplay of culture, power, and politics within a business context, specifically referencing A David & Company. It meticulously examines the influence of organizational culture types, including role, power, task, and person cultures, on individual and team performance. The report further explores motivational theories, contrasting content theories such as Maslow's hierarchy of needs and Herzberg's two-factor theory with process theories like equity theory. It provides insights into how managers can apply these theories to enhance employee motivation and satisfaction. Additionally, the report differentiates between effective and ineffective teams, utilizing models such as the Katzenbach and Smith Model and the T7 Model to identify key characteristics of high-performing teams, emphasizing the importance of accountability, commitment, and diverse skills. The analysis provides recommendations for organizational improvement, suggesting strategies to foster a positive work environment and improve overall productivity.

Organisational Behaviour

Table of Contents
INTRODUCTION...........................................................................................................................1
LO 1 ................................................................................................................................................1
Influence of organisational culture, power and politics on individual and team behaviour and
performance ...........................................................................................................................1
LO2 Content and process theory of motivation ....................................................................2
LO3 Effective team and ineffective team .............................................................................7
LO 4 Organisation behaviour philosophies.........................................................................12
CONCLUSION .............................................................................................................................15
Reference ......................................................................................................................................17

INTRODUCTION
Organizational behavior is related to the way the people in the organization interact with
each other. It is the study of the people in the organization to understand their behavior. This
study will consider A David & Company limited which is a medium sized organization involved
in food and beverages industry. The turnover of this company is between £10 M to £20 M. It will
consider task such as organizational culture, politics and powers and their influence on the
individual and team behavior and performance. Moreover, it will provide understanding of
process and content theories of motivation in order to achieve the organizational goals and
objectives effectively. Furthermore, it will provide differentiation between the effective and
ineffective teams.
LO 1
Influence of organisational culture, power and politics on individual and team behaviour and
performance
Organizational culture is related to the values, shared opinions, perceptions, code of
conducts etc. which are developed within the organization and guides the behavior of its
members (Four types of Organizational Culture, 2018). There are different types of
organizational cultures which consist of Power, role, task and person.
 Role culture : It is based on rules and are highly controlled with everyone in the
organization knowing what are the roles and responsibilities. Power in the role culture is
defined by the position of person in the organization (Chumg And et.al., 2016). This
culture of organization involved different roles played by the members of organization. It
is the culture which is successful in stable environment. Position is the main power
source in role culture. In this culture rules and procedure the methods of influence. Role
culture have a great influence of the individual and team performance and behavior. It
offers security and the individual is rewards foe its better performance.
 Power culture : Power in the organization is held with few individuals and they have an
influence on the whole organization (Coccia, 2015). There are few rules and regulation
in the power culture. In this culture, employees are judged on the basis of their
achievements. This culture has a great influence on individual and team performance and
behavior as this the power within the hands of individuals may affect the performance of
other members of organization.
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 Task culture : It is culture which is formed when teams are made in order to solve the
specific task or problem. It is a job or project oriented. It brings the right people for right
job. Most managers prefer to work in the task culture with its emphasis on groups and
expert powers. The individual performance is affected in this kind of culture because of
the belief and opinions in the teams are different due to difference in the opinions of the
team members.
 Person culture : In this culture the organization focus on the employees. This type of
organisation exist in power to provide work to the individuals and thus this organization
may not be successful and they don't have clearly defined and goals and objectives for
their business (Quinn, 2016). In this, people believe they are superior in the organization.
The power lies in the hand of group of individuals.
A David & company limited follow thee role culture because it the most effective culture
to be followed by every organization because it clearly defines the roles and responsibilities of
the individual and can provide them understanding about their work in the organization. It is
recommended to The company to use negative politics in the organization to increase the
satisfaction level of employees and retain them, in business for the long run. Moreover, the
power must be used in the right manner to increase the performance level of the employees in
organization to increase productivity of firm.
Power in the organization affect the performance of the individual because the authority
having these power can use this power to demotivate the employees by not appraising their
performance and thus the employees turnover of the company is increased which affect the
business profitability and productivity (Jacob and Goodman, 2018). Politics in the organization
have a great influence on the performance and behavior of team because it decreases the overall
productivity of the organization and changes the attitude of the employees due to which they lose
interest in their work. Employees which are involved in the politics may provide wrong
information which may affect the individual success and growth in that organization.
LO2 Content and process theory of motivation
Content theory gives answer of why individual need get changes with time where process
theory deals with how particular behavior can be managed, stopped and increases. Content
theory helps A David & Co manager to understand the origin of motivation in individual.
Absence of these motivational factor trigger dissatisfaction in them which eventually turned into
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negative behavior at workplace. There are so popular content theory are available in organization
behavior like Herzberg's- hygiene theory, McClellan's three-needs theory, Mas-low's hierarchy
of needs and Alderfer's ERG theory (Miner, 2015.). Process theory put emphasis on understand
the motivational process. Theory states that an individual chooses any course of action based
upon reward, preference and sense of accomplishment attached with work. Popular process
motivation models are expectancy, goal setting, reinforcement and equity model. Model uses by
David & Co manager is given below:
Maslow's Hierarchy of Needs
Abraham Maslow identifies five need of humans in 1943. According to author individual
tries to meet their basic need first. They feel motivate to move further only when their essential
need get fulfilled. Classification of need are done one five dimension i.e. physiological needs like
hunger, sleep, shelter, security need which involves safety of body, employment security, job
security, health and prosperity. Social need belong to relationships, family and friend circle,
lastly self actualization need are creativity, morale, achievements and recognition (Borkowski,
2015).
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Manager tries to imply model in organization as they try to recognize and fulfill these
need in workplace. For instance employees get enough time and number of breaks so that their
work speed and efficiency wont impact by hunger. Security is assured by manager by apply all
the legal compliance given in, National Minimum Wage Act 1998, pension act 2008 and
employment right act 1996. Social need are taken care of by allow employee participation in
decision making, arrange informal tours, parties and get- together. Manager also provide reward,
recognition and appreciation to employee for their extra- ordinary efforts (Podsakoff, MacKenzie
and Podsakoff, 2018). Challenging work along with resource required to get that work complete,
is also given by manager so that personnel satisfies their self actualization needs as well.
Equity motivation theory
This theory developed on an assumption that individual's efforts is influenced by their
perception of equity. If people find fairness in required they feel motivated and put their more
effort. In case they find themselves undervalued they lower their efforts to think to switch the
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Illustration 1: Maslow's Hierarchy of Needs
(Sources: Maslow's Hierarchy of Needs,2018)

job. Employees put their efforts like creativity, innovation and individual learning in order to
restore the gap.
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Illustration 2: Equity Theory of Motivation
(Equity Theory of Motivation,2017)

Employees compare their current situation with their past position. They also evaluate their input
and output ratio with peer group and friends, who are performing same kind of work.
Comparison changes their opinion and perception about themselves as well. Higher authorities
who have all information, experience and knowledge about industry are more likely and capable
for such kind of comparison.
Equity theory guides to David & Co manager define clear job and responsibility so that
when employees try to contrast with other, they know why other person get higher pay and why
their payment is less. Manager also make performance and compensation ratio periodically to
avoid over and under payments (Blader, Patil and Packer, 2017). Employees also receive
constructive feedback and training and development as per performance evaluation done by
manager. Productive work environment also possess by manager by encourage trust, satisfaction,
motivation and accomplishments in workforce.
M2
Advantage of Maslow's Hierarchy of Needs
 Theory gives clear idea to manager about motivation factor of every individual.
 This motivation model is dynamic in nature because as per this model, motivation moves
from one level to another.
 It considers intra- personal and inter- personal human behavior variant all together.
Limitation of Maslow's Hierarchy of Needs
 Every person gives importance to different need according to their choice. It is not
necessary that a person move to self- actualization only when they meet below three
requirements.
 It is possible that some people themselves are unaware about their psychological need
and feelings. In such condition how would manager know about their needs.
Advantage of Equity motivation theory
 Help manager to know different perception of staff.
 Performance evaluation help manager as well employee to know their incompetence
which need to be attain as soon as possible (Stewart, Courtright and Manz, 2019).
 Personnel do not leave the company when they feel treated fairly.
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Limitation Equity motivation theory
 Human tend to twist behavior for their interest, which make tough task for manager to
know individual perception about inequality.
 People never accept the fact that they are being high payment than others.
LO3 Effective team and ineffective team
An effective team belongs to group of people who are able to complete given work on
time with set standards. On the other side an ineffective team often fail to meet goal on time.
Also, team possess so many dysfunctional features like so much interpersonal conflicts, missed
deadline, miscommunication, operational inefficiency etc. following are the effective team
model which helps A David & Co Limited manager to identifies an unproductive team easily:
The Katzenbach and Smith Model -
Jon Katzenbach and Douglas Smith, discovered some characteristic of productive team in
1993. Author took three dimension of ideal outcome for good team, they are personal growth,
collective work and performance results.
Accountability:
A good team generally comprises 12- 15 people only. Optimum team size facilitate
smooth communication, clear accountability, fast decision making, less confusion and clear
sense of role and responsibility among team mates (Corr and et al., 2016). Apart from it member
takes accountability for their individual work along with collective accountability for whole
team.
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Illustration 3: The Katzenbach and Smith Model
(6 different team effectiveness models,2019)

Commitment:
Each member of effective team know the purpose for team formation. Even they feel
attached with goal. They also make small agreed goal to achieve the main goal. They also have
meaningful, specific and shared goals which encourage commitment towards the goal.
Skills:
Ideal team owns diversified characteristic in team. Some people are technical sound,
some are good at problem solving and remaining are might have good interpersonal skills. These
mixtures help team in creativity, good relation with customer and innovation.
The T7 Model
Michael Lombardo and Robert Eichinger developed another model which help in
knowing the effective team features (Sindhu, Ahmad and Hashmi, 2017). They find five internal
and two external factors which contribute in making of sound team. All the factors starts from
English word “T”, hence it is called T7 model.
Internal factor
Trust
teammates help, respect, and trust each other because they share a bit of informal
relationship and nice communication with each other. They know that team will support them in
their failure.
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Illustration 4: The T7 Model of Team Effectiveness
(6 different team effectiveness models,2019)

Thrust
members are thrived to attain shared goal on time. They encourage functional conflict
but not dysfunctional one. Personal objectives kept aside for a while as they find collective goal
to be achieve first.
Task skill
Task skill means skill, knowledge and experience needed for particular task. For
instance- a marketing function is highly depended upon good communication, interpersonal skill,
research, Adaptability, and Good observational skills. But a research and development team
should have Analytical thinking, time management, Technophile, critical problem solver and
handle large datasets (Short, McKenny and Reid, 2018). David & Co Limited compose team as
per the demand of work.
Teaming skills
These skills are Conflict resolution, Feedback Skills, Influencing Skills, communication
and decision making etc. it is not necessary that team has all these skills at initial skill but
members tries to bring these quality eventually.
Talent
Talent states, individuals also able to perform their work effectively. A person with half
knowledge and incompetence skill will impact the team performance as well. So manager tries to
put the right person at right place.
External factor
Team leader fit
productive team does not reply on one leadership style. Manager changes leadership style
according to nature of work, teammates characteristic and overall environment.
Team support from the company
healthy teams are equipped with information, resource and support by organisation. They
have access to information which are essential to their work. Lack of access can create problem
of delayed in task as members has to take permission from leader for everything (Mitchell,
2018). Also, team receives personalised training and development, on the basis for individual
learning need.
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