Analyzing Organizational Behavior: A Report for 4Com Plc

This report provides a comprehensive analysis of organizational behavior, specifically within the context of 4Com Plc, a telecommunications company. It begins by examining the influence of organizational culture, politics, and power on individual and team performance, referencing Hofstede's model to explain cultural factors. The report then delves into content and process theories of motivation, including Maslow's Hierarchy of Needs and Vroom's Expectancy Theory, demonstrating their application in motivating employees. Furthermore, it differentiates between effective and ineffective teams, exploring strategies such as Belbin's Theory to enhance team performance. Finally, the report discusses various concepts and philosophies of organizational behavior relevant to meeting the evolving demands of the business environment at 4Com Plc, providing a well-rounded perspective on the subject.

Organizational
Behavior

Contents
INTRODUCTION.......................................................................................................................................3
TASK 1.......................................................................................................................................................3
P1 Influence of organization’s culture, politics and power......................................................................3
TASK 2.......................................................................................................................................................5
P2 Content and process theories of motivation........................................................................................5
TASK 3.......................................................................................................................................................6
P3 Explain what makes an effective team as opposed to an ineffective team..........................................6
TASK 4.......................................................................................................................................................8
P4 Concepts and philosophies of organizational behavior.......................................................................8
CONCLUSION...........................................................................................................................................9
REFERENCES..........................................................................................................................................10

INTRODUCTION
Management activities like understanding, predicting and influencing individual behavior
in an organization that further examine structure of workplace and suggest ways in which the
organizational processes and operations can be improved (Ashkanasy and Humphrey, 2011). In
this report, organizational behavior will be thoroughly analyses to address issues like workforce
motivation, incentives, team-building and business environment in context to 4Com Plc which
serves in telecommunication and aim to improve the communication services of all SME market
in UK. However this report also highlights influence of organization’s culture, politics and
power on individual and team performance as well as different theories that help in motivating
employees within 4Com Plc. In addition, it also carries efficiencies of effective team in an
organization and suggests different methods that help in building effective team. Various
philosophies and concept of organizational behavior that help to meet changing requirements of
business environment at 4Com Plc will also be discussed in this report.
TASK 1
P1 Influence of organization’s culture, politics and power
Factors such as organizational culture, politics and power are key to success in a
workplace, as weak organizational factors provides low motivation, employee fraud and bad
behaviors in the workplace. 4Com Plc need to focus all these factors in order to get successful
workplace environment and low employee’s turnover rate.
Organization Culture: It refers to the important and highlighted values as well as beliefs
that exists in a company and drive behaviors of individuals as well as in team. The influence of
cultural differences at 4Com Plc can be thoroughly explained by Hofstede’s model of cultural
factors, which is given by theorist Geert Hofstede who proposed that all local and international
factors contribute in the culture of organization as well as influences employee’s behavior
(Bolino and et. al., 2013). According to Hofstede there are five major factors that influence the
culture of workplace such as:
Power Distance: It refers to the differences in culture as per the power delegated to
employees at 4Com Plc. This also shows openness among employees as well as in management
which influences organization environment. High power distance do not conduct open
communication among employees and management due to which employees feel hesitated in
performing their task as well as this increases employee’s turnover ratio. Whereas low power
distance at a company provides more openness to employees and make them feel valued there.
Masculinity vs. Feminity: Providing equal opportunities to man and woman in an
organization promotes feeling of equality in employees as well as it also help in maintaining
image of the company. At 4Com Plc. Company provides equal opportunities to both man an
woman according to their skills and qualifications which assist the company to accomplish their
goals more successfully (Podsakoff and House, 2013)

Individualism vs. Collectivism: Working on a common interest at 4Com Plc includes
having same goals and objectives among employees, management as well as organization as
whole which assist them to achieve their goals with more efforts and consumes less resource as
well as support team work activities and assures good quality of work. This also provides enough
space to their employees to think out of the box and participate with more innovative and
profitable ideas and suggestions (Carpenter, Berry and Houston, 2014).
Uncertainty avoidance: It refers to a culture where employees are proactive respond
unusual and unpredicted situations as well as this parameter also deals with tolerance level of
employees in every business situation that may arise at 4Com Plc although the company try to
avoid these situations at their level best.
Long-term vs. Short-term Orientation: Organizations such as 4Com Plc. which focuses
on futuristic goals and have long-term relationship with their employees provides their people to
have a steady approach and strive hard to accomplish the expectation of their management as
well as have an strong attachment with the company. Whereas some organizations follow the
culture where people are only concerned with their profits and targets as well as leave when they
get better opportunity (Colquitt and et. al., 2011).
Organization Power: It is the ability to influence individual behaviors to make them
work according to the needs of management and organizational benefits. In 4Com Plc there can
be five sources of power such as:
Legitimate Power: It refers to the power originated from one’s organizational role or
designation. In 4Com Plc. Managers have the power to sign the work to their subordinates and
assures full coordination as well timely achievement of given task and goals.
Reward Power: Ability to grant rewards such as increase in Pay, perks, attractive job
assignments to increase interest of employees in their work as well as increase their performance
level and satisfaction at 4Com Plc comes under reward power.
Coercive Power: This is the ability to punish employees in 4Com Plc for their bad or
poor performance by taking some beneficial opportunities from them. This power is often used
to produce those work form employees which they usually refuse to perform or hard to attain.
Expert Power: This power is hold by experts at 4Com Plc who have knowledge, skills
and expertise in specific field and who can provide better solutions for particular problems
regarding that field.
Referent Power: This power is hold by those who have personal characteristics or good
relations with company’s CEO or other designated staff at 4com Plc (DuBrin, 2013).
Organizational Politics: It refers to a variety of activities that associated with those
tactics which are used to improve personal and organizational interests. Bad politics at 4Com Plc
will increase dissatisfaction among employees as well as destruct pleasant business environment.
Whereas good organizational politics will allow employees at 4Com Plc. to develop their

individual as well as organizational abilities and make them more participative in organizational
profitability and success.
TASK 2
P2 Content and process theories of motivation
Management theories play very crucial in an organization and contribute in employee as
well as customer satisfaction. At 4Com Plc content and process theories of motivation assist their
various operations in following manner:
Content Theory: This theory is commonly known as need theory and in 4Com Plc it is
generally associated with identifying, valuing and fulfills those needs which motivate individuals
to perform and do work at different situation with respect to time and experience (Pinder, 2014).
Maslow’s Hierarchy Theory: This theory was proposed by theorist Abraham Maslow
who was an American psychologist. Maslow has suggested about the existence of hierarchy of
needs among each individual and these needs are progressed from lower order needs through
higher order needs and consists of five different levels in the hierarchical model which is
demonstrated in shape of a pyramid. According to this model, 4Com Plc has to target and
employee’s basic needs such as their food and shelter. After satisfactorily getting basic needs
employees need safety and security needs for which they want to earn and invest in insurance or
fixed deposits for the betterment of their life as well as family life. After fulfillment of these
needs people at an organization need family love and feeling of belongingness for which they
feel motivated to earn more and maintain a good social life. This theory says after fulfilling these
three deficiency needs satisfactorily organizations must conquer growth needs of employees that
is self esteem and self-actualization. To maintain a good image at and have a well designated job
make an employee motivated and togetherness with the organization and their jobs. They feel
motivated to perform better so that their good image will be balanced within the organization as
well outside the organization. Recognitions, benefits, promotions etc plays a very important role
here in motivating employees. After self-esteem employees urge for self-actualization and they
are motivated to earn for their own satisfaction only by which they can invest in recreating their
life and enjoy good time with their family after the job (Fisher and To, 2012).
Process Theory: These theories are concerned with how motivation occurs and what kind
of process can increase motivation of employees and help to influence them. Process theories are
different from content theories at 4Com Plc. because content theories identify what motivates
employees whereas these theories identify process of motivating people (Wagner III and
Hollenbeck, 2014). With Vroom’s expectancy theory 4Com Plc can increase motivation among
its employees in following manner:
Vroom’s Expectancy Theory: This theory was given by Victor Vroom in 1964 and aimed
to explain how people chose from available actions, in addition, according to Vroom motivation
can be defined as a process that directs employee’s choices from the alternative forms of
voluntary behavior. The basic concept of this theory at 4Com Plc. is to engage employees in

various activities that motivate them and produce desired outcomes. This theory contains
following three factors:
Expectancy: This is an employee’s belief more efforts will result in success and ignore
failures, which means by hard work, employees at 4Com Plc can perform more efficiently.
Instrumentality: It is a person’s belief that goals and organizational activities or
operations are connected and if employees will perform better at 4Com Plc. they will get
rewarded.
Valance: This is the degree to which employees value rewards as well as the results of
success. When the value and need of rewards will be more among employees in 4Com Plc.
employees will be more motivated towards their goals.
EXPECTANCY*INSTRUMENTALITY*VALANCE=MOTIVATION
With this theory, three different outcomes may arise at 4Com plc such as:
 If a person does not find connection between efforts and performance than expectancy
will be zero.
 If an employee can’t establish link between performance and rewards then it will
generate zero instrumentality.
 For those employees who do not value the outcomes, rewards will have zero valance for
them.
This expectancy theory highlights individual differences in motivation and shows various
factors that assists in understanding and increasing motivation among employees at 4Com Plc.
however this theory also implies equity and significance of consistent rewards at the company
(Judge and Kammeyer‐Mueller, 2012).
TASK 3
P3 Explain what makes an effective team as opposed to an ineffective team
Effective teams contribute and participate beneficially in success of organization’s goals and
objectives. These teams are group of individuals at 4Com Plc. that are self-motivated and participative as
well as they do not need extra push to get involve in business activities or success. On contrary ineffective
teams are those group of individuals who are lacking with effective leadership as well as they are not
motivated enough to participate in any business operation or success. They always run from opportunities
and responsibilities which affects their performance as well as business growth. These ineffective teams
at 4Com Plc can be converted into effective teams by providing them proper leadership, training as well
as by adopting different team building strategies at the company such as:
Belbin’s Theory: This model was designed to use talents and personalities of team
members to improve its performance by working together more effectively. With this theory
4Com Plc can identify and use psychological diversity of its team at its full potential (Osland and
Turner, 2011). All the team members are differentiated on the basis of their style, attitude,
temperament as well as personality in the following mannerism at 4Com Plc:

Plant: It is the creative thinker in the team at 4Com Plc who is innovative and need space
to think extraordinarily solutions to complex business situation that may arise at this
telecommunication company.
Resource Investigator: They are identified by their cheerful, extrovert personality with
lots of contacts within as well as outside the team at 4Com Plc. They are enthusiastic,
adventurous and open-minded as well as innovative people who are naturally good at developing
and maintaining contacts (O'Boyle, Forsyth and O'Boyle, 2011).
Coordinator: They initially look for the procedure, help team members by support and
provide guidance to them at 4Com plc. Coordinators are well aware of how to utilize talents and
information of other team members to their fullest. They easily trust others and delegates work to
others easily with a tendency to leave too much work for other in a team.
Shaper: These are willful and passionate personalities in a team at 4Com plc. who have
strong urge to perform, look for different challenges and run smooth business operations. Shaper
decides deadlines and makes sure that goals are met within a specific period successfully. They
may get aggressive and frustrated or react emotionally to make their task completed within the
deadline.
Monitor: They are the sensible, thoughtful, and critical person who also plays as an
analyst of the team at 4Com Plc. Their judgments are rarely wrong and they always thoroughly
analyze the situation arises within the company.
Team Worker: Most sensitive member of the teams who is helpful, accommodating and
focused on creating a pleasant atmosphere and sense of togetherness in 4Com Plc. as well as
maintain balance and stay close to others. They face difficulty with conflicts in team and may
have trouble taking decisions at critical times in team working (Luthans, Luthans and Luthans,
2015).
Implementer: The practical organizer within a team, who is disciplined, task-oriented and
put their plans or ideas into execution of task easily at 4Com Plc.
Complete-finisher: Person having talent to find out errors or issues in process and one
who leads thoroughly, checking and rechecking, and have tendency to perfectionism. A complete
finisher may monitor the quality and safety. They also become overprotective at times which
becomes obstacle in delegating work to others.
Specialist: This is an expert or a source of knowledge in specific field or task as well as
act as an advisor who are consulted by other team members at 4Com plc. and specialist have to
provide beneficial knowledge and technical skills which will be their contribution to their team.
Tuckman’s Theory: This theory of forming, storming, norming and performing plays
very crucial in understanding and explaining team development and behavior of individuals at an
organization. This theory is given by Dr. Bruce Tuckman has given this model in 1965, in which
it is explained team development process can be established maturely and it must establishes
relationship among the team members as well as leaders (Miao and et. al., 2013). At 4Com Plc.

this process begins with a directing style, move through coaching, then participating and finishes
by delegating the work. This model of Tuckman’s can be explained as following:
Forming: In this stage, high dependence on leader is there for guidance and direction.
Here individual roles and responsibilities are unclear whereas leader is prepared to answer lots of
questions about the team's purpose, objectives and external relationships. In forming stage
processes are often ignored and the leadership is taken is generally situational (Moore and et. al.,
2012).
Storming: As the decisions within the group do not come easily, team members compete
for position as they attempt to establish themselves in relation to other team members and the
leader. In storming stage clarity of purpose increases although uncertainties are still there. The
team needs to focus its goals to avoid distractions by relationships and emotional issues.
Norming: In this stage an agreement is formed within the team, to assist leader as well as
roles and responsibilities of each member within the team are very clear here. Important
decisions are made by group agreement whereas smaller decisions may be delegated to
individuals or small teams within group. Commitment and unity is strong. Within this stage the
team may get engage in fun and social activities as well as discusses and develops its processes
and working style (Miner, 2015).
Performing: The team is more strategically aware here and knows clearly about task and
processes. With this step team has a shared vision and is able to stand on its own feet with no
interference or participation from their leader.
TASK 4
P4 Concepts and philosophies of organizational behavior
Organization behavior is based on a few fundamental concepts which revolve around the
nature of people and organization at 4Com Plc. some organizational concepts are:
Concepts of Organizational Behavior:
Individual Differences: Every individual is different probably in a million ways. This
individual difference comes originally from psychology of individuals at 4Com Plc.
Motivated Behavior: To fulfill various needs, an individual has to perform well in an
organization for which some motivations are necessary to enrich quality of work. A path toward
increased need fulfillment is a way that leads to quality of work.
Mutuality of Interest: This concept can be represented by saying that organizations need
people and people also need organizations. People need organizations as a source to help them
reach their goals whereas organizations need people to help achieve organizational objectives.
This concept helps to fulfill goals and objectives of company in a better way (Morgeson and et.
al., 2013).
Involvement: Every employee is actively seeking opportunities as well as performs better to
get involve in decision-making problems. They try to participate and share their experience and

knowledge within a team and this urge make their meaningful involvement which bring mutual benefit
for both employees as well as company. For make these individual satisfied and perform better
organization should provide them a chance to express their opinions, ideas, and suggestions for
decision-making problem (Nahavandi and et. al., 2013).
CONCLUSION
In this report, it is concluded that organizational behavior help in managing all the
dynamics of changing business trends within and outside of a company. Effective organizational
behavior helps in individual development as well as team building in an organization. In addition
to this, effective culture, good politics and correct use of power in a company help them to bring
out best work from their employees as well as provide the employees an opportunity to develop
their skills and learning in different business situations. To keep the employees motivated, this
report has highlighted various motivational theories that targets needs or employees or processes
of the company. This report also contains various team building strategies that contribute in
effective team development as well as task distribution within a team. However, report also
contains various concept and philosophies or organizational behavior that effectively flashes
understanding of individual behavior and psychologies within a company.

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