Organizational Behavior Report: Case Study Analysis and Solutions

This report provides a detailed analysis of an organizational behavior case study involving a consultant, George, facing challenges in a new role at ABC Consulting. The report examines issues related to motivation, decision-making, power dynamics, influence, and conflict within the organization. It applies relevant organizational behavior theories such as Maslow's Hierarchy of Needs, ERG theory, and various decision-making models to analyze the case. The analysis also extends to group dynamics using Tuckman’s model and explores team roles using Belbin's team roles. The report identifies conflicts between George and management, as well as with other team members, and proposes solutions focusing on communication, relationship awareness, and the application of rational and emotional strategies. It emphasizes the importance of motivation, decision-making, power dynamics, and conflict resolution to enhance organizational effectiveness, concluding with recommendations for George to improve his influence and navigate the organizational challenges.

Running head: ORGANISATIONAL BEHAVIOUR
ORGANISATIONAL BEHAVIOUR
Name of the Student
Name of the University
Author Note

ORGANISATIONAL BEHAVIOUR 1
Table of Contents
Part A- Case Study Analysis............................................................................................................2
Executive Summary.....................................................................................................................2
Critical analysis...........................................................................................................................4
Motivation................................................................................................................................4
Decision Making......................................................................................................................5
Power.......................................................................................................................................6
Influence..................................................................................................................................7
Conflict....................................................................................................................................8
Solution....................................................................................................................................8
Part-B B1Group Dynamics........................................................................................................11
B2 Team Roles..........................................................................................................................13
Conclusion.....................................................................................................................................17
References......................................................................................................................................18

2ORGANISATIONAL BEHAVIOUR
Introduction
This report is based on the provided case study in which the main characters are facing
some problems. The format of the case study is attached to the motivation, influence, decision
making, power, and conflict. Part B1 is related to group dynamics named Tuckman’s Model in
which I elaborated on the experiences related to teamwork. The last part is about the team roles
in which I described self-reflection as well as critical analysis.
Part A- Case Study Analysis
Executive Summary
Before three months George joined as a consultant in ABC Consulting. After completing
the MBA course, George was very much interested in joining the corporate sector. He got two
offer letters- one from Big 4 organization and other from ABC consulting. ABC Consulting is
not a large company. The most important for George is to maintain the proper balance between
work-life and personal life. He thought that there would be innovative and collaborative
colleagues in ABC Consulting. The HR Director, as well as Janet, area manager said that the
interview of George was quite impressive. They also mentioned that George would be eligible
for the bonus system. It will be activated after three months. George thought that the target was
easily achievable. He wanted to work with good as well as innovative people. The area manager
replied that clients liked their company because of their innovative products. In the first week of
the job, George was told to communicate with their other employees. A project was allocated to
George. George was very impressed to work with such a nice place. Most of the employees were
working together and they knew each other. It was impossible for George to provide the latest

3ORGANISATIONAL BEHAVIOUR
ideas. Harry Main told George to interact one-to-one with all the employees of the project. He
said to George that they were very experienced in the particular field and they knew each other.
So, George needed to adjust to this culture.
This report will analyze the case study by using some theories like decision making,
motivation, power, and conflict. This report will give a detailed analysis of the application of the
theories in the provided case study. The solution to the occurred issue will be provided in the
report. Critical analysis
Motivation
There are five motivation theories for analyzing the case study includes Maslow’s
Hierarchy of Needs, ERG theory and Herzberg’s Two-factor theory, McClelland’s Need Theory
and Four drive theory. There are four motivational process theories1. These include Expectancy
Theory of Motivation, Theory of Social Cognitive, Theory of Equity, Theory of Goal Setting as
well as Job Characteristics Model. It will assist employees to maintain clarity, improving the
strategy of decision making as well as provide much strength to build the team as unique with
the help of motivation. The Theory of equity is mainly focuses on the distribution of the
resources for both of the relational partners. Equity is related to the ratio of the costs as well as
rewards for every person. It is used to maintain the equity in between resources.
As per Turkes et al. (2020), influence helps a person to work together within a team. It is
a supervisory position in which an employee becomes motivated. It indicates the procedure with
the help of which a person can change his behaviour. It has various formats. It is visible in
1Austin, George. "Nursing Students And Tuckman's Theory: Building Community Using Cohort
Development." (2013).

4ORGANISATIONAL BEHAVIOUR
conformation, socialisation, leadership, sales, marketing and many others. The outcome of this a
pre-defined action, request and command. People may modify their behaviours.
From the case study, George had no power to influence the other employees about his
ideas. His innovative ideas were refused by the head of Human Resource and Janet. It showed
that these two HR managers are very much influenced within the company. He used a very soft
strategy by providing innovative ideas to their team members. George had a huge pressure to
withdraw his innovative ideas because it was said that his idea was not so innovative. George did
not provide any logical arguments to prove himself correct. He had no ability to provide
emotional request to others to accept his idea. These are happened because of lack of
transparency, flexibility within the workplace, culture within the workplace and many others.
From the provided the case study, George has applied the Maslow Hierarchy of Needs
because he is involved himself in his own emotions2. The management of the company did not
accept his innovative ideas. With the help of the ERG Theory, George did not share his
innovative ideas with other employees of the assigned project. Four Drive Theory is required to
treat equally to all employees as well as in a humanistic way. Theory of equity helps a George to
provide more input to his company. George is demotivated because his name was not included in
the bonus system of the company. For this particular case, George applies Maslow’s Hierarchy
of Needs for getting attach into his emotions.
2 Avota, Silvija, Elspeth McFadzean, and Liga Peiseniece. "LINKING PERSONAL AND
ORGANISATIONAL VALUES AND BEHAVIOUR TO CORPORATE SUSTAINABILITY:
A CONCEPTUAL MODEL." Journal of Business Management 10 (2015).

5ORGANISATIONAL BEHAVIOUR
Decision Making
It describes several actions that need to be taken to reach the target of a company. When
there are an excessive amount of failures, arguments and inaction among the managers, then the
company needs to make the decision that helps the company to reduce the risks. It also increases
the efficiency of the company3. There are six different theories of decision making. These are
regular as well as Strategy based Decision, Tactical as well as operational decisions, major as
well as minor decisions, individual as well as a group decision.
From the case study, decision could be taken by some efficient leadership strategy. For
George at the time of decision making, his ideas were not adopted by the management of ABC
Consulting. He was told to modify his innovative ideas. This is achieved by using two decision
making procedures like rational power and rational emotion. The major as well as minor
decisions help George to take very important as well as less important decisions for the company
As per Jabber at al. (2020), the power is a strategy to influence individual employees. For
working within an organisation, a huge of amount of power is required for getting motivated.
According to Guelke (2020), it is very easy to transfer the power of motivation among the other
employees which enhances the performance of the company. As Per Cook (2020), the abuses of
power will lead serious demotivation of employees. It can affect an incorrect attitude, and it can
control entire resources4. A transformation among the target as well as the agent is responsible
3Bell, Simon, and Stephen Morse. "Rich pictures: a means to explore the ‘sustainable mind’?."
Sustainable Development 21, no. 1 (2013): 30-47.
4Buchler, Norbou, Claire Genevieve La Fleur, Blaine Hoffman, Prashanth Rajivan, Laura R.
Marusich, and Lewis Lightner. "Cyber teaming and role specialization in a cyber security
defense competition." Frontiers in psychology 9 (2018): 2133.

6ORGANISATIONAL BEHAVIOUR
for generating the exchange in relation. There are five resources of power. Following are the list
of powers:
 Reward Power
 Coercive Power
 Legitimate Power
 Referent Power
Reward power can achieve the target of the company. As a result of that, it leads to the
promotion of that particular employee. Coercive power means the negative experience of the
employees. It leads to the suspension of employees. Legitimate power is a power that is derived
from the actual position of that particular employee. Referent Power is a power that has strong
interpersonal skills. In this case, personal power is very important regarding collaboration as well
as influence.
From this case study, George has been pressured to change his mentality5. In this case,
George is not at all powerful because he was a management consultant. The HR department has
huge power because they remove his name from the bonus system as his performance is not up
to the standards. It can be overcome by using personal power. Harry was trying to dominate the
management. It is performed with the help of coercive power. For overcoming the challenges,
appropriate power must be identified and it is performed in the formal as well as visible manner.
Every member of the project may accept it.
5Christina, Sian, Andrew Dainty, Kevin Daniels, and Patrick Waterson. "How organisational
behaviour and attitudes can impact building energy use in the UK retail environment: a
theoretical framework." Architectural Engineering and Design Management 10, no. 1-2 (2014):
164-179.

7ORGANISATIONAL BEHAVIOUR
Conflict
As per Lyekolo (2020), conflict is used to help the employees to become open minded. It
helps to the enhancement of the company. Conflict is nothing but clash among the ideas of more
than one person. The basic idea of conflict may vary6. It may be political, personal, caste,
international and racial. It follows a pre-defined group. The group is not integrated. It transforms
into the conflict resolution stage. It returns to the interaction of the routine group.
From the given case study, conflict occurred between George and the management.
Because they promised that after three months George could get the eligibility for a bonus. But
after the discussion regarding the project and performance, the management decided that they
would review the performance of George for the next three months. It was conflicting from the
promise provided at the time of interview. Another conflict occurred between George and Harry.
Usually, George communicated with all the members of the project team and delivered his
innovative ideas. George can adopt the green activities within the company which helps him to
provide green behaviours. It helps George to avoid the conflict among the employees within the
company.
Solution
The solution for overcoming these situations:
Motivation
From the provided case study, George adopted the extrinsic motivation policy. By using
this policy, a person is motivated with the help of some external drivers. George expected that
6Chumg, Hao-Fan, Jonathan Seaton, Louise Cooke, and Wen-Yu Ding. "Factors affecting
employees' knowledge-sharing behaviour in the virtual organisation from the perspectives of
well-being and organisational behaviour." Computers in Human Behavior 64 (2016): 432-448.

8ORGANISATIONAL BEHAVIOUR
Harry should behave properly with him. He was upset with the behaviour of Harry with other
team members. George did not forget his promise at the time of interview. He talked with his
best friend Anna. She said that she faced similar kind of issue.
George was influence by the managers by providing bonus system to him. George would
prove himself by continuously implementing innovative ideas in the project. He should
implement a relationship awareness strategy by targeting other project leaders. He can show his
dedication to providing innovative ideas within the project team. He should show his
commitment to the project. This will be helpful for him to create a long term relationship with
the company. In that case, he will become an influential person within the company.
Decision making
As per the case study, George can choose the rational and emotional strategy. With the
help of this, he can detect the issues faced by him inside the office premises7. With the help of
this decision making strategy, George can reach all the needs of ABC consultancy and provides
an alternative procedure to resolve this issue. Rational strategy helps George to take decision
among different alternatives. George makes use some creativity to improve the decision making
skills.
From the case study, it can be said that referent power is the only way to resolve the issue
faced by George. Already he has the interpersonal relationship skills. It is treated as an aspect of
power. It resolves the issue with the help of collaboration as well as influence. It also helps
George to adjust with the team members as well as the management decision at the time of the
7Coccia, Mario, and Emanuele Cadario. "Organisational (un) learning of public research labs in
turbulent context." Int. J. Innovation and Learning 15, no. 2 (2014): 115-129.

9ORGANISATIONAL BEHAVIOUR
project. He can improve his communication network. It will make him popular within the
company. It also helps him to enhance his self-confidence. George can transfer his power of
motivation into other employees who help the company to enhance their performance and meet
their estimated target.
Conflict
To resolve the issue of conflict between the management and George is to encourage for
providing innovative ideas in the project and neglect the criticism. When the conflict occurs in
between George and Harry, then it can be resolved with the help of several procedures. It can be
improved with the help of the modification of the strategy of communication8. George may use
the Johari model for self-awareness. It helps him to detect the loopholes.
Conclusion
From the provided the case study, it can be concluded that motivation, as well as a
communication network, are the main factors. With the help of the communication network,
George can become very popular in his project team. He should introduce more innovative ideas
in the project team which will be beneficial for the company. The conflicts can be resolved by
using some efficient techniques.
Part-B
B1Group Dynamics
Introducing the model
8Coccia, Mario. "Structure and organisational behaviour of public research institutions under
unstable growth of human resources." Coccia, M.(2014)‘Structure and organisational behaviour
of public research institutions under unstable growth of human resources’, Int. J. Services
Technology and Management 20, no. 4/5 (2015): 6.

10ORGANISATIONAL BEHAVIOUR
Tuckman’s Model of team development
In 1965, Bruce Tuckman introduced this model. The phases are forming, storming,
norming and performing. These strategies are necessary for development of team9. This model
helps a team to face different types of challenges and handling issues. It also performs planning
of the assignments and distributing the outcomes. In case of forming, the team reaches the
opportunities for the company. After that, the team understands the target. Team members are
behaving independently. They feel motivated. The problems are relatively uninformed. The team
members are usually focused on themselves. Mature team members are initiated to provide
appropriate behaviour. It is detected at the initial phase of a project10. In case of storming, this is
a second part of team building. It is used to achieve the belief of each other. A conflict may
occur among the team members. It detects a different hierarchy of status within the team. It
described how to deal with and handled the complaints. Personality constraints must be resolved
before the progress of the team11. Only fifty percent of the studies provide intragroup conflict.
Some team maybe avoid the phase. In case of Norming, it is occurred only when a group is
aware of competition. They are able to share some common target. In case of performing, the
group members take some responsibility. In case of Performing, team members are motivated as
well as knowledgeable. The team members are becoming competent to each other as well as they
are autonomous. In case of adjourning, teams will be reaching as well as experienced. In this
case, a permanent group can be disbanded from a company.
9Couchman, Michael R. "Tuckman's theory of group development in small nonprofit
organizations and group efficacy." PhD diss., Capella University, 2015.
10Galbraith, Diane D., and Fred L. Webb. "Teams that work: Preparing student teams for the
workplace." American Journal of Business Education (AJBE) 6, no. 2 (2013): 223-234.
11Hall, Troy. "Does Cohesion Positively Correlate to Performance in All Stages of a Group's Life
Cycle?." Journal of Organizational Culture, Communications and Conflict 19, no. 1 (2015): 58.

11ORGANISATIONAL BEHAVIOUR
Application of the module to the group work
There were five members in the group. Model applied to my team was forming. With the
help of this model, I involved all the team members into the assignment. My team was moved
from one stage to another. In the team, my role was member of the team. I helped my team
members to clear their doubts. Next stage was norming and performing. I segregated the part of
the assignment according to the interest of every member in the team. In our task, there was no
storming portion because we did not find any difficulty for completion of the task. In this team I
was vocal when it comes to brainstorming session. I had a sufficient experience regarding the
management of the team. I applied that knowledge in this case. I forgot many points regarding
my team and I became angry when team members make some mistakes. These were my negative
points. My main role in the group is that, I was only the think tank of that group.
Assessment as well as Reflection
From the next time, I shall change my methodology of communication. I shall try my
best to make my communication effective as well as clear so that every member of the team can
understand my words. I shall prepare a time schedule and deliver it to my team members. I shall
divide the entire assignment into multiple parts.
B2 Team Roles
Introduction to Team roles
Belbin team roles have nine roles. Among them three are most important. Action and
People Oriented roles are the most important one. As a group leader Frederick would initiate the
group meeting. He tells us the agenda of the meeting. In that meeting each and every member
would share his or her ideas about the assignment.

12ORGANISATIONAL BEHAVIOUR
My role in this project is to provide sufficient answer of some queries from the case
study. I had gathered all the necessary data at the allocated time frame. I finished the assignment
on time. But I faced some difficulties while doing this assignment12. At the time of the project, I
had other projects to be performed. I had to manage time to complete this assignment efficiently.
I had a rush at the end of the project of the team13. I would surely avoid these while doing this
type of project in near future. This situation created a huge amount of stress on my group
members.
I faced some difficulty while making some slides in the presentation. These were not at
all relevant. My group members Jehan, Thuwarakan, Lakshya helped me to fix the problem. The
team work must be like this. This helped us to make the project successful.
After doing this assignment, I learnt that, performing group work is not a matter of joke.
If any group member is unwilling to cooperate with others then it will very difficult to complete
the group assignment. Everyone needs to participate in this type of assignment for making this
successful. All group members should provide some constructive solutions to make the project
successful. As our group members provided excellent solutions, we were able to complete the
assignment in a better manner.
Assessment and reflection
12Heinz, Krystyna. "Multicultural team conflict management." Securitologia 1, no. 19 (2014):
117-128.
13Hall, Troy. "Does Cohesion Positively Correlate to Performance in All Stages of a Group's Life
Cycle?." Journal of Organizational Culture, Communications and Conflict 19, no. 1 (2015): 58.

13ORGANISATIONAL BEHAVIOUR
In this assignment, I have learned how to involve team members into the work. From this
assignment, I have learned how to provide some new ideas to the team members. It will make the
assignment successful.
Conclusion
For concluding, there are five kinds of Tuckman’s Model for developing the team as well
as nine different kinds of Belbin Team roles. For improving me, these nine strategies can be
used. I hope that these two models will help me to reach at the highest peak of success.
References
Austin, George. "Nursing Students And Tuckman's Theory: Building Community Using Cohort
Development." (2013).

14ORGANISATIONAL BEHAVIOUR
Avota, Silvija, Elspeth McFadzean, and Liga Peiseniece. "LINKING PERSONAL AND
ORGANISATIONAL VALUES AND BEHAVIOUR TO CORPORATE SUSTAINABILITY:
A CONCEPTUAL MODEL." Journal of Business Management 10 (2015).
Bell, Simon, and Stephen Morse. "Rich pictures: a means to explore the ‘sustainable mind’?."
Sustainable Development 21, no. 1 (2013): 30-47.
Buchler, Norbou, Claire Genevieve La Fleur, Blaine Hoffman, Prashanth Rajivan, Laura R.
Marusich, and Lewis Lightner. "Cyber teaming and role specialization in a cyber security
defense competition." Frontiers in psychology 9 (2018): 2133.
Christina, Sian, Andrew Dainty, Kevin Daniels, and Patrick Waterson. "How organisational
behaviour and attitudes can impact building energy use in the UK retail environment: a
theoretical framework." Architectural Engineering and Design Management 10, no. 1-2 (2014):
164-179.
Chumg, Hao-Fan, Jonathan Seaton, Louise Cooke, and Wen-Yu Ding. "Factors affecting
employees' knowledge-sharing behaviour in the virtual organisation from the perspectives of
well-being and organisational behaviour." Computers in Human Behavior 64 (2016): 432-448.
Coccia, Mario, and Emanuele Cadario. "Organisational (un) learning of public research labs in
turbulent context." Int. J. Innovation and Learning 15, no. 2 (2014): 115-129.
Coccia, Mario. "Structure and organisational behaviour of public research institutions under
unstable growth of human resources." Coccia, M.(2014)‘Structure and organisational behaviour
of public research institutions under unstable growth of human resources’, Int. J. Services
Technology and Management 20, no. 4/5 (2015): 6.
Couchman, Michael R. "Tuckman's theory of group development in small nonprofit
organizations and group efficacy." PhD diss., Capella University, 2015.

15ORGANISATIONAL BEHAVIOUR
Galbraith, Diane D., and Fred L. Webb. "Teams that work: Preparing student teams for the
workplace." American Journal of Business Education (AJBE) 6, no. 2 (2013): 223-234.
Hall, Troy. "Does Cohesion Positively Correlate to Performance in All Stages of a Group's Life
Cycle?." Journal of Organizational Culture, Communications and Conflict 19, no. 1 (2015): 58.
Heinz, Krystyna. "Multicultural team conflict management." Securitologia 1, no. 19 (2014): 117-
128.
Hyde, Paula, Claire Harris, and Ruth Boaden. "Pro-social organisational behaviour of health care
workers." The International Journal of Human Resource Management 24, no. 16 (2013): 3115-
3130.
Natvig, Deborah, and Nancy L. Stark. "A project team analysis using Tuckman's model of small-
group development." Journal of Nursing Education 55, no. 12 (2016): 675-681.
Owoseni, Adebowale, Olusola Salami, Rossana Twinomurinzi, and Jabu Mtsweni. "Evolving a
new community through Tuckman model and WhatsApp messaging platform." In 2017 IST-
Africa Week Conference (IST-Africa), pp. 1-9. IEEE, 2017
Owoyemi, O., and J. O. Ekwoaba. "Organisational Culture: A Tool for Management to Control,
Motivate and Enhance Employees’ Performance." (2014).
Pelegrini Morita, Plinio, and Catherine Marie Burns. "Trust tokens in team development." Team
Performance Management 20, no. 1/2 (2014): 39-64.
Perry Jr, Emmett E., Dennis F. Karney, and Daniel G. Spencer. "Team establishment of self-
managed work teams: a model from the field." Team Performance Management: An
International Journal 19, no. 1/2 (2013): 87-108.

16ORGANISATIONAL BEHAVIOUR
Seck, Mamadou M., and Lonnie Helton. "Faculty development of a joint MSW program utilizing
Tuckman's model of stages of group development." Social Work with Groups 37, no. 2 (2014):
158-168.
Sullivan, Doreen, Julia Leong, Annie Yee, Daniel Giddens, and Robyn Phillips. "Getting
published: group support for academic librarians." Library Management 34, no. 8/9 (2013): 690-
704.
Toga, Raymond, Daniel A. Khayundi, and Themba Q. Mjoli. "The Impact of Organisational
Commitment and Demographic Variables on Organisational Citizenship Behaviour."
Mediterranean Journal of Social Sciences 5, no. 2 (2014): 643
Xiong, Guangyu, Aping Zhao, Timo R. Nyberg, and Gang Xiong. "Change management on
improvement project for success." In 2016 IEEE International Conference on Service
Operations and Logistics, and Informatics (SOLI), pp. 53-59. IEEE, 2016.
Yardley, Juliette. "Team dynamics: the role it plays in shaping service delivery." Nursing And
Residential Care 16, no. 5 (2014): 284-286.
Zhen, Jie. "Application of Tuckman's Model in the Community Folk Team Management in
Community Education." In 3rd Annual International Conference on Social Science and
Contemporary Humanity Development (SSCHD 2017). Atlantis Press, 2017.

17ORGANISATIONAL BEHAVIOUR