This report provides a comprehensive analysis of Ryanair's organizational behavior. It begins by evaluating the company's organizational culture, power dynamics, and political behaviors, and assesses their impact on employee performance, including discussions of Handy's model and French and Raven's power theory. The report then explores motivational strategies for teams and individuals, differentiating between content and process theories, and referencing Maslow's and equity theories. Finally, it examines team development models, including Belbin's team roles, Tuckman's team development model, and the application of path-goal theory within Ryanair's context. The report concludes with a summary of the key findings and recommendations for the airline's organizational practices.