Influence of Culture, Politics, and Power on Siemens' Behavior

This report delves into the organizational behavior of Siemens, examining the influence of culture, politics, and power on employee behavior. It explores motivational theories such as Herzberg's Two-Factor Theory and Vroom's Expectancy Theory, analyzing their application within the company. The report also provides an overview of Siemens' operations and discusses the characteristics of effective and ineffective teams, highlighting factors like conflict resolution, leadership, contribution, and listening skills. The analysis offers insights into the positive and negative impacts of organizational behavior concepts, aiming to understand how Siemens can enhance its operational efficiency and employee engagement. The report emphasizes the importance of aligning ethical standards with company vision and mission, and the need for a systematic approach to power dynamics and resource allocation. The report concludes with a comparison between effective and ineffective teams, providing a framework for understanding and improving team performance within Siemens.

ORGANISATIONAL BEHAVIOUR

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................4
MAIN BODY..................................................................................................................................4
CONCLUSION..............................................................................................................................13

INTRODUCTION
Organizational behavior is the study of people’s behavior in an association environment.
This study includes person’s behavior as an individual, along with its emphasis on the
contribution within a team, group of interaction with response to meet the organization’s
standards (Wagner III and Hollenbeck, 2014). This report will include the influence of culture,
politics and power on the behavior with an explanation of several motivational theories and
techniques like Maslow’s Hierarchy of needs, Hertzberg two factor theory, Adam’s Equity
theory, Vroom’s expectancy theory which accelerate the development and growth of companies
in exponential manner. There will be a discussion about the factors that has an influence on team
members and include about the comparative analysis between the effective team and ineffective
team and their various concepts and philosophies to achieve desired results. Overall, it will give
insights on the positive and negative influence of concepts and philosophies of organizational
behavior.
MAIN BODY
Overview of Siemens Company: It is an automation establishment which is headquartered in
Berlin and Munich. It has been referred as the largest manufacturing company in Europe.
Moreover, their principal divisions in which they have operating from almost more than many
years are the following such as industry, energy and infrastructure etc. Currently, Siemens and its
subsidiaries have employed 372,000 citizens roughly in all over the world and there are reports
of a revenue collection of around €83 billion at the global level in the year 2017 (Van
Knippenberg and Hogg, 2018).
P1. Organization’s culture, politics and power
An organization is standing on the pillars of an environment which includes politics,
culture and use of power for completion of tasks and jobs to be done with the help of group of
individuals for attainment of profitability with enhanced productivity. With respect to this,
culture of workplace symbolizes those principles, values, beliefs and mission of the company
through which diversification of people gets significance and their behavior and attitude gets
highlighted while working with different people from different walks of lives. This has a close

effect on the working practices of the organization which accelerates the performance of people
either in positive or negative manner (Alvesson and Sveningsson, 2015). Moreover, this culture
can outgrow of the regional disparities and conflicts and can shine through by connecting on the
assigned responsibilities and roles. It would support in good team spirit among members at
However, sometimes due to unintentional emotional outbursts such as jealously, insecurity,
anger etc. it might lead to a hostile environment that leads to negative energy at workplace and
affect the team performance.
Organization’s politics can be defined as the strategic execution of efforts and
participation to bring any radical changes in the culture and momentarily power changes at the
workplace. It leads to a wide array of activities that have been attached with the influential zone
to make the workforce work either in democratic or autocratic systems to improve the objectivity
at both organizational and personal levels (Dipboye, 2016). However, this also has its pros and
cons. The pros involve healthy interactions for the overall upliftment of people working in teams
and gaining insights to work in effective mode to complete the tasks with time efficiency. It also
shed light on the dynamics of a workplace which fosters the friendly rivalries. The cons includes
hostility between members of a team leading to animosity and along with, it affects the
reputation of individuals by creating a rift to fulfill their own agendas.
In addition, power is that component that has the most influence on the team unity and
bond with the prime focus on the assessment of the performance management by engagement of
employees’. This is mainly deals with the ability to influence others in the most systematic
approach that lies between the employer-employee relationship and the proper resources
allocation for gaining the maximum amount of outputs in terms of profits, revenues, sales
volume etc. Moreover, there are various types of power that support the delegation of works
through motivation and reward system. However, this might lead to partial treatment among the
taskforce that might impact the productivity of work and organization’s environment as well.
Along with, it hampers the fair and just systematic approach when allocation of roles or
profiles occurs that have an adverse effects on the confidence level which
ultimately make an individual doubt by undermining the capacity to do work.
On the other hand, when in use on legal terms, it nourishes people and the
entire business in exponential growth and development. It provides equal

opportunities to the motivational parameters to resist the intent of a
directive and promoting a personal commitment by ingenuity for better
interpretation with implementation for reaching the road to success.
Nonetheless, together these three components can aid in reaping benefits at heightened
levels when used in the forwarding direction by eradicating the obstacles and issues. All the
business processes must be in compliance to follow the politics approaches by understanding the
nuances of the power with the proper allotment of the positions and roles for smooth running of
all operational activities at Siemens. Along with the same, the most frequent errors
committed by this establishment are that their executives confuse their own
ethical standards with that of the vision and mission. They need to segregate
the orderly compliance with sincere commitment in achieving the ulterior
aim of this enterprise. In this regard, the compliance is the determinant of an
acceptance when directed from an authoritative figure to combat the
repercussions made due to amalgamation of the all the three components
(Driskill, 2018). However, when this compliance is forcefully pushed on the
people then it would inhibit the amiability and friendliness among the
taskforce with respect to the upper management.
P2. Content and process theories of motivation
Hertzberg two factor theory
This is one of the content theories that give insights on the parameters that pave the path
of contentment through motivating factors and hygiene factors. Henceforth, this is also called as
motivation hygiene theory. Alongside, this theory deals with the complete overview of the job
satisfaction as well as outlining the causes for their dissatisfaction in relation to defining the
contextual order.
Herzberg’s five factors of job satisfaction and dissatisfaction
Motivating Factors Hygiene Factors
 Achievement  Working Conditions
 Responsibility  Company Policy And
Administration

 Work Itself  Interpersonal Relationships
 Advancement  Salary
 Recognition  Supervision
In this regard, there are various hygiene factors such as safety, salary, work environment
and more, which infers at the low level of the workplace. It also involves decremented value of
unhappiness, dissatisfaction, low productiveness, hostility and other such emotions in relation to
the job and the associated responsibility. Whereas on the other side, the motivating factors, has
been connected with the incremental value of the fulfillment and motivation abstract in relation
to the job and has laid the foundation of an individual's needs that is required for the self
actualization and own development. Along with this, these parameters has a prominent presence
on the minds of the persons involved in any type of task allocation that affects the effectiveness
of the performance in achievement of goals and objectives in fruitful mode.
This theory has both positive and negative aspects that have influence the overall
application of behavior of people on the whole. This theory brings a linear relationship that puts
interconnectivity between the performance, satisfaction and overall productivity. There is no
understanding for measuring the level of contentment which is mainly dependent on the
situational variables (Miner, 2015). Along with, the reliability quotient is uncertain with giving
significance to the white collar of the establishment. On the other hand, it sheds light on the
humanity nature and concerning attitude to grow an ambience of passion, determination and
guidance to improvise the performance. It also adds about the universal composition based on
the demographics to support and move the research and exploration in a focused approachability
to gain the process’s progression in a non complicated process.
Siemens has used this theory in the most orderly fashion to generate awareness and
vigilance among their employees so that they can follow the self motivating factors by
simplifying their needs and prioritizing the jobs at hand.

Figure 1. Hertzberg's Theory
(Source: Herzberg’s Two-Factor Theory, 2018)
Vroom’s Expectancy Theory:
This is among few of the process theories that have significance in the integrated
framework of motivation, organizational behavior and the complete comprehension of equity and
reinforcement of needs, requirements and expectations of an individual from the workplace. It
also highlighted the imperative role of following the ethical standards that have been acted as the
catalyst to describe the actions and attitude of people working in an intensive outlook of the
corporate working culture (Pinder, 2014). Here, the main objective is the fulfillment of one’s
expectations through voluntary actions that arrived from the alternative forms to attain the
respective results.
Moreover, it comprises of three important parameters such as the following:
Expectancy – It is based on a person’s faith and principle that forms the success path through
hard work, sincerity and motivation to lay an understanding among the employees’ background
for better performance. Hereafter, it includes the appraisal of one’s assurance in reaching the

heights of success by employing self-efficacy with concentration on using the definite abilities of
an individual in an internal environment of business.
Instrumentality – This is connected with the person’s faith about a correlation between
commotion and ambitious goals at an organizational context
Valence – It is defined as the degree to which a person can be made valuable through use of
several reward systems, both intrinsic and extrinsic for gaining the outcomes effectively and
efficiently. This focuses on the generic form of performance at mediocre level to achieve the
objectives, goals and aim.
Figure 2. Vroom's Expectancy Theory
(Source: Vroom’s Expectancy Theory, 2018)
As per this theory, Vroom defined these three mechanisms together by multiplying
expectancy, instrumentality and valence together for the determination of motivation. This refers
if any of them comes as zero then it will affect the motivation as zero only. Therefore, there will
be no connectivity between attempt and presentation with inference of zero expectancy affecting
the entire growth. Whereas, when it has been perceived as the association between presentation
and remuneration/incentive then it would refer as zero instrumentality. Lastly, the one who has
imbibed no value in relation to the anticipated outcomes, then the reward will be conferred as
zero valences.

This theory has many advantages and disadvantages in context to the organizational
motivation. In this regard, the cons are listed as employees’ expectations can be boosted through
incentives, appraisals etc. along with it bridges the communication gaps by delivering the
conceptual assembly of goals in suitable order. Additionally, it laid a solid understanding of the
principles for effective team works for achievement of goals appropriately (Gelfand and et.al.,
2017). Whereas the cons involves the need of active participation from managers and leaders to
make the employees realize the assessment and importance, lack of understanding regarding
team members expectancy rate and many more.
Siemens has adopted this theory in the most accomplished manner by
incorporating various facets that motivated their current taskforce with encouragement and
motivation to fulfill their expectations in better modes.
P3. Describe effective team as opposed to an ineffective team in Siemens
BASIS EFFECTIVE TEAM INEFFECTIVE TEAM
Conflict resolution In disagreement situation, members
of the group are comfortable with s
no signs of conflict.
Here, the disagreements are
not handled effectively by the
group and might get
concealed by the presence of
a leader, that leads to
discomfort an uneasiness
Leadership No leader only guide or mentor to
show the oath for completion of
tasks in proper manner
Presence of leader makes the
domineering behavior
affecting the environment in
negative way (Meyer, 2018)
Contribution It includes discussion by equal
contribution
Here few might dominate the
discussion
Listening skills All members listen to each other and
are adaptable to each idea
People do not really listen to
each other by ignoring the
ideas
Therefore, it is highly evident that Effective team leads to a transformational style of
leadership and maintains the employees’ engagement in leaps and bound through consistency

and persistence of team working spirit and overall participation in equal order (Effelsberg and
Solga, 2015). Effective team leads to open discussion in a positive light by encouraging in giving
their opinions on which they might not agree and always promote a healthy argument that paves
the attention on introduction of innovation and creativity by following notions and new ideas
before reaching to any agreement.
Moreover, this leads to an array of roles for effective team formation that paved
the path of success and financial gains through commercialization of Siemens designers’ ideas
and perceptions. The sheer size of investment depends on the scalability and feasibility of
research programs that are particularly segmented for pure commercial gimmicks. If all
employees would work in unity, it led to cost effectiveness and time efficiency, affecting the
expenses on the production phase. This automatically helps Siemens administration to improve
their other departments by emergence of technologies and its timely implementation for
exceptional capacities for combating competition at global map.
In regard to analyze the relevancy between the team and group development for
supporting the development of dynamic co-operation, the Kolbe’s cyclic learning theory has
been employed. It is one of the most effective models which has four stages of concrete
experience, reflective observation, abstract conceptualization and lastly, active experimentation.
Here, the employees must have proper encounters with respect to new or existing experience for
understanding the importance of involved inconsistencies prevailed in the situational experience.
Along with, the conceptual framework has an effect in reflective viewpoint to modify or given
new perception for better implementation of the abstract notion (Robbins. and Judge,2014).
Lastly, the organization or individuals must be able to use this experience vividly in their future
for the entire progression of developmental progression.

Figure 3. Stages of Kolbe’ Learning Cycle
(Source: McLeod, 2017)
P4. Path Goal Theory of leadership styles within Siemens
The Path Goal theory encompasses on the styles of different leaders that is in
complementary state with accordance to their members, employees and assist in the eradication
of all the problems, shortcomings and issues for successful implementation of task-oriented
approachability quotients that matches with the adoption of Transformational type of leadership.
In this type of leadership, the effective leaders of Siemens give their employees a podium to
excel and fly as well through innovations and risk management, so that they must follow to
achieve their goals. This direction form removes all the pitfalls and encouraged with showing
support towards their employees in achieving their goals.
In this transformational leadership style, the leader knows exactly what must be done,
how tasks must be performed and what the deadline is. This means giving clear guiding
principles to follow and execute by optimizing the available resources, equipment while
maintaining the quality and standards with regard to the processes (Zyphur, Zammuto and
Zhang, 2016). Furthermore, it involves close supervision. Consequently, this management style
is more suitable when the taskforce is inexperienced and needs guidance to be checked on
regular basis.

Figure 4. Statistics of Siemens
(Source: Amalang, 2018)
To sum up by using the path goal theory along with the implementation an effective
team, it has been clearly indicated that a shared belief in context to the fulfillment of aims and
objectives of an organization like Siemens is a necessity to gain the revenue, sales volume and
profits generation. Along with this, there are few factors that has assisted in aiding the promotion
of employment of an effective teamwork within Siemens are; members being committed to team,
staff acceptance of rules and regulations that governs the organization, free flow of information
due to the leadership style practiced, clear targets and clear communication among team
members. Nonetheless, there is also a motivated workforce within Siemens that works towards
the maintenance of the environment both internally and externally with enhanced effectiveness
through using the directive leadership style for harnessing the effective teamwork to flourish at

both local and global levels by involving their staffs worldwide together to willingly work by
constant making progression through taking small but steadfast steps by themselves.
CONCLUSION
It has been summarized that Siemens case study of Organizational Behavior has
discussed the various factors enabling a better relationship between this organization and their
people, in terms of individual, group and the organization as a whole. It also emphasized on the
contribution of people as an individual and in a group in different aspects of their actions.
Moreover, it shed light on different of aspects of cultural and political behavior, along with a
demonstration of theories of motivational techniques that had an influence to obtain the desired
results. Lastly, this also explained the role and responsibility of an individual to adhere to the
organization’s behavioral standards to analyze the effective and efficient management.

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