Organisational Behaviour and Team Dynamics: Case Study of 1Spatial plc

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ORGANISATIONAL BEHAVIOUR

Table of Contents
INTRODUCTION............................................................................................................................. 3
LO1.................................................................................................................................................4
P1&M1 INFLUENCE OF POWER, POLITICS AND CULTURE IN AN ORGANIZATIONAL CONTEXT..4
LO2............................................................................................................................................... 11
P2&M2 MOTIVATIONAL THEORIES TO MOTIVATE THE EMPLOYEES.......................................11
LO3............................................................................................................................................... 16
P3 WHAT MAKES AN EFFECTIVE TEAM AS OPPOSED TO AN INEFFECTIVE TEAM....................16
M3 ANALYSE RELEVANT TEAM AND GROUP DEVELOPMENT THEORIES TO SUPPORT THE
DEVELOPMENT OF DYNAMIC COOPERATION..........................................................................17
LO4............................................................................................................................................... 20
P4&M4 APPLYING CONCEPTS AND PHILOSOPHIES OF ORGANISATIONAL BEHAVIOUR TO A
GIVEN BUSINESS SITUATION....................................................................................................20
CONCLUSION............................................................................................................................... 22
REFERENCES.................................................................................................................................23
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List of Figures
Figure 1: Company Logo................................................................................................................ 5
Figure 2: Handy’s Culture Theory...................................................................................................6
Figure 3: Power culture..................................................................................................................7
Figure 4: Role Culture.....................................................................................................................7
Figure 5: Task culture.....................................................................................................................8
Figure 6: Person Culture.................................................................................................................8
Figure 7: Maslow’s pyramid of need............................................................................................14
Figure 8: 2 Factor theory..............................................................................................................14
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INTRODUCTION
In an organizational context, it is important to analyse the organizational behaviour and the
different aspects affecting the organizational behaviour in order to amend the required changes
in the organization for the betterment of the organization and to achieve the ultimate goal of
the organization (Robbins et al., 2013). The behaviour of the employees in an organization
towards each other which affects the operations of the organization is termed as the
organizational behaviour. In this report, the different aspects of the organizational behaviour of
the 1Spatial plc which is a computer software firm with the turnover of 10M to 20M GBP will be
studied. The study of the organizational behaviour of the organization will provide the effect of
the internal environment of the organization on its operations. Along with that, the study of
this report will enable the learner to take effective and required steps for the betterment of the
organization’s operations.
Figure 1: Company Logo
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LO1
P1&M1 INFLUENCE OF POWER, POLITICS AND CULTURE IN AN
ORGANIZATIONAL CONTEXT
Influence of culture
In an organizational context, the culture can be defined as the attitude, assumptions, principles
and ways through which the employees work together to contribute to the social and
psychological environment of the organization (Shiu and Yu, 2010).
Classification of culture:
Handy culture theory
Figure 2: Handy’s Culture Theory
Source: [tutor2u, 2018]
Power culture
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Figure 3: Power culture
Source: [tutor2u, 2018]
This is the kind of culture in which the power is distributed only to decided dignitaries of the
organization and all the employees of the organization are handled by these people (Mihaela
and Bratianu, 2012).
Role culture
Figure 4: Role Culture
Source: [tutor2u, 2018]
In a role culture, the organization tread forwards with a set of rules and the distribution of
power is based on the role played by the employees of the organization and the position of the
employees (Mihaela and Bratianu, 2012).
Task culture
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Figure 5: Task culture
Source: [tutor2u, 2018]
The task culture follows the team formation and the power is distributed based on the
expertise of the employees (Mihaela and Bratianu, 2012). The Task culture is followed in
1Spatial as the organization is a software firm and the power is assigned to the person with the
expertise in the software field.
Person culture
Figure 6: Person Culture
Source: [tutor2u, 2018]
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The person culture is the one in which the individuals think of themselves to be superior. It is
ineffective as the organization, in this case, is only a firm where the employees work for the
organization without strategy and planning (Mihaela and Bratianu, 2012).
Importance of cultural difference awareness:
Hofstede’s dimension of culture
The importance of cultural difference awareness can be understood from the Hofstede’s
dimensions of culture which are stated and explained below:
Power Distance Index (high versus low) – This shows about the degree of acceptance of the
distribution of power among the people with power and people without power. High PDI
indicates the acceptance of unequal behaviour in society or organizational context. On the
other hand low, PDI indicates the opposite (Hofstede, 2011).
Individualism versus Collectivism – This is the culture where the high IDV means the
acceptance of the weak interpersonal connection while the low IDV means the people have a
strong interpersonal connection (Hofstede, 2011).
Masculinity versus Femininity – This deals with the distribution of power between men and
women. The high MAS refers to the rise in the ego of people while low MAS refers to the well
established and equal relationship among the employees of the organization (Hofstede, 2011).
Uncertainty Avoidance Index (high versus low) – This is the culture where the high UAI means
the controllable and predictable life of the people while low UAI means the people are relaxed
and do not predict and leave the decisions on fate (Hofstede, 2011).
The rise of globalization and its effect on organizations' culture in the 21st century
The 21st century is the era of digitalization as each and every possible thing now has been
digitalized. The identity of people nowadays can be stored digitally on the internet. This proves
the effect of technology on organizations' culture. Along with that, globalization is causing the
effect of technology equally all over the world. The globalization and technology have improved
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the organizational culture in the 21st century as the development of technology opened the
door for the development of the organisations' operations.
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Influence of politics
In an organizational context, politics is the factor which affects the organizational decisions
personally and combined on the structure of the organization. The use of power in making
decisions for the benefit of the self or the organization is termed as the politics in an
organizational context (Reisch and Jani, 2012) The employees of the 1spatial do politics for the
fulfilment of the organizational agenda and objectives which is good in terms of organizational
development as the development of the organization is the main motto of the employees of the
organization.
Influence of Power
Power can be termed as the authority which is provided only to a few members of an
organization for making effective decisions for the employees of the organization and for the
development of the organization (Raven, 2017).
TYPES OF POWER OF FRENCH AND RAVEN
Legitimate – When the person in an organizational context demands for any specific thing or
process from others is termed as legitimate power as this power is provided to the individual by
the organization (Raven, 2017).
Reward – The power to encourage the employees of the organization by providing them with
the awards and rewards is termed as the power of reward (Raven, 2017).
Expert – When an individual can make decisions on behalf of the organization due to his/her
expertise in a particular field is termed expert power (Raven, 2017).
Referent– This is the power which is possessed by an individual due to his/her charismatic
personality with which he/she can influence the others is termed as referent power. Generally,
celebrities have such kind of power (Raven, 2017).
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Coercive – The power by virtue of which the higher dignitaries of an organization orders the
lower grade employees and the employees have to obey the dignitaries is termed as coercive
power (Raven, 2017).
Informational– This is the power in which an individual has the right to make decisions as
he/she has useful information which can benefit the organization is termed as informational
power.
Influence of power, culture and politics on the operations of 1spatial plc
As the HR manager of the organization, the use of power, culture and politics can be done
effectively for the strengthening of the operation of the organization. Since the organization is a
software development firm the use of task culture for the effective conduction of operations
can be carried out (Raven, 2017). Along with that, the rewards power can be used for the
motivation of the employees in order to increase the efficiency of the employees thereby
increasing the productivity of the organization.
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LO2
P2&M2 MOTIVATIONAL THEORIES TO MOTIVATE THE EMPLOYEES
Motivational theories:
Extrinsic motivation
In an organizational context, the extrinsic motivation can be termed as the process where the
employees are motivated to practice the actions or behaviour in order to avoid punishment or
unwanted behaviour from the higher dignitaries. For example, in order to save the job or to
gain the advantage in promotional context is termed as the reason or the drivers of extrinsic
motivation (Tan and Waheed, 2011).
Intrinsic motivation
When the employees of an organization exceed their working limit for the sake of their own
will, the process is termed as intrinsic motivation. For example, the employees of 1Spatial plc
push their limit of efficiency in order to become able to apply enhanced logic in computer
programming can be termed as the driver of intrinsic motivation ((Tan and Waheed, 2011).
Content theories and theorists
Content theories of motivation are those in which the analysis is based on the reason why the
human being needs changes and how those changes can be made for motivational purposes.
The content theories of motivation such as Maslow's theory of needs and Herzberg's theory of
2 factors are stated and explained below:
Maslow hierarchy of needs
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