Organizational Behavior Report: Culture, Politics, and Performance

This report provides a comprehensive analysis of organizational behavior, exploring the influence of organizational culture, politics, and power on individual and team performance. It examines different types of organizational culture (power, task, person, and role) and the impact of both positional and personal power dynamics within an organization. The report further evaluates the difference between effective and ineffective teams, referencing Tuckman's five-stage model of team development. It also discusses the application of concepts and philosophies of organizational behavior within an organizational context, offering insights into how organizations like Richer Sounds can foster positive team dynamics, enhance employee motivation, and achieve their goals. The analysis includes the benefits of good organizational politics and the detriments of bad politics, along with Chanlat’s characteristics for recruitment, and it highlights strategies for building cohesive and high-performing teams.

Organizational Behaviour

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
Part-I................................................................................................................................................3
Organisation culture, politics and power and its influence on individual and team behaviour
and performance..........................................................................................................................3
PART-II...........................................................................................................................................6
Effective team different from ineffective team...........................................................................6
Concepts and philosophies of organisational behaviour within organisational context..............8
CONCLUSION..............................................................................................................................10
REFERENCES................................................................................................................................1

INTRODUCTION
Organisational Behaviour is the study in the organisation of human behaviour of
both individual or group performance. The study includes human behaviour and its impact on
performance, motivation, communication etc. It shows organisation-people relationship. Also
focus on building relationships through organisational behaviour, social behaviour and human
behaviour. Richer sounds are founded by Julian Richer in 1978 opened his first store on London
Bridge. It is a retailer company dealing in home entertainment like home cinema systems, TV etc
having 52 stores nationwide and online. This report will discuss about organisation’s culture,
politics and power and how they influence team and individual behaviour. Further it will
evaluate content and process theories of motivation and its techniques and enable effective
achievements of goals and state that how effective team is different from ineffective team. The
study will also apply concepts and philosophies of organisational behaviour in organisational
context and give business situation.
Part-I
Organisation culture, politics and power and its influence on individual and team behaviour and
performance.
Organisation culture-
It means behaviour of individual within the organisation. It includes beliefs,
values, assumptions etc. There are four types of culture which are-
Power culture- It means power lies within few people in the organisation, which are also
considered the important people in organisation. Rules and regulations are limited in Richer
sounds. Decision making is done by those who is having power with them. Individual
performance is only considered, ignoring how things are done by them. Mainly quick decision-
making is there without bothering that those decisions are best for long run or not. Team
members should follow what superior says without asking about their opinions. In such culture
managers sometimes become partial with someone because managers have special privileges
here and have the right to delegate responsibilities to others.

Task culture- In this, teams is form in the organisation to achieve specific task or projects. Task
culture is very important power can shift depending on the project and team members, so power
remain with that individual who is having expertise. Single person will not take decisions in
Richer sounds. Different teams may have different objectives (Griffin and et.al., 2020). Here
individuals also share their ideas and opinions and specializations can be acquired. Normally
four to five members are there in a team. Equal contribution is there by the team members to
accomplish task efficiently and effectively. Dynamic team will carry task culture effectively.
Person culture- In person culture employees get more importance than the organisation.
Individual feels that they are superior as compare to organisation. It is just the collection of
individuals which work for the same organisation. Here individuals are self-centred,
concentrating on their goals only and not on organisation goals. In this type of culture generally
organisation suffers. Team goals are also not achieved because every individual is focused on
themselves. Employees are not attached to the organisation and comes to the office only for
money rather organisation should be on first over everything should come later (Chumg and
et.al., 2016).
Role culture- It is a culture in which individual get roles and responsibilities based on interest,
specializations, educational qualifications, calibre etc so that he can give best results. In Richer
sounds employee will see what they can do to serve best to the organisation and accepts every
challenge. Individual is responsible for their work and ownership of that work is given to them.
Here power is associated with the responsibility. Authority is delegated by the superiors. Team
goals can suffer because decision-making is slow and organisation takes less risk. Following
hierarchy chain. Power comes with the position, sometimes it lacks expert power.
Organisational Power- Organisational power is that ability where superior or managers gives
tasks to the subordinates and make sure that task is done. Two forms of power are-
1. Positional Power which includes-
Legitimate power- This power can be unstable and unpredictable. Generally, CEO and higher
authority have this power. If the position is lost by any individual than this power disappears
from them because here power comes with the position (Kitchin, 2017). Employee’s views and
opinions are not entertained. In the team’s subordinates should follow the team leader without

questioning, resulting lack of innovation. Power flows in a hierarchy from top to bottom.
Punishment or reward is given to the employees depending on their work.
Reward power- In this power rewards are given to the employees in the form of appraisal,
promotions, training opportunity etc. When managers give rewards to subordinates than they are
highly motivated to complete the task which is assigned to them. In Richer sounds Smooth team
work is there because everyone wants to complete the task on time and receive the reward. This
comes with a drawback also sometimes superior don’t have the power to give any monetary
reward or managers can’t control the promotions.
Coercive power- This power is reverse to reward power. Punishments and threats are used in
coercive power. Superior builds fear in the mind of subordinates that they will fire or demoted if
they will not complete the work which is assign to them. Lack of freedom, individual views and
ideas are not considered, only they are forced to do the work given (Verma and Mohapatra,
2020). If this power is practiced so much than employee can leave the organisation. In team’s
employee are also focused on completion of task rather than innovation.
2. Personal Power which includes-
Expert power- It is the power which comes with expertise, knowledge and experience. When an
individual has the skill, that he understands the situations, have solutions than people trust, listen
and respect him. In Richer sounds Subordinates also trust their team leaders with expert power.
When individual have expertise than his ideas are valued, respect and one can become leader of
that field. Resulting increase in the confidence level and can improve leadership skills. Expert
power helps the organisation to achieve the objectives.
Referent power- Referent power is the power which comes out automatically from leader’s
image, background, personality, charisma etc. E.g. of referent powers are the celebrities.
Individual who is having referent power influence others a lot and everybody in the organisation
want to be around such people. This power comes with the responsibility; no efforts are required
to achieve such power. In richer sounds team leader adopt both referent and expertise power to
achieve the goals. Team members also listen to such leader who is having referent power.
Organisational Politics- This includes use of power in the organisation. It is the activity of self-
serving. Personal interests are priority over organisation interests.
Good politics- Good politics are necessary in the decision-making process and to achieve the
goal of the organization. Richer sounds managers are practicing good politics in the organisation

by taking management training, reading or just by observing (Maio and et.al., 2020). Ignoring
politics will not help any organisation. Individual performance also improves if he is getting
healthy environment in the organisation. Richer sounds follows a process which says good
performance comes with the good organisation and good organisation comes with good politics.
This kind of politics often brings morale, innovation and performance. If politics are good than
each team member get motivated to achieve the organisation objectives. Effective politics are
very necessary which says that it is not about winning but to maintain relationships to achieve
success. Although politics are always considered negative but it is not individual should be
aware about its potential (Lyskova, 2019). Organisational politics also arise from resources
which are limited in the organisation, individuals or teams can have problem that how these
resources are allocated. Providing good feedback by the Richer sounds managers can reduce
organisation politics, increasing employee morale and performance. Healthy politics can help the
organisation to work better.
Bad politics- Bad politics arise if managers become partial with employees. Sometimes
favouritism can lead to bad politics. Lack of resources in the decision-making process can also
show negative side of politics. Unhealthy politics of the organisation can only benefit few
individuals of the organisation despite of the whole. It might can affect the information flow
which is bad for any organisation. Employees who are engage in office politics can circulate
wrong information to other employees. Bad politics can also affect the goodwill and reputation
of the company. Employee’s concentration towards their work are also affected. Hence
employees focus shifts and mistakes are made. Employees attention got divided as a result
minimize in the productivity of the company. In organisations, individual who is having power
or at higher position generally threaten teams by giving punishment.
Chanlat’s characteristics:
Chanlat’s model is divided into 3 which are personal, structural and decisional. In the
recruitment process in the Richer sounds it is considered that employee should have such skills
and knowledge which can be use in the power behaviour in the future. Personal features is the
feature of the workforce. It is the human nature to get involved in the political behaviour.
structure includes creating policies which helps in the decision making.

PART-II
Effective team different from ineffective team
Effective team is that in which tasks are accepted and achieved by the members to
accomplish goals whereas ineffective teams are those where tasks are not understand by the
groups and goals are also not achieved. Tuckman’s five stage Team Development Model-
Forming- It is the first stage of team development. In this, every team member tries to
understand each other’s behaviour. Leaders play important role at this stage. So, dependence on
leaders is high, for direction. Expectations of every member are also considered. Everyone is
polite and wants to create good impression and excited about the task. This is the e.g. of what
effective team follows, Richer sounds also follow these steps to achieve their organisational
goals. It lasts only for small time. Individual responsibilities are not clear. Fixed process is not
followed and leaders receive lot of questions about the team objective’s and purpose. Members
are tolerant here.
Storming- This stage can lead to team failure because team members compete for leadership,
status and control in the group. It starts when conflicts arise between team members regarding
work, inter-personal conflicts also arise. It says that people can work differently, according to
them but different working styles should not cause any problem. Here, there are chances that
ineffective teams can be formed. Although members try to solve working related issues or issues
related to individual roles in the group. Members do not agree in decision making. Struggles
regarding power are often saw here. Despite of many problem focus of team should be on goals
only, ignoring emotional issues for some time. To achieve the progress compromises are
required (Andrade, 2019).
Norming- Cohesive manner are chosen by the members. Conflicts are solved and balance is
maintained. Group goals are achieved by developing consensus and group norms. Cooperation is
developed by the team members and ineffective team try to convert into effective team.
Differences are resolve here and respect for colleagues are developed. Now team members
socialize with each other, ask each other for help and give feedback. Team goal become priority
here and progress started. Responsibilities are clear and are accepted. Small decisions are often
delegated to small teams but big decisions are taken by complete group. Unity among team is
strong. Fun and social activities are organised by the team. Particular working style is followed

by every member. Respect for leaders and leader carries all the responsibilities effectively and
efficiently.
Performing- This is the stage where efforts for the performance are made so that organisation’s
objectives can be achieved. Improved coordination is there and focuses on resolving conflicts.
Trust established and everyone started trusting on each other and gives their full cooperation to
achieve the goal. Leaders delegate their work and concentrate in the development of team
members. Strategic awareness is also increased in the team maintaining full clarity. Team is
independent and interference of leaders is not there. Autonomy degree is high. Team work
together to achieve the goals. Instructions are not required by the teams. They started caring for
each other. Tasks and projects are delegated by the leaders. Team positively solve any
disagreements and necessary changes are made.
Adjourning- This is the last step. It means that the breaking of team happens because team’s
purpose or task is achieved so now there is no use of team so it is called adjournment. Teams
exist only for fixed period than it lapses after goal is achieved. Team achievements are celebrated
here. Teams are adjourned so individual members are reassigned new teams (Chopra, 2018).
Proper resources make an effective team. In ineffective team leadership structure is not good
which lead to team failure. Effective team have trust on each other but not in ineffective team. In
effective team members are have skills and ability to do the task but not in ineffective team.
Roles are clear in effective team. In ineffective team employees are not aware about the task.
Conflicts solved in effective team and not in ineffective team.
Concepts and philosophies of organisational behaviour within organisational context
Organisational behaviour depends on nature of organisation and nature of people. Concepts of
organisational behaviour are-
Individual differences- Every individual is different from each other. Every individual is unique
and everyone’s personal experience is also different. Managers at Richer sounds have discussion
with every individual in the organisation to listen about their views and opinions, so that
company can bring innovation.
Perception- Every individual is having different perception regarding any task given to them. It
is the ability to observe. Perception can also connect with experience. Motivation is the factor
which also influences individual perception, which can be in a negative or positive way. Reward

strategies of the organisation changed the perception of employees towards management.
Different personalities, needs and social surroundings also differ in the perception.
A whole person- It consider both personal and professional life which cannot be separated both
will go hand in hand. So, manager should consider individual as a whole person to which
emotional and physical conditions are attached.
Motivated Behaviour- Employee performs good in the organisation to fulfil the personal needs.
Motivation is necessary to serve quality of work.
Desire for involvement- Richer sounds make sure that they involve everyone in the decision-
making process by taking their views and opinions (Quelhas and et.al., 2019). It can bring
mutual benefit, which means mutual understanding between employees and organisation.
Value of person- Richer sounds makes sure that they value their employees. Employees also
want that company should value them and do not consider them as economic tool. They should
be treated with respect. Employees should not be treated as commodity rather good working
environment should be provided.
Human Dignity- Every individual should be treated with dignity in the organisation. Fair
remuneration, job security and training to the employees should provide to every employee and
should also include in the decision-making process.
Social system- Just like individual have social needs, organisation also have social roles. The
behaviour of organisation is affected by the groups or individual. Informal social system and
formal social system both exists in the organisation. Informal system develops naturally from
friendship whereas formal system is created deliberately. Individual and an organisation both
work for a common goal.
Holistic concept- This concept show people-organisation relationships regarding whole, group,
organisation or social groups (Hendriks, 2016). Problems are analysed total rather than
individual.
Contingency theory:
It shows the personality of leadership and the situation. It believes that leader and their members
relations should be loyal and based on trust.
Barriers to effective behaviour:
Lack of trust, conflicts, lack of skills and knowledge among team members, influence over the
decisions etc. Richer sounds takes measures to solve these barriers.

Situational resistance:
It is the resistance of the employees in which the behaviour of them challenge the leader to beat
the competition. Online shopping can add advantage to the company because in this covid
situation cosumer are buying online only.
Social capital theory:
It is the relationship development which contribute in the production of goods. Bonding,
bridging and linking are the social capital.
Path Goal Theory- This theory shows leadership style and behaviour, which is best for the
employee and organisation, so that goal can be achieved. It is based on Vroom’s expectancy
theory. Steps followed in this theory are-
Determining employee’s and environmental characteristics- leader should know their employees
well so that they can motivate them. Employee should also tell leader about their needs, desires
etc. Leaders should help employees to come out from the obstacles.
Selection of leadership style- Out of four leader styles, one can be selected, which are directive,
supportive, participative and achievement.
Focusing on motivational factors- leaders should motivate employees in such a manner that
organisational goals can be achieved.
Resistance to change is inevitable. Company should adapt change to be successful.
CONCLUSION
Through this report it is concluded that motivation and organisational
behaviour both are important for the organisation. In Richer sounds positive culture is there in
the organisation which creates positive behaviour for teams and individuals. Organisational
power and politics also have an impact on behaviour of the performance of individuals and
teams. Content and process theories of motivation are also used to observe the company. It is
identified that effective team is very important for the company to reach towards goals.
Company also take efforts to remove any ineffective team from the organisation. Concepts and
philosophies of organisational behaviour are also identified.

REFERENCES
Books and journals
Andrade, M.S., 2019. ePortfolios and Online Learning: Applying Concepts of Organizational
Behavior. International Journal of E-Learning & Distance Education. 34(1). pp.1-15.
Chopra, K.N., 2018. Technical Analysis and Overview of the Concepts of Organizational studies
with special Emphasis on Behavior, Theory, and Ecology. Journal of Organizational
Psychology, 18(2).
Chumg, H.F. and et.al., 2016. Factors affecting employees' knowledge-sharing behaviour in the
virtual organisation from the perspectives of well-being and organisational
behaviour. Computers in Human Behavior 64. pp.432-448.
Griffin, R.W. and et.al., 2020. Organisational Behaviour: Engaging People and Organisations.
Cengage AU.
Hendriks, M., 2016. Organizational reputation, organizational attractiveness and employer
branding: clarifying the concepts (Master's thesis, University of Twente).
Kitchin, D., 2017. An introduction to organisational behaviour for managers and engineers: A
group and multicultural approach. Routledge.
Lyskova, I., 2019, April. Conceptual Basis of the Formation of Organizational Behavior Quality
in the Condition of Knowledge Economy. In 3rd International Conference on Culture,
Education and Economic Development of Modern Society (ICCESE 2019). Atlantis
Press.
Maio, G.R. and et.al., 2020. Setting the foundations for theoretical progress toward
understanding the role of values in organisational behaviour: Commentary on “Values
at work: The impact of personal values in organisations” by Arieli, Sagiv, and
Roccas. Applied Psychology. 69(2). pp.284-290.
Quelhas, A.D. and et.al., 2019. Model to measure adherence of culture, climate, and
organizational behavior in a construction company. Journal of Management in
Engineering. 35(4). p.05019003.
Verma, P. and Mohapatra, S., 2020. Strong Identification, Weak Ideology, Organisational
Culture or All: Unethical Pro-Organisational Behaviour in India. In War, Peace and
Organizational Ethics. Emerald Publishing Limited.
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