This report delves into the organizational behavior of Ryanair, examining its culture through the lens of Handy's typology, specifically focusing on the task culture adopted by the airline. It explores the nature of power within Ryanair, analyzing French and Raven's power bases, including reward, coercive, legitimate, referent, and expert power, and how these influence employee behavior. The report also investigates the political behavior of Ryanair's managers, highlighting their use of modernization and democratization theories to enhance political skills. Furthermore, it evaluates content and process theories of motivation, such as Maslow's Hierarchy of Needs, and discusses how these theories can be applied to improve employee satisfaction and performance. The report also analyzes team theories, including Belbin's team roles and Tuckman and Jensen's group development model. Finally, it analyzes how path-goal theory and understanding resistance to change can enhance performance and productivity within Ryanair, offering recommendations for improvement.