This report provides a comprehensive analysis of Ryanair's organisational behaviour, examining its culture, power dynamics, and political behaviour. It explores the influence of organisational culture on staff feelings, behaviour, and performance, and how Ryanair employs different motivational theories, including content and process theories, to achieve its goals. The report also investigates the types of teams operating within Ryanair, the application of Belbin team roles and Tuckman and Jensen's group development model, and the implications of path-goal theory for improving team performance and productivity. The study uses various models and theories such as Handy's model, French and Raven's power model, Maslow's Hierarchy of Needs, and Equity theory to provide a detailed understanding of the airline's internal dynamics and management practices. The report concludes with a summary of findings and recommendations related to organisational behaviour within the context of Ryanair.