Analysis of Ryanair's Organisational Culture and Performance

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ORGANISATION BEHAVIOUR

INTRODUCTION......................................................................................................................1
TASK 1......................................................................................................................................1
P1, M1 Critically evaluating influence of Ryanair power, culture, politics on team and
individual performance and behaviour...................................................................................1
TASK 2......................................................................................................................................5
P2, M2 Critically analysing how process and content theory of motivation including
motivational methods enable organisation to achieve its goals.............................................5
D1 Critically evaluate the relationship between culture, politics, power and motivation.....7
TASK 3......................................................................................................................................8
P3, M3 Describing what makes an effective team as opposes to an ineffective team...........8
TASK 4....................................................................................................................................11
P4, M4 Applying organisational behaviour philosophies and concepts..............................11
D2 Critically analyse and evaluate the relevance of team development theories to support
the development of dynamic cooperation............................................................................12
CONCLUSION........................................................................................................................13
REFERENCES.........................................................................................................................14

INTRODUCTION
Organisation behaviour can be defined as a study of thinking, feeling and working of an
individual in and around organisation. Organisation behaviour helps to administer
performance, behaviour and emotion of an individual and team working within organisation
system and culture. In this regards, the report will cover influence of Ryanair power, culture,
politics on team and individual performance and behaviour and how process and content
theory of motivation including motivational methods enable organisation to achieve its goals.
In addition, key components that make an effective team as opposes to an ineffective team
will be discussed. Finally, the report will apply organisational behaviour philosophies and
concepts.
TASK 1
P1, M1 Critically evaluating influence of Ryanair power, culture, politics on team and
individual performance and behaviour
Organisation culture: The culture of any organisation can be defined as their norms, beliefs,
values, ideologies, expectations, attitudes, assumptions and philosophies that help to knit
together its objectives shares by employees. Organisation culture in simple words is a bundle
of assumptions, values, norms and beliefs that is shared by its workers.
It is also an idea in business management field or studies that helps to define the attitudes,
experiences, psychology and values of organisation effectively. The organisation culture
decides how its employees will interact with each other at workplace (Varshney, 2018). The
culture also reflect the defined policies in order to provide guidance to workers such as a
direction sense in order to bring them on a common platform to bring effective relationship
goals.
In this regards, Charles handy described organisation culture in four parts such as person,
role, power and task culture.
Power culture: Power culture defines that there are few individuals within organisation who
have power to influence others work throughout business activities. In this culture,
regulations and rules decide what will be happen. Employees complete their work and judged
according to their achievement. It is a strong culture.
Role culture: In role culture, roles and responsibilities are known to organisation which is
based on rules. The position of a person decides the role within organisation structure and
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culture. The involvement of risk is low and decision making process is also slow for this
culture. Individuals have their authorities in which the power derives from positions.
Task culture: Task culture is appropriate for only those organisations where teams are
formed in order to manage the problems and issues regarding projects. In this culture, power
shifts depending on the status and team members of project. This culture is effective within
organisation where the team towards a specific project is identified with the help of
creativity, skills, leadership and personalities. Experts derive the power here.
Person culture: In person culture, employees within organisation see themselves as unique
and superior. In simple words, it can be described as an individual collection by management
who works for the same (Oeij and Vaas, 2016). This is a common culture in which power lies
on professionals, groups and individuals effectively.
The culture of Ryanair: Power culture is maintained by the organisation Ryanair since its
formation. It can be said that the organisation is ran by Tony Ryan in early days. After this,
the new CEO O’Leary attained the central power role. In this regards, a flat structure towards
management is controlled in order to increase organisation rapid growth and development. In
addition, to avoid bureaucracy few aircrafts, pilots and engineers were increased to enhance
the ability of organisation towards their competitors.
The Ryanair culture effectiveness can be assessed from two different perspectives such as its
impact on its stakeholders and organisation. The organisation relied on providing low budget
airline services and followed power culture to become the norm across Europe. This helped
to improve the short break towards a new phenomenon. In this way, the organisation
established itself as the profitable firm in providing low budget airline services across
Europe. However, the strategy of cutting costs impacted its customers and employees as they
were not able to deliver extra services which leads to dissatisfaction in customers (Slack,
Corlett and Morris, 2015). The staff members also got embarrassed which caused high
turnover rate related to customer services and employees positions. In terms of advantage, it
is assessed that the culture helped organisation in growth and opportunities for promotional
activities higher than any other airline services.
Ryanair also becomes the worst organisation in airline services because of its relation with
workers and consumers. It makes it one of the most controversial airline organisations. A lot
of criticism arises in media which affected its reputation. Thus, there is only way to become
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effective in marketplace is to provide quality services to provide satisfaction for both
employees and consumers.
POWER INFLUENCE
Power is an authority provided by management of Ryanair to its top level managers and
leaders to manage and control behaviour, work and performance of employees and
operations. It is very crucial for the managers of organisation to make use of power in raising
profitability and production to improve overall performance of employees (Samantara and
Sharma, 2016). Misuse or negative use of power can affect the productivity, satisfaction in
both employees and customers and profits. Empowerment, position and personal are three
sources of power.
French and Raven’s types of power
French and Raven described types of power such as Coercive power which involves
punishment or threats to affect compliance, Connection power based on the relation of users
with influential person, Reward power based on the capability of a user to affect others by
delivering values, Legitimate power based on the position power of user within
administration, Referent power based on the personal power relations of users with others,
Information power based on user or other needs for information and finally Expert power
based on awareness and skills of users.
There is only a single source of power culture based o organisation hierarchical structure. In
this context, the expert power is used within Ryanair in order to manage operations through
effective skills and knowledge. It can be said that it has both negative and positive impacts on
both organisation and employees such as it is depended on telepathy communication, trust
and personal communication. Employees are also judged by their achievements. The positive
impact can be assessed as delivery of services with low cost within industry.
POLITICS INFLUENCE
It can be described as process of influencing work of others through enhancing and using
power. It has an impact on internal environment of organisation such as staff members,
employees, productivity, management and profits. Politics is associated within Ryanair
culture that that it defused the power based on experts and in interstices. The management
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controls organisation culture in terms of working environment in order to provide value for
money effectively.
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TASK 2
P2, M2 Critically analysing how process and content theory of motivation including
motivational methods enable organisation to achieve its goals
Motivation: Motivation is a process of encouraging people within organisation to achieve
their goals and objectives. It includes both external and internal factors which give energy to
become interested and committed to a job role.
Hence, it is crucial for the Ryanair management to motivate their workers and staff members
to enhance their performances in terms of knowledge, skills, commitment and satisfaction
towards job. This will help both organisation and employees to accomplish their desired goals
and objectives to increase profits and productivity.
Extrinsic and intrinsic motivation
Workers are encouraged by management to earn rewards by engaging in achieving behaviour
from work that is extrinsic motivation. Intrinsic motivation refers to engagement of
employees in behaviour to reward them.
Content theory: The theory defines need of changes within an individual with time. It
includes theories defined by David McClelland, Abraham Maslow and many psychologists
(Moshoeu and Geldenhuys, 2015). According to them human and an individual needs
changes with time and some factors that helps to motivate their behaviour within
organisation.
Process theory: It is an idea or system that helps to describe the changes and development in
an entity. The process theory explains how the attitude and behaviour of an individual
changes or affected by the needs to achieve the goals.
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Comparison between process and content theory
There is a major difference between both theories that the process theory is focused on an
individual behaviour whereas the content theory is focused on an individual desire or needs.
These two theories also provide insight of factors that helps to motivate individuals in order
to act in a positive way for organisation.
Maslow’s Hierarchy theory: Abraham Maslow developed this theory which divides
motivation in human into various categories according the requirements. According to him,
people are motivated by desire of deep psychology for safety, esteem, love and achievement.
For example, effective and safe working environment is important for some people in order
to perform best.
Herzberg two factor theory: Frederick Herzberg developed this theory that splits motivation
into two categories of behaviours (Sharma and Rani, 2017). In this, people are encouraged to
react for both positive and negative ways depending on their environment condition. For
example, a poor hygiene of a co-worker motivates others to stay away.
MASLOW HIERARCHY OF NEEDS
Physiological need: It can be said that an individual or human being has some common and
basic needs working within Ryanair such as sleep, water, shelter and food in order to live in
this competitiveness world. In this regards, management must ensure that these needs are
carried out by them to accomplish the level of motivation within their employees.
Security and safety need: Safety and security needs are one of the essential needs of a human
being working with Ryanair that they must be provided with a safe and secure environment to
work. In addition, safety and security from tactical equipment and heavy machineries
including financial and personal safety must be attained by the management to ensure the
enhanced living standard.
Self-actualisation: It can be defined as a desire of an individual to work with his or her full
potentiality within organisation (Azeez and Genty, 2018). The management is responsible for
providing opportunities to their employees regarding right to have choice of work according
to their knowledge and skills. This helps to satisfy them at each and every level of success
effectively.
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Goal setting theory by Locke
The goal setting theory defines that the management of Ryanair must provide challenging
work to their employees in order to enhance their job commitment level. In this regards,
strategies must be made by them to set goals and objectives for employees in order to
describe the current and future desire of organisation. This will help them to guide towards
their goals and also motivate them to achieve success.
There are still some major problems identified within Ryanair even the employees are
encouraged and motivated by them such as embarrassment, poor consumer rate and
dissatisfaction in employees which is affecting the organisation and enhancing high employee
turnover (Moshoeu and Geldenhuys, 2015). It is assessed that 100 pilots are on a strike
because of the disputes found in seniority, annual arrangement of leaves and transfer of crews
between European and North African bases. This affected 4000 consumers who provided low
rating towards services provided by organisation. In this regards, the union suggested a list of
34 demands including arbitrator.
Motivational methods or techniques such as reward and incentive, providing challenging job,
supportive feedbacks and encouragement to perform better will help Ryanair management to
motivate their employees and workforce to provide quality services. In addition, soft skills
such as goof habits, positive attitude and behaviour, personality traits will also help workers
to provide their valuable contribution within organisation.
D1 Critically evaluate the relationship between culture, politics, power and motivation
It can be said that the organisation power, politics and culture has a major impact on
performance and behaviour of team and an individual working with Ryanair. In this regards,
motivational techniques and theories will help organisation to manage and control
performance and behaviour of teams and individuals. The management is responsible for
reviewing the performance in a timely manner to provide them positive concepts to enhance
quality of work and services. This will help to motivate them and enhance their knowledge,
skills, satisfaction, morale and abilities to achieve success. This will also help organisation to
accomplish loyalty from their customers by providing effective services.
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TASK 3
P3, M3 Describing what makes an effective team as opposes to an ineffective team
In order to achieve desired goals and objectives of Ryanair, there are different teams working
with them such as:
Problem solving teams: In Ryanair project solving team is placed in order to provide
solutions for different project issues. The teams are responsible for managing leaders
collaboratively within various projects through facilitator.
Functional teams: Functional teams within organisation are a group of people working with
organisation with expertise in different management of functions towards a common and
shared objective (Lozano, Ceulemans and Seatter, 2015). The team is placed within business
so that various departments can work effectively and collectively.
Project team: A project team and its members are provided with similar project activities
belong from various functions and groups. The project team is placed at Ryanair in order to
manage and control projects so that the development and improvement can be achieved
towards objectives.
There are some differences between an effective and ineffective team which includes some
characteristics such as in effective team, leaders use situational leadership style, discussions
are made openly and decision-making is effective. It helps every individual working within
team to suggest their opinions and ideas to implement the new strategies towards project
(Balmer and Burghausen, 2015). An ineffective team is lazy towards work and not able to
make open discussion. Effective team helps to resolve disputes and conflicts between
workers and management.
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Team Development theory
The team development model which is also known as group formation model is developed by
Bruce Tuckman in 1965. There are five stages involves in this model that are very useful for
business to make an effective team to complete a project.
Figure 1 Team Development Model by Tuckman
Forming: In this first stage, individuals working within the team have no idea regarding
attitude and behaviour of others; there is a possibility of arising disputes and conflicts
between them
At this stage, team objectives and structure is also not decided because team members try to
know each other.
Storming: In this stage, individuals within team accept the existence of other members but
still unknown of each other behaviours (Team development model, 2017). The disputes and
conflicts regarding leadership remain same here.
Norming: Norming stage is very crucial that here member in the team build relations with
each other to understand behaviour and attitude and formulate team objectives to work
collaboratively. This helps to provide them better understanding of each other so that they
can provide strengthen to structure of group.
Performing: Members within team perform their responsibilities and roles at this stage in
order to understand behaviour of others. In order to accomplish objective of team, they work
together effectively and collaboratively.
Adjourning: This is the last stage where tem member’s response varies. They start to adjourn
and dissolve after completion of the objective of project. In this stage, some remain upbeat
and some tensed because of the loss of their co-workers while completing the objective of
task.
The team development model is very useful for Ryanair in order to implement their new
project plan aligned with objectives (Gonzalez and Ramírez, 2016). This will help to
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complete the task with the help of an effective team to provide satisfaction to both employees
and customers by delivering quality services.
BELBIN’S TYPOLOGY
The typology of Belbin is effective in order to manage the team balance between its
members. It helps to determine their roles within Ryanair. The management is responsible for
determining the weaknesses within their workforce to improve their performances in terms of
knowledge, skills and behaviour. There are nine effective roles of a leader within
organisation described by Belbin which are categorised into four parts such as people, task,
and action and though oriented (Michele, 2018). The role of action oriented members within
firm is to implement strategies for the successful completion of project along with its goals.
HARD and SOFT communication: It is important to have soft communication skills within
organisation such as relationship management, interpersonal skills, personality traits etc.
Hard communication skills refers to typing, reading and reading including management of
software that must be pursued by Ryanair management in order to define the goals and
purpose to employees (Grobler, 2016). These skills are helpful in increasing performance of
employees and solving conflicts between them.
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