Analysis of Ryanair's Organisational Culture and Power Dynamics

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ORGANISATIONAL BEHAVIOUR

Table of Contents
Introduction......................................................................................................................................3
Task 1...............................................................................................................................................3
LO1: Analysis of influence of politics, culture and power on the behaviour of individuals within
the organisations..............................................................................................................................3
Evaluation and development of team behaviour and performance and the influence of culture,
powers and politics on the organisation [P1] [D1]......................................................................3
Development of individual team behaviour through application of culture, power and politics
in an organisation [M1]................................................................................................................6
Task 2...............................................................................................................................................7
LO2: Evaluation of the processes of motivation in order to develop performance of individuals..7
Effective achievement of goals in the organizational context with proper application of process
and content theories [P2] [D1].....................................................................................................7
Evaluation of the influence of behaviours through application of various theories and models
of motivation [M2].......................................................................................................................8
Task 3...............................................................................................................................................9
LO3: Demonstration of cooperating effectively with others in an organisation.............................9
Difference between and effective team and ineffective team [P3] [D2]......................................9
a) Different types of Teams that operate within Ryanair.............................................................9
b) Development of an effective team at Ryanair.......................................................................10
Analysis of relevant teams and group development theories in order to develop dynamic
cooperation [M3]........................................................................................................................10
LO4: Application of concepts and philosophies of organizational behaviour..............................11
Application of concepts and philosophies of organizational behaviour within an organizational
context [P4] [D2].......................................................................................................................11
c) Use of Path-Goal Theory to improve team performance and Productivity of Ryanair.........11
d) Main Barriers towards implementation of new organisational structure at Ryanair.............12
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Effect of Concepts and philosophies of organizational behaviour and its impact [M4]............12
Conclusion.....................................................................................................................................13
Reference List................................................................................................................................14
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Introduction
Organisational behaviours develop the all over performance of teams within the organisation and
ensure proper development of knowledge among all team members. In this study, the example of
Ryanair Airlines serving in UK has been taken and operations and discussions related to the
company’s performance have been done. The study focuses on the culture, power and politics
within the organisation and its effects on the behaviour of other individuals within the
organisation. Further, proper focus has been put on theories of motivation so that the company is
able to develop a potentially capable team that is able to develop themselves through application
of motivational theories. Effective cooperation among members of the organisations has also
been discussed in the study. Application of concepts and philosophies of organizational
behaviour have been done in the study.
Task 1
LO1: Analysis of influence of politics, culture and power on the behaviour of
individuals within the organisations
Evaluation and development of team behaviour and performance and the influence
of culture, powers and politics on the organisation [P1] [D1]
In Ryanair, the directorial board has tried to implement proper use of culture within the
organisation by application of proper theories like Handy’s Typology and Hofstede’s Cultural
Model. As per the ideas of Chodorek and Sudolska (2016), these theories are implemented in the
organisations in order to develop its functional processes and develop business performances.
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Figure 1: Handy’s Typology of Culture
(Source: Chodorek and Sudolska, 2016)
In case of Handy’s Typology, culture is said to be dependent on four factors. These factors are
Power, Role, Task and Person. In case of a Power Oriented Culture, all the people of the
organisation perform as per the instructions of a central body that are entitled with the power of
performance. On the other hand, Role Oriented Culture, decisions are taken by the people of the
Hierarchy. A strict Hierarchical Structure is followed and all employees stick to the hierarchy
instructions. In the case of Task Oriented Culture, the organisational management develops
separate teams so that they are able to achieve the tasks properly. As per the view of Hickman
and Akdere (2018), task oriented culture is highly helpful for service providing organisations as
it has a matrix structure and people are able to develop proper knowledge from experts. Teams
are able to develop objectives as per the task and further create strategies in order to achieve the
objectives that have been developed. In People Oriented Culture structure, the management is
able to develop proper knowledge related to the development of strategies as per the demands of
people of the organisation. Employees are given more priority than the tasks and performance is
enhanced by letting people do the works of their choices. This enables them to perform the task
with increased efficiency and develop overall performance of Ryanair.
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Figure 2: Hofstede’s Cultural Model
(Source: Larimer, 2016)
Culture present in the organisation is also checked with the help of the cultural approach that is
taken by Hofstede’s Model. As per the views of Larimer (2016), the model enables the
employees to develop proper ideas about the type of cultures by comparative analysis of the
factors. PDI refers to the inequality that exists in the organisation related to the power available
among the people. IDV is measured on the basis of strengths and ties that are present among the
people in a particular organisation. MAS factor checks the performance based on the works of
males and females separately in the organisations. UAI develops proper ideas related to the
capability of people to manage anxiety that is faced within the organisations. The strategies that
are taken by the organisation are evaluated if they are short term or long termed and the final
area focuses of the development of strategies that are either indulgent or restraint.
Power is developed among the members of Ryanair with the help of French and Raven’s Five
forms of Power. There are five factors on which the powers of the people of the organisations
are dependent on. These factors are: Legitimate, Reward, Expert, Referent and Coercive. Powers
are developed by the members of organisations based on these factors and two power groups that
are positional and personal. Delich (2015) explains that members showcase their powers on
others within the organisation as per their position. This means that employees of Ryanair are
subjugated in front of the powers of their managers. On the other hand, it is seen that employees
of Ryanair display their powers while they are involved in some kind of tasks in their areas of
expertise.
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Managers in Ryanair behave as per the Behaviour Characteristics of Chanlat, the managers try
to develop a proper group of people who are oriented to perform properly within the business
environment. The hierarchy in Ryanair try to make the employees develop their performance as
per the requirements of the tasks. There are characteristics like Decision Characteristics,
Personal Characteristics, Structural Characteristics and Organisational Characteristics. These
characteristics of managers make them develop strategies so that proper running of the business
can be made to take place.
Development of individual team behaviour through application of culture, power
and politics in an organisation [M1]
As per the opinion of El-Zayaty (2016), people in business organisations that provide services to
common people try to develop their behaviours as per the strategies that are developed by the
managers of the organisations. In case of Ryanair, it is seen that the managers try to develop
strategies by application of the proper theories of culture, politics and power so that they are able
to develop performance of the employees (irishtimes.com, 2018). Moreover, the employees also
try to implement these theories in their personal works so that they are able to affect their
performances in a positive manner. Application of these theories makes the employees develop
their performances within a team and they can sharpen their skills and effectively work together
to develop team performances. This enables the business organisations to remain motivated as all
the teams try to work will full capability and develop the performance of Ryanair.
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Task 2
LO2: Evaluation of the processes of motivation in order to develop
performance of individuals
Effective achievement of goals in the organizational context with proper application
of process and content theories [P2] [D1]
Managers of Ryanair try to develop performance of teams within the organisation with
application of Process Theories of Motivation. These theories are mainly applied so that
members of the teams are able to develop knowledge related to performance of the individuals
while working in a team. In case of Equity Theory, all employees of Ryanair try to compare
themselves with the performances of their colleagues so that they are able to develop their self-
performance. As a result, if one individual within a team is working properly, all members of the
team can develop themselves and increase the altogether performance within the team. On the
other hand, it is seen that employees also implement the Expectancy Theory so that they are able
to take decisions regarding their motivation. This increases the all over performance of the
teams. Motivation is received from the process as the theory highlights the areas which enable
employees to take decisions and develop their performances. Evaluation of the outcomes is also
done and this increases the motivation to develop performances of the individuals.
Apart from the Process Theories, it is seen that employees also apply Content Theories of
Motivation so that they are able to develop the performance of the teams within Ryanair and
receive proper feedback from the customers. Application of Maslow’s Hierarchy of Needs
Theory is done by the managers of Ryanair so that they are able to develop performance s of
employees by meeting their needs. According to Raes et al. (2015), the basic needs of the
employees are provided to them in order to make them develop their performance within the
teams. In order to develop their performances, needs like safety, wages and foods are taken
special care of. Social needs of the employees are also sufficed by the managers of the
companies and the esteem needs are provided by the managers so that the employees can be
motivated. Application of these theories develops motivation among the employees within a
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team. Apart from this, McGregor's X and Y Theory are also applied by the management of
Ryanair so that they are able to develop the performance of teams within an organisation
(which.co.uk, 2019). As per Theory X basic needs of the employees needs to be provided to
them so that they are dedicated towards their work. Moreover, the theory elaborated about the
requirement of punishments so that employees are aware of these penalties and remain focused
on their performances and avoid these punishments. Further, Theory Y focuses on development
of performance in a much relaxed manner. This theory develops over the importance of
commitment that needs to be present among the employees so that they are able to develop their
performance within the teams. The members of Ryanair are motivated in such a way so that they
remain committed to the work and develop sustainable policies for development of team
performance.
Evaluation of the influence of behaviours through application of various theories
and models of motivation [M2]
Behaviours of members of Ryanair can be developed by proper application of the theories of
motivation. These theories enable the employees of the organisation to develop sustainable
strategies so that they are able to improve their performance towards development of an united
team. Moreover, it is also seen that the members of the organisation are able to increase their
motivation once they are able to compare themselves to their colleagues and develop their
performance accordingly. As per the view of Fragouli (2016), the members of Ryanair apply
various theories of motivation as per the situations so that they are able to affect the
organisational development process on a positive manner.
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Task 3
LO3: Demonstration of cooperating effectively with others in an organisation
Difference between and effective team and ineffective team [P3] [D2]
a) Different types of Teams that operate within Ryanair
Functional teams
These teams of Ryanair try to perform different functions within the organisation so that they are
able to develop proper performance of the employees. Functional teams consist of staffs that
provide services to the people who are using the airline services. Development of performance of
these teams enables the management to develop satisfaction of customers and develop business
processes of the country. On the other hand, it is seen that these teams have their team leaders
that develop strategies related to the effective performance of the particular teams.
Problem Solving Teams
These teams consist of experts from various departments and are contacted once problems are
faced within the organisation. These teams try to develop strategies that can enable the
management of Ryanair develop proper performances from the various departments
(independent.co.uk, 2019). Further, such an expert team is necessary once subsidies of the
organisations are opened as this can enable them to develop proper responses to the problems
that are faced within the organisation.
Project Teams
Project teams are developed so that new projects of the organisations can be successfully handled
by the management. The members of Ryanair Project teams try to develop their performances in
such a way so that new objectives of the management to develop airline subsidiaries
(independent.co.uk, 2018). The project teams try to develop strategies so that the new projects
within the organisation can be successfully prepared and started. Further, it is also seen that
management of Ryanair try to keep the project team balanced so the new projects are developed
properly and new technologies are included so that customers can be attracted properly.
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b) Development of an effective team at Ryanair
In order to make the teams of Ryanair more effective, management of the organisation need to
apply proper theories related to development of teams. In case of Ryanair, it can be commented
that performances of teams can be developed by application of Belbin’s Team Roles. As per the
ideas provided by Belbin, it is seen that all teams need to have members who are able to perform
nine functions that are required in order to make a team successful. As per the ideas of Parker et
al. (2015), the Resource investigator tries to find proper ideas so that the performance of the
team can be improved and the tasks that they are provided with is done properly and faster. Team
workers of the teams are efficient workers who identify the works that have to be done and
motivate the other members to do it and sometimes do it on their behalf. Coordinator of the team
tries to observe if all the members of a particular team are working properly and solve difficulties
that are faced by them. Plants in a team are the people who are able to work in a creative manner
and solve problems in a different way for the team. Monitor evaluator of a team assess the
performance of all members of the team and are experts and are perform all the tasks that are
done by the members of the team. They help the members in case they gave any problem whole
that is doing a particular task. Specialists in teams add up to the knowledge of the works and
increase the overall performance of the teams. They are also able to add up to the performance of
the workers and reduce the mistakes that are done by the members. Shaper in a team increases
efficiency of performance as they are able to guide the members to the proper way in which they
should perform. The Implementer ensures that all employees are performing as per the demands
of the tasks and ass per the opinion of the experts. Finally there needs to be a Complete Finisher,
a person who is an expert in all the fields and can complete all the works and make the project
successful by working in an efficient manner. These people are highly focused and contain all
the qualities that are present in other members of the team together.
Analysis of relevant teams and group development theories in order to develop
dynamic cooperation [M3]
Dynamic cooperation refers to the development of a team development tendency among the
members of the organisation and their motivation towards sustainable performance of the entire
team. Dynamic cooperation can be strategically applied in business organisations by application
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of team development and team management theories and maintaining the performance of the
teams. As per the ideas of Matthews et al. (2017), a dynamic team is highly motivated to always
remain together and unite to solve complex problems with ease. In case of Ryanair, it can be
commented that a dynamic team can be developed with the help of the following activities:
- The culture of the organisation must be team oriented and all the employees need to be ready to
work in a team in an oriented and united manner.
- The members need to add up to the team with efficient performance and increased amount of
resources.
- The team members need to be able to take care of the entire team and set goals, objectives and
strategies towards their effective performance.
- The team members of a dynamic team also need to be able to resolve the problems that are
faced by the team at all times so that the risk management process and conflict resolution
processes are available.
LO4: Application of concepts and philosophies of organizational behaviour
Application of concepts and philosophies of organizational behaviour within an
organizational context [P4] [D2]
c) Use of Path-Goal Theory to improve team performance and Productivity of
Ryanair
Management of Ryanair try to motivate members of the organisations so that they are able to
perform their tasks properly and develop performance of the organisation. In case of the Leaders
of Ryanair, it is seen that the management implements the Path-Goal Theory so that they are
able to develop the performances of the leaders of the organisation. Parnell et al. (2018) stated
that, as per the Path Goal Theory, all leaders of the organisation are oriented towards developing
performances of their employees through increased motivation, empowerment and satisfaction at
the workplace. The leaders of the organisation try to adopt a style that fits the situation best and
the employees can be satisfied. As per the explanation of the path goal theory, it is seen that the
leaders of the organisations tries to implement the theories in such a way so that the employee
needs are satisfied. Performances of the members of the teams can be improved as the employee
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