Organisational Culture, Politics, and Power in Ryanair

Desklib provides solved assignments and past papers to help students succeed.

Organisational Behaviour
Student Name:
Student ID:
Name of the University:
Module Code:
Author Note:

ORGANISATIONAL BEHAVIOUR
Table of Contents
Introduction:..............................................................................................................................3
Task 1: Organisational culture, politics and power............................................................4
P1: Organizational Culture, politics and power on team behaviour and
Performance.........................................................................................................................4
Nature of Power and Politics in Ryanair:.....................................................................4
M1: Critically analyse the culture, politics and power of an organization...................6
D1: Critically evaluates the relationship between Culture, Power, politics and
motivations that enables teams.........................................................................................6
Task 2: Evaluate how to motivate individuals and teams to achieve a goal..................8
P2: Evaluate how content and process theories of motivation and motivational
techniques enable effective achievement of goals in an organizational context......8
M2: Critically evaluate how to influence the behaviour of others through the
effective application of behavioural motivational theories, concepts and models.. 11
D1: Critically evaluate the relationship between culture, politics, power and
motivation that enables teams and organisations to succeed in providing justified
recommendations..............................................................................................................12
Task 3: Demonstrate an understanding of how to cooperate effectively with others. 14
P3: Explain what makes an effective team as opposed to an ineffective team......14
M3: Analyse relevant team and group development theories to support the
development of dynamic cooperation............................................................................15
D2: Critically analyse and evaluate the relevance of team development theories in
context of organizational behaviour concepts and philosophies that influence
behaviour in the workplace..............................................................................................15
Task 4: Apply concepts and philosophies of organizational behaviour to a given
business situation..................................................................................................................17
P4: Apply concepts and philosophies of organizational behaviour within an
organizational context and a given business situation................................................17
1

ORGANISATIONAL BEHAVIOUR
M4: Explore and evaluate how concepts and philosophies of OB inform and
influence behaviour in both a positive and negative way............................................17
D2: Critically analyse and evaluate the relevance of team development theories in
context of organizational behaviour concepts and philosophies that influence
behaviour in the workplace..............................................................................................18
Conclusion..............................................................................................................................19
References.............................................................................................................................20
2

ORGANISATIONAL BEHAVIOUR
Introduction:
It has been seen that the performance of the employees depends on the
organizational culture and the working environment of the company. However, there
are some of the issues, which can affect the company’s productivity, and the
performance of the employees. These issues are related with the inner politics and
power distribution in the organization can affect positively and negatively. The culture
of the organization decides the way employees will interact at their workplace. A
healthy culture encourages the employees to stay motivated and loyal towards the
management of the company. It is required for the company to motivate the
employees, which can help to improve the performance. By improving the
performance of the employees, it will help to achieve the goals and objectives of the
organization. In this project, there will be discussion on the case study related to the
Ryanair and its organizational culture, politics and power. Besides that, there will be
discussion on the Motivating the employees and the individuals of the company.
3

ORGANISATIONAL BEHAVIOUR
Task 1: Organisational culture, politics and power
P1: Organizational Culture, politics and power on team behaviour and
Performance
Organizational culture in Ryanair
Generally it has been seen that the organization follows many written and unwritten
polices to maintain the culture of the company. The culture has been created to the
shared attitudes and the beliefs of the employees working in the company. Ryanair is
one of the low cost airline company which has been set up by the Ryan family in
1985 during the first five years despite the growing number of the passengers the
airline was not profitable. The company able to gain profit after the new CEO Michael
O’Leary came on board. Deal and Kennedy provided one of the simplest definitions
of the organizational culture in 1982. In which they have suggested that the
corporate culture was an interlocking set of the six cultural elements like History,
Values and Beliefs, Rituals and Ceremonies, stories, Heroic Figures and the cultural
networks (Hock, Clauss and Schulz, 2016).
Affects in team behaviour and Performance
It has been seen that the Ryanair has suffering from low organizational culture that
they follows. According to Deal and Kennedy the low culture in the company can
occurs when the rules has been strictly enforced by the employer by bringing the
employees to consider what their personal goals are and what is the organizational
goals (Bentley et al. 2015). Thus, the Organizational culture in Ryanair is having the
low culture, which affects not only the relations between the employees, which cause
the feeling of instability among the work. It also affects the trust between the team
and sharing the common values will become difficult between the teams as well as
towards the consumers. Moreover, it has been found that the employees of the
company are not able to provide better responses to the request of the consumers. If
the employees are not concern about their field of work and many more alarming is
the aggressive and hostile service to the customers.
Nature of Power and Politics in Ryanair:
4

ORGANISATIONAL BEHAVIOUR
For improving the quality of work, it is required for the company to make certain the
leader can take decision. There are some of the positive and negative powers, which
can encourage and discourage the productivity of the employees. According to
Ravens (2017), there are five forms of Power, which are Legitimate, Reward, Expert,
Referent, and Coercible. The actual power which the leader posses in granting the
reward, punish and control others. That power that has been used in the Ryanair. It
has been seen that the human resources management of the Ryanair has been
characterised by a rigid autocratic control using often threats of cutting down the
retributions or firing in order to stimulate employee’s action. In the autocratic
leadership style the sources of power is the manager in which it controls the
employees defining the policies of the company and many more. This is mainly
relevant in Ryanair because organisation tends to highlight status and ritual
behaviour through a clear-cut division of labour and a high degree of task
specialisation, permitting to reach a more well-organized decision making process
because it is in the care of only one person, even though the employees could not
accept such made decision
Figure: French and Raven's five Forms of Power
(Source: Ojo, Ree and Carretta, 2016)
According to Chanlat et al. (2016), it is important to understand the existence of the
political behaviour in the organization. There are four factors, which can encourage
and intensify the political behaviour of the company, they are, personal
Characteristics, The decision Characteristics, decision characteristics, Structural
Characteristics and organizational change. It has been seen that the company does
5

ORGANISATIONAL BEHAVIOUR
indulge with some of the politics in which the company has discriminate with the
employees related to the promotion, transfer and many more which is affecting the
company and its business.
Affects in the Team Behaviour and Performance
Due to the Politics and the power of the managers the company has faced allot of
issues, which has been seen in the employees performance and the team behaviour.
It has been observed that due to the autocratic behaviour of the management or
leadership the rate of turnover in the Ryanair has been increased due to little
competitive reward systems, recruitments and uncertainty of the future. Moreover,
the company has been faced various issues related to partiality between the
employees related to the promotion and the various increments in the company.
M1: Critically analyse the culture, politics and power of an organization
According to Jacquin-Berdal, Oros and Verweij, (2016), all the three factors that is
the Culture, power and the politics has various impacts on the Ryanair team
behaviours and performance. It has affected the overall decision making of the team.
It affects the interaction between the employees/teams in the company in every
department as well as with the customers. Due to the Culture, power and politics
there has been a change in the overall performance of the Ryanair. Due to the
influence of power and the interferences of politics, it has created steep changes in
the organizational behaviours. The autocratic power of the company influences the
team behaviour and the performance of the individual employees.
D1: Critically evaluates the relationship between Culture, Power, politics
and motivations that enables teams
The culture, power and politics are related to each other. All these things can create
both the positive and the negative impact on the organizational behaviour of the
company. The use of the power and the politics has allowed the company to make
necessary changes in their company as if they can implement the reward system
where the employees are provided with the rewards that has been based on the
performance of the employees. Moreover, it has been seen that with the use of the
power and politics the company is able to do the unethical practices with the
6

ORGANISATIONAL BEHAVIOUR
employees. It is recommended that the higher management should monitor the
employees related to the work and culture. They must guide the employees
whenever they face some issues to follow the ethical steps in the company.
7

ORGANISATIONAL BEHAVIOUR
Task 2: Evaluate how to motivate individuals and teams to achieve
a goal.
P2: Evaluate how content and process theories of motivation and
motivational techniques enable effective achievement of goals in an
organizational context.
Content theory:
Maslow’s need theory:
In 1943, Abraham Maslow had proposed the Maslow's theory. Moreover, Maslow
categorised the needs of the human into two groups which include growth needs and
deficiency needs. However, the four levels, which are included in the need theory,
are:
 Physiological needs: Bodily comforts, thirst, hunger and so on.
 Esteem: Recognition, gain approval, be competent and to achieve.
 Love and Belongingness: Affiliate with other individuals and be accepted.
 Security/ safety : Out of dangers
Maslow described that the people are ready as well as they act upon some growth
needs only when their deficiency requirements are met. Moreover, the initial
conceptualization of Maslow includes only a single growth need that is self-
actualization (Velmurugan and Sankar, 2017). Apart from these, self – actualized
individuals are characterised by the capability to have some peak experience,
concern about certain personal growth and being an issue- focused. Later, Maslow
differentiates the growth needs of self-actualization and they are:
 Self – transcendence
 Self-actualization
 Aesthetic
 Cognitive.
8

ORGANISATIONAL BEHAVIOUR
Figure: Maslow’s need theory
(Source: Jonas, 2016)
Moreover, the need theory identifies the internal factors, which motivate the
behaviour of the employees of the Ryanair, and these factors have relied upon
the premise, which proves that the employees of this company can be motivated
with the help of unfulfilled needs. According to the Maslow's need theory, some
needs are identified essential for the work environment of the Ryanair. Moreover,
organizational flexibility is effective for increasing the performance of the
employees. A stable company with some clear responsibilities will provide
security. Moreover, making workers feel part of an individual team, workers
training programs and allowing achievements addresses the needs or
requirements for professional development, self- esteem and social relationships
(Jonas, 2016). According to the Maslow, the five main needs are divided into
certain lower- level needs, which were psychological, and high-level physical
needs. When the lower level needs are met after that the individuals focus
towards higher-level needs. Moreover, in a particular work environment, if an
organization meets the basic needs of the employees for job security and
comfortable workplace, the employees are self-motivated and fulfilled the high-
level needs. Therefore, the Ryanair has to offer opportunities for fulfilling such
9

ORGANISATIONAL BEHAVIOUR
needs or requirements by providing appropriate work. Besides these, if the
workers fulfilled their higher level needs than they can easily fulfil the three higher
level needs or will get the motivation for doing the work well. Maslow’s theory
ensures that the organizational structure will encourage the employees so that
they can reach their potential. Few companies are flexible enough to satisfy the
high-level needs of their employees. Thus it is essential for the Ryanair, to apply
the concepts of the Maslow effectively so that it can support the fulfilments of the
higher – level needs. Besides these, the CEO should design the company in such
a way so that it allows social interaction which forms the sense of belongingness,
acknowledge accomplishments for engendering self –esteem as well as offer
opportunities for workers so that can fulfil their full potentials.
Process theory
VIE/expectancy/ Vroom's Valence Theory:
The theory indicates that the motivation level depends on:
 The possibility of certain rewards obtained.
 The attractiveness or pleasant appearance of some sought rewards.
Besides these, in case of workers feel that the employees get the values from the
Ryanair and they put their higher work effort on this particular company (Najjar and
Fares, 2017). The three main variables are included in VIG theory:
 Expectancy is considered as a relationship amongst a chosen action course
or its envisaged outcome.
 Instrumentality refers to as the association among the second level or first
level outcomes.
 Valence is regarded as the feeling of specific outcomes.
Apart from these, some motivational techniques are there which will help the Ryanair
Holdings PLC. For increasing the performance of the employees which includes:
 Good management: Good management is essential for the Ryanair for
increasing the performance of the employees.
 Offers Rewards: Offering rewards is the appropriate way of providing
motivation to the employees.
10

ORGANISATIONAL BEHAVIOUR
 Encourage collaboration: It is essential for the CEO of the company to
encourage collaboration among the employees as because if the workers
work collaboratively than various issues can be easily resolved as well as
productivity will increase (Mawere et al. 2016).
 Benefits: The great benefits packages are the main techniques for increasing
the motivation of Ryanair.
Thus, it can be said that the Maslow’s need theory and Vroom’s expectancy theory
as well as motivational techniques such as benefits, good management, offer
rewards and encourage collaboration are effective for the Ryanair as because these
will help the company in achieving business goals.
M2: Critically evaluate how to influence the behaviour of others through
the effective application of behavioural motivational theories, concepts
and models.
Maslow’s needs theory
Maslow needs theory is effective for influencing the behaviour of employees in
Ryanair. According to this theory, the basic needs of employees are met when they
become motivated in achieving higher level requirements or needs.
The five levels are included in the hierarchy:
 Self-actualization: It helps in developing the desires in the employees so that
they can achieve everything. Esteem: It is the need for feeling confident or helps the employees in getting
respect from others. Belonging/ love: This particular level helps in developing the relations among
employees and also helps in bringing the change in the employees.
 Safety: It includes financial and personal security as well as health or
wellbeing of the employees of the Ryanair.
 Physiological needs: The needs are required for an individual to survive
including shelter, water and food.
Vroom’s expectancy theory
11