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The behaviour of an organisation is characterised by several elements such as power, culture, politics and so on. Organisational behaviour is an essential part of the goal. The manager must understand the employee’s ideal attitude. It is unbelievably difficult to accomplish success without devoted people. Unilever is not only recognised in the United Kingdom but also worldwide for its training function and is one of the top companies. In this task, Organisation Power, Politics, Culture and Motivation will be discussed to identify their influences on individuals and teams in Unilever.
Unilever has many headquarters throughout the world, including as London, England, the Netherlands and Rotterdam, as a UK-Dutch multinational retailer company. According to the 2017 sales report, Unilever solves more than 400 companies with sales of € 53.7 billion and 13 brands with sales of €1 billion (Murphy and Murphy, 2018). Various products including food, drinks, ice cream, household goods and beauty care.
The union between the Dutch Margarine Unit and the British soap manufacturer Lever Brothers established Unilever in September 1929. Portmanteau took the names of both founding companies. The name of the Unilever. It started first in Latin America and Africa but later became the United Kingdom and US-based company. Unilever is a two-part business since Unilever in Rotterdam and Unilever in London have two sections, Unilever N.V. (Murphy and Murphy, 2018). It has recently had an enormous market in about 190 nations across the world.
It is challenging to name all its goods; therefore, Unilever manufactures more than 400 marks. The brands of “Axe,”“Knorr,”“Lipton,”“Lux,”“Sunsilk,”“Magnum,”“Surf,”“Surf Excel,”“Rexona,”“Breeze,”“Heart” and “Dermalogica” etc. are well known (Murphy and Murphy, 2018). It includes foods and drinks, ice cream, home care and cosmetic items. It is the largest producer of ice cream worldwide.
Unilever has a strong link and cultural diversity as a major successful corporation throughout the United Kingdom and other international countries. Through supporting and caring culture, individuals inside the organisation and in teamwork may do better.
The organisational culture, Crilly, Noke and Kirkham (2017), refers to how employees inside the company may encourage them to do their role in reaching the quantifiable goals of the company. As expectations and shared convictions, organisational culture impacts individual sector members of a firm.
As defined by Charles Handy in his model, organisational culture is based on four main categories, including power, task, role and person (Brenyah and Obuobisa-Darko, 2017). The following classes were described.
The “Power Culture” encourages people to do their tasks with authority and dedication. It motivates people to do better, since they can conduct their jobs honestly. The agreement is acceptable to Unilever. It can give its staff with further possibilities to enhance their company's efficiency. The Power Culture of Unilever pushes employees in the United Kingdom and other areas to accomplish the ultimate goal of the company. Unilever creates a management structure that allows workers’ rights and does not assess job preferences or conduct.
“Role Culture,” by actively manipulating potentially influential employees, creates a well organised balanced atmosphere. In organisations such as Unilever, Role Culture fosters the operation and implementation of enterprises in a dynamic environment, such as human resources administration, finance and communications. The logistics and professional system of Unilever.
“Task Culture” means a personal group linked to the interests of the organisation. Entities of this unique civilization gain historical and governance control (Brenyah and Obuobisa-Darko, 2017). In all problems related to client service, brand protection or degradation Unilever is continuously preparing its employees. These barriers are overcome together by the departments. Unilever supports collaboration and so helps solve market challenges for the objectives of each management.
The “Personal Culture,” together with the organisational structure, is utilised to enhance mutual awareness and competence in individual careers. However, the individual’s ethos is more congruent with small organisations formed by a shared members’ community. As with Unilever workers, personnel from many cultural backgrounds meet the organisational goals of the organisation (e.g., finance, coordination and accounting).
Politics are also a key aspect that impacts people's achievements and behaviour. It improves the power of the employee. The firm also can bargain together and persuade cultural employees associated with multinational corporations from some other political party. The political aspect increases the productivity of workers since they think they must have their rights (Olusegun, 2019). Excessive business tactics may be harmful and can severely damage some other side of customer regulation. Different political forces might lead to unresolved disputes as they do not share the same core principles.
The essay by Michael Jarrett states that business politics may be characterised by four metaphors: wood, rocks, weeds and high grounds.
Domain: The Woods
Domain: The High Grounds
In addition to their official architecture and directives, organisations typically incorporate unwritten rules, hidden expectations and unexplored processes (Olusegun, 2019). The woods can give shelter and security for individuals within the organisation, or it can be a disturbing atmosphere in which intelligent ideas and major advances are lost.
In this metaphor, good concepts that will affect the behaviour, or when organisational principles are lost and therefore deteriorate the comportment, might be gathered.
High Ground mixes institutional jurisdiction with legislation, processes, procedural ethics and organisational framework requirements (Checklandet al., 2020). These laws allow people in other positions of power to test their views easily. In Unilever this structure may nonetheless be utilised to crush proposals of change and creativity in the interests of the executives themselves.
If, however, those working in the firm do not appreciate the high ground such as morality, ethics and philosophies, then they too may impede their behaviour inside their workplaces.
Domain: The Weeds
Domain: The rocks
The quadrant is dominated by personal and informal networks. It is a condition that Unilever can develop without maintenance by its company spontaneously.
If “the weeds” are still untreated, it can still grow a thick mat, which cannot expand anything else. They may object to reform and persuade their fellow members to do the same (Rudolph, 2016).
The Rock’s strength comprises of personal and formal sources of authority’s ties, such title, position, expertise or access to resources. Unilever may also have a policy capital generated by the membership of a high-level organisation, such as a finance committee, a special operating force or a senior management group. But if the Rocks look bad, they may also have a detrimental impact on the behaviour of the workers. It is therefore vital that Rocks be developed with reasons and reasoning in order to reach a sensitive agreement with peers.
Influence of Power on individual and team behaviour and performance
In terms of personal and team conduct, power has an important function in the enterprise. Power further impacts the character of each individual and team through its degree of enjoyment. It makes things more likely that they want to do. It encourages motivation also strongly. Power may affect others’ thinking, but this cannot be advantageous. In comparison, power may cause unanticipated friction, affecting productivity and efficiency, between individuals and organisations (Zhao, 2019). When power is too centralised, the company's employees will be negatively impacted. Workers are required to develop sufficient strength to seek and enhance the quality of their products and to maximise flexibility and creativity. When their workplace is excessive, workers are using power and lower productivity. The cumulative impact of power may produce beneficial and bad consequences, such as imagination or cooperative thinking against arrogant, immoral and scrupulous conduct.
In his classical power theory in 1947, Max Weber proved organisational power (Zhao, 2019). It is thought that true authority itself is a power that frequently may be exercised without authorization by independent individuals.
Authorities need not rely on credibility necessarily. Charismatic power should be regarded as autonomous because it is included in the great traits of a person in Unilever. Traditional power is only a regard to anybody who respects, such as a senior Unilever member. Unilever can readily employ legal power through bureaucracy because bureaucracy limits the exercise of logical and legal control by managers unilaterally.
Unilever Corporation sees collaboration and the equitable allocation of power as key. Often, an employee's chosen approach is viewed as critical to the organisation. Managers search for the finest available solutions across all of the company phases.
Therefore, Unilever can identify the influence of culture on its individuals and teams through the application of Handy’s four classes of culture model. The four types of defined cultures defined how each culture influences performance of individuals and teams. Therefore, Jarrett’s Metaphor Domains of Organisational Politics helps Unilever to identify the influences of various political power sources on its individuals and team’s performance. Moreover, Weber’s classical power theory enables Unilever to recognise influence of each type of Authoritive powers on individual and team performance.
Influence of Motivation on Effective Achievement of Goals
People believe that motivation is the result of a combination of direct and indirect influences, with one element influencing both excitement and dedication to work. Motivation improves employee productivity, and that means positive things for the company (Rudolph, 2016). Energizing and inspiring people is a challenge since there many opportunities available. Motivation may be divided into two categories: extrinsic and intrinsic. The term “extrinsic motivation” refers to cash incentives or other incentives, such as trip reimbursement, living allowance, or food allowance. Also, non-financial aspects like as encouragement, a nice working atmosphere, helpful colleagues, and determination are variables in the Intrinsic motivation (Rudolph, 2016).
Content and process theories have emerged as two distinct ideas in the organisational environment (Badubi, 2017).
These theories of motivation go into further detail on what motivates people and how they plan to tackle their challenges. While “Maslow’s hierarchy of needs,”“Herzberg’s motivation-hygiene,” and “Alderfer’s ERG” are all ideas on content motivation, there are other theories in this category (Badubi, 2017).
Maslow’s hierarchy of needs
The notion of the desire for change and the relevance of the human being in life is seen as important according to Abraham Maslow. Everyone in life has fundamental needs, but when they meet their requirements, they look for another. There are additional requirements like social, physical, self-fulfilment, etc. (Hopper, 2020).
The concept represents the requirements of persons who are aimed at retaining their jobs. Unilever cannot answer all self-sufficiency questions and it cannot be common to members to make vast categories of requests, yet the fundamental restrictions in principle can't be applied individually.
The main drawback of Maslow’s Hierarchy of Needs is that no empirical verification can be made as there is no consistent means to estimate objectively how one level of need has been fulfilled before the succeeding increased demand becomes active (Sahito and Vaisanen, 2017). Only a small part of the population was considered by Maslow. The failure to understand other people's requirements might further deteriorate managerial confusion in an attempt to enhance motivation.
Herzberg’s Hygiene - Two Factor Theory
Success, responsibility, respect, development and progress are all motivational elements. However, the driving forces that lead to employee satisfaction and lack contribute to employee discontent (Kotni and Karumuri, 2018). Motivation comprises connections, remuneration, working conditions, oversight and a pleasant and familiar environment.
This theory can enable Unilever’s management to take all the characteristics into account and not infer that satisfaction helps reduce discontent in order to enhance attitudes and effectiveness of work.
It affects people’s activities and displays emotional or inspiring results. This idea is based on how individuals are driven practises and predictions (Badubi, 2017). The outcomes of the stages which are met by application are processed mentally since the criteria are changed. Examples are the following:
Vroom’s Expectancy Theory
Vroom’s philosophy is mainly the excitement of the worker in contests. This theory contains three components, such as valence, tactics and expectations. Resonance is the result of special consequences and actions (Chopra, 2019). The idea of instrumentality is a variance in the input and output effects. The employees’ performance expectations try some of the financial and non-monetary benefits of the company.
Members of Unilever tend to be financially and indirectly bound so that workers are satisfied that their employees may improve and meet their wishes. Workers, for example, have an opportunity to enhance their work. The ambition of the person is met by the opportunity to develop his career. If, however, the organisation fails or fails to achieve the staff satisfaction standards, negative sense rejection or unfavourable behaviour may arise as a result of incompleteness. This might deteriorate the general conduct in the workplaces, prevent motivation and threaten the organisation’s success.
Locke’s notion of setting goals encourages the leaders of various activities. The strategic priorities of each employee should be broken down. The presentation level is supported. The good results for a particular function are respected (Carr, 2018). More incentives are necessary for more difficult tasks.
Emotional Intelligence enhances people’s resilience, motivation, empathy, thinking, stress management, communication and the ability of individuals to read and negotiate a multitude of social circumstances and disputes at the crossroads of cognitive and emotional encounters (MacCannet al., 2020). EI important and if grown, people have a chance to achieve a more satisfied and happier existence. As the workplace advances, the corpus of research also helps people (from interns to managers) with better IT to work in teams together, cope with changes more successfully and manage stress - helping them to achieve business objectives more efficiently.
Motivation influences individual behaviour and contributes to authoritative objectives. Two distinct types of inference, philosophy and motive can influence Unilever’s behaviour. This is a substantive motivation theory and another motivation theory. Thus, the firm builds its integrity and commitment via recognition and response to its employees and promotes motivation and positivity in its workplaces.
This task discussed the role of power, politics and culture on the performance of individuals and teams. Various models of organisation culture, power and politics have been applied to Unilever’s case for identifying the implications. Therefore, Motivation towards boosting performance of individuals and teams has been discussed through applying various content and process theories. Also, emotional intelligence has been discussed a behaviour psychology towards influencing others behaviour.
This task discusses about the concepts of group and team in an organisation. Differentiation between group and team has been developed. Accumulating the performance of teams, various types of teams have been discussed in this task. The role of virtual team has also been discussed in the recent times. Therefore, various team development theories and models have been discussed for Unilever. Organisation Behaviour is an aspect discussed in this task, to counter organisational conflicts.
While the term team is often used for any group, it’s not the same thing for groups and groups. A group is generally a collection of people who report to an overall superior with a certain degree of interdependence in the execution of duties to attain organisational goals (Courseyet al., 2018).
The performance of a working group is what its members do. The result is only the summary of the individual contribution of each group member. A group that creates a global performance level which is higher than the total inputs does not provide any beneficial synergy (Wu et al., 2016).
The performance of a team comprises both individual results and group work outputs, on the other hand. Through coordinated actions, a team builds beneficial synergies. In a working team, collective performance exceeds the accumulation of individual performance (Newman et al., 2017). Thus, a team is a group form, but it has more features than regular groups, including a greater commitment to a collective objective and larger level of interdependence and interaction.
A team is a collection of persons with complementary abilities who are devoted to a mutually responsible common aim of a range of performance goals and strategies.
Different types of organisational teams
Different teams are set up to meet difficulties, preserve technical effectiveness and organisational professional efficiency. These are the following:
The Role of Virtual Team Development and Networking
The work structure of the Global Virtual Team is rapidly becoming a reality in networked organisations. Global virtual teams (GVTs) are described as working groups, in which members live and interact primarily through information and technology (ICT) (Großer and Baumöl, 2017). Role coordination is highly crucial for an efficient virtual team. Role coordination is described as the management of virtual team members’ interdependent duties.
For each Member, the part that has been played or anticipated is indicated as part of a team. The role theory shows that the social structure of the site governs every person’s activity. Each member expects a series of behaviours from himself and others in this social context (Tan et al., 2019). Members are in a virtual team with three roles:
The Mix of Knowledge, Skills and Experience Necessary for A Team to Fulfil Its Functions
In order to execute its tasks successfully, a team must adopt and develop KSAs (knowledge, skill and ability) (Bellet al., 2018). Two main kinds of KSAs may be found in all productive teams: interpersonal KSAs and KSAs of self-management.
Comfortable and friendly interpersonal relationships are found in better teams, because members are free from severe disputes and process difficulties. These results also lead to the counter-thesis of the alienation, dissatisfaction and withdrawal, in which all team members participate engaged, willing and productive (Sottilareet al., 2018). There are three categories of interpersonal KSAs:
Many scholars have referred to the capacity to successfully manage and resolve disputes as a major personal trait for team members. Team conflict frequently develops when one or more group members’ activities are incompatible with one or more group members and are opposed by them(Bell et al., 2018).
The expectations imposed on members on issue resolution in working teams are significantly higher than in individual systems. In self-managed teams especially, employees are to take the initiative to address problems themselves rather than requesting managers to fix difficulties. Even if teams don’t manage themselves, members are nevertheless expected to be involved in fixing problems (Sottilareet al., 2018). The KSAs needed to work together to resolve problems in groups are Group involvement, identification of barriers in addressing problems, etc.
Efficient communication is well known for influencing crucial team processes and results and is an explicit part of several current working team performance models. However, good communication is more than the capacity to talk to people. Communication networks, communication style, listening skills, non-verbal collaboration, little speech and ceremonial greetings form the KSAs required for efficient team communication(Bell et al., 2018).
Self -management KSAs:
When businesses establish teams of labour, the teams are frequently self-managed. This indicates that the team has considerable influence over the direction and performance of its responsibilities. Specific efforts are made to provide teams with substantial autonomy in some popular initiatives, such as sociotechnical systems. Efficient management may be self-handling in collaborative contexts. In order to carry out some important managers’ activities, the team members must have KSAs (Lacerenzaet al., 2018). In order to assist in the success of the team to directing itself, the individual team members will identify two sub-categories of self-management KSAs: (1) KSAs to define goals and manage performance; and (2) KSAs for Task Coordination and Planning.
The objective is an individual performance management method which is extensively documented. Similarly, the effectiveness of the team in conceptual and empirical literatures requires a clearly stated objective or aim. For team performance, a certain amount of objective difficulty is necessary. The success of the team was proved by choosing the task correctly, and the failure is the wrong decision. Team objectives must be difficult yet achievable(Bell et al., 2018).
The integration of team members’ actions involves coordination and synchronisation;therefore, the coordination of team work is important to self-management. The ability to plan and co-ordinate activities and information is an essential driver of team efficiency. The requirement for coordination depends on the interdependence of tasks between the members(Lacerenzaet al., 2018). The influence of coordination on the team production grows with increasing dependency. During team training, the necessary cooperation between the members should be emphasised.
The Benefits of Working in A Team
Teamwork also provides with substantial advantages. Here is a brief review of some of the main benefits that have been noticed through team practise and study.
“Two brains are better than one,”we have probably heard the phrase. Such proverbial knowledge indicates a major advantage for teamwork. Teams offer a background for generating ideas. Teams give a setting for further insights into the complicated solution of problems. Teams offer the opportunity to develop a number of views. Teams give a framework for innovation as members rebuild each other’s ideas (Tripathy, 2018). And teams give a framework to produce more ideas which typically lead to stronger ideas as long as a group believes that they are aggressively approached.
Alone can be a task for some in times of calmness, but when issues arise it may be a huge challenge. Teams create an environment where issues may be faced collaboratively. Teams offer a background for members and feel that they are together in this. Teams are an environment in which the group takes greater risks than individuals (Silver, Mellers and Tetlock, 2021). When individuals are united in the group, there is a courage that many people don’t experience alone. Teams can together confront difficulties that are too great for every one person.
It gives the potential for enhanced peer support because of the teamwork done with others. Teams offer a background for better morality. Mutual encouragement teams give a setting. Mutual responsibility contexts are provided by teams. Teams provide a personal and professional support environment. Teams give a framework for working together to achieve an objective (Mobolade and Akinade, 2021).
Last but not least, teams provide businesses a unique opportunity to nurture younger and fresh talent. Teams offer an organic environment for the development of leadership. Teams create a natural environment in which desirable organisational conduct may be modelled. For formal or informal mentorship, teams give context. The teams create a natural setting in which the rising team members and leaders may watch and interact with a tenured team member and leaders instead of leading and mentoring as a side programme (Lacerenzaet al., 2018). Teams give an environment to assess, develop and disclose members as contributors.
Various Group and Team Development Theories
The productivity of the team depends on the concentration of the management of Unilever. A number of theories exist; however, managers must identify which is directly consistent with the organisation (Petrou, Demerouti and Schaufeli, 2018). Tuckman’s Team Development Theory and Belbin’s Team Role Theory, for example, offers great aptitude.
In several phases, the Tuckman approach concentrates on building and executing a successful team. In the context of Unilever, there is a comprehensive assessment below:
Figure 10:Tuckman Model of Team Development
(Source: Buchanan, 2019)
Storming: Unilever could not cope with the storming stage well and totally other issues would conflict with development, such as labour loss, management disagreements and the poor relationships between stakeholders (Buchanan, 2019). In addition, any renegotiations in this sense establish or destroy the relationships among the responses to the firm. In extreme situations, the executive team may be attacked in Storming. For Unilever, a strong, productive and enthusiastic management team is therefore crucial at this phase.
Norming: Unilever personnel should foster atmosphere of social cooperation in accordance with principles adopted throughout the standardisation period (Rofcanin, Las Heras and Bakker, 2017). The concern was also that the team is satisfied and loses the technological edge they gained through most of the standardisation process via momentum.
Forming: The members of Unilever team will rely largely on help and leadership managers. If every individual has uncertain inner skills or duties, his/her motives, strategies or social connections are always addressed by the leader.
Performing: Unilever team officials are operationally aware of a great deal of the success method. Due to the presence of the leader, the personnel will be fortified to work autonomously (McShane et al., 2018). Since Unilever is a worldwide business, the entire organisation should be enabled to remain unified. When the team needs support, the leader will be open.
Evaluation of Team Role Theory by Belbin
The individual tasks and duties according to this model are grouped into three potential variables as shown below:
(Source: Chumget al., 2016)
The ambition to be in the lead seems to be a significant leading organisation such as Unilever. The company then took steps to satisfy the customer’s needs and maintain its competitive role. Unilever invested in IT for this reason, although the advantage was very good (Buchanan, 2019). The Belbin concept enables the team to take advantage of fresh and creative ideas to communally and with time address financial issues, and to create better results. Teamwork design pertains to action schemes that address planning and the definition of possible needs. A member, such as assessors and experts, carry out roles and activities to evaluate the team members’ strength.
Tuckman and Belbin’s theories/models are found effective for organisations like Unilever in managing and creating an effective team. Hence, group has been differentiated form teams, in terms of roles, performance and responsibilities. Unilever should establish its teams based on the responsibilities it needs to be undertaken. Specifically, in the current scenario of covid-19, most of the businesses have been downed. Therefore, Unilever can understand the role and importance of virtual teams to support organisation performance. The company will also recognise the potential benefits and challenges of establishing a virtual team that operates globally. Therefore, the theory of Tuckman assists Unilever with the process of making an effective team. Through the four stages of Tuckman, individuals in a team will be examined critically and after each stage the accuracy and performance of the team will be increased. And Belbin’s model helps Unilever to identify the characters within a team and assign responsibilities correctly to the particular individuals able to handle that.
Background of Chosen Business Situation
The reputation and efficacy of Unilever, its business community and its employees can be significantly affected by conflicts of interest. These emerge when an employee permits their personal, financial and non-financial interests, real or perceived or potential, to influence their impartiality when doing their work at Unilever (Wati, 2020). This Code Policy spells forth how staff must prevent these problems and handle them.
An interest conflict may emerge, and an employee needs to be revealed:
Application of Organisational Behaviour Concepts and Philosophy on the Situation to improve team performance and productivity
Organizational behaviour governs growing social elements including perception, history, behaviour and others. Each assumption consists of a number of concepts, perceptions and feelings (Alvesson and Sveningsson, 2015). The emphasis is on democracy, autocracy and systemic aid. The idea of robust and indulgent interpersonal behaviour also applies in this sense.
Path and Goal theory:This idea focuses largely on various aspects of the enterprise, including priorities, objectives, businesses and challenges. Unilever creates a management that operates the organisation and positions it. Another area that Unilever focuses on workers’ knowledge, competence and the willingness to contribute to this objective is the action of shareholders. Finally, Unilever improves the programme with a mix of benchmarks and a framework of institutional authority based on situations, excellent cooperation and results. Various routes for crucial assistance may also exist.
Unilever can deteriorate and severely affect workers’ attendance if it sets a stringent and frustrating objective (Buchanan, 2019). Unilever must be consistent, influential and directed. It has a strong influence and typically contributes to a negative result. Unilever ought to utilise efficient techniques of reasoning to greatly motivate the workforce.
For example, it is adaptable and suitable with circumstances where time restrictions are robust. It offers both advantages and downsides. It may be utilised to provide fast outcomes and easy-to-understand ideas. In this way, the organisation co-ordinates its conduct in a short period. However, it is very much depending on the leaders’ efficiency. If the leader has no skills or defects, he might jeopardise his organisational performance.
The team concept very rapidly affects the behaviours of employees and affects their effectiveness, such as the Tuckman principle and Belbin theory. Unilever is a worldwide company with over 200 companies. Unilever currently focuses on building an organisation to deal with the challenge of merchandising and financial services, using the Tuckman concept. In working as a team, however, the varied ideas and talents problem creates difficulties and differences throughout the project’s duration and money. The Belbin development team theory, which helps to achieve the desired goal, actively encourages the worker’s participation (Brissett, Sher and Smith, 2019). The conflict inside a team is therefore important for the team's progress. Unilever additionally focuses on the team member’s happiness with good results to tackle any problems in the future.
Corporate behaviour in business often focuses on teamwork that represents success and balance. Teamwork is one of the greatest ways for company executives to analyse a sample of the organisational behaviour of their personnel. In team working, many of the other components of organisation’s behaviour are examined and employers may observe what works and what does not (Potnuru, Sahoo and Sharma, 2019).
Teamwork is not only a measurement of elements of corporate behaviour, because it is an effective way to do business tasks. If the task is large or complicated, the team members may simply divide up the job according to the number of members and their strengths to accomplish it effectively(Alvesson and Sveningsson, 2015). Employers examine the abilities and qualities of applicants in this respect. Those who can and can contribute to the needs of the firm under any circumstance generally get the job.
Team members’ support can assist increase confidence and gain ideas from a preliminary draught. The team will also help each other to stay on the job, meet deadlines in time and be productive in the meanwhile. In principle, each team member has its own skills and limitations which should complement one another; where one individual lacks, another is outstanding(Sottilareet al., 2018). This balance implies that the team’s actions have less room to make mistakes, so that they can find a solution or product more quickly than they could themselves. The better the team’s cohesiveness, the more likely the final result will be of excellent quality.
This task provided an understanding of team development and organisational conflict management. This task also recommended Unilever to utilise the theories of team development in creating and managing an effective team. Along with, it helps Unilever to apply proper theories to counter and mitigate emerging organisational conflicts. Application of organisation behaviour concepts and philosophies have been analysed for Unilever. Therefore, Path-Goal theory has been recommended to Unilever along with Belbin’s team roles for managing the conflicts of interest emerge in the organisation.
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