+44 203 318 3300 +61 2 7908 3995 help@nativeassignmenthelp.co.uk

Pages: 22

Words: 5445

Unit 12 – Organisational Behaviour

Introduction - Unit 12 – Organisational Behaviour

Get free samples written by our Top-Notch subject experts for taking assignment help Services in UK

This report focuses on organisational behaviour, which is really the study of how individuals interact with one other in the workplace. Section one examines how culture, politics, and power are connected inside an organisation, as well as possible solutions. To help commercial organisations operate better, we’ll look at Maslow, Herzberg, and other team development theories and philosophies in this part. As a result, teams are more productive and well-coordinated. The following concepts and theories may be used to improve productivity and performance (Anlesinya and Amponsah-Tawiah, 2020). Additionally, there will be a discussion of Tesco’s motivational ideas that may be applied to drive staff to make big profits. Other theories, including route goal theory, are addressed in this study.

P1. “Analysing the organisation culture, politics and power influence individual team and behaviour and performance”

Scholars have investigated how culture affects an organisation, but they have had difficulty determining how much culture affects each component. An organization’s culture is heavily influenced by co-worker politics (Carvalho et al., 2019). “Power and authority” refer to a leader’s ability to convince others. Among the most important skills a manager may have been the ability to inspire and encourage their employees. Legitimacy, money, compulsion and expert authority are all included in these characteristics. This problem has been compounded by certain bosses who have shown their dominance at work (Ibrahim and Daniel, 2019). Success in misleading others by higher-ranking individuals seems to be equivalent to their success when in actual authority. There is a strong case to be made that power carries with it moral and ethical implications. Individual and team behaviour, as well as production, are directly linked to workplace politics. There are four main sorts of corporate cultural practises based on the work, operation, authority, and people involved in those limits. An open mind and readiness to explore new things are encouraged in a company’s culture (Musinguzi et al., 2018). The ability of the industry to interact with people from all backgrounds and to grasp their basic demands in a market is also improved as a result. Certain issues arise when the company’s cultural diversity grows, particularly when it comes to staff views and traditional culture.

Power culture 

Employees are encouraged to be loyal and trustworthy in a power culture since the structure of the company pushes them to do so. In order for a company to be flexible, it must have a set of rules and regulations in place (Pattnaik and Jena, 2020). In the workplace, everyone feels like a part of something bigger. Tesco’s managers have a tremendous effect on the behaviour of their employees. When it comes to adaptability, it helps the company. The quality and efficiency of the organisation may be increased by encouraging employee loyalty and adaptability among the workforce.

Person culture 

The culture of the individual is characterised by both individualism and talent. In this setting, employees have a right to operate independently according to their own talents. In this culture, there are also certain rules and restrictions. There are a certain number of jobs available in today’s world. Individuals in the workplace may be influenced by this culture, and managers can exploit this to their advantage (Ristianti, Putrajaya and Fathurrochman, 2020). As a consequence, managers will have an easier time keeping tabs on their workers’ actions. Workers are able to concentrate on their areas of expertise because of a strong person culture.

Task culture 

A plethora of professional skill and information may be found among those who operate in an environment like this. They are well-equipped to deal with any challenge that comes their way. There is an undeniable sense of urgency in their approach to getting the work done well. Despite this, they have a great conviction in the power of concrete results. The final result is more important to workers than adhering to the regulations (Salas, Reyes and McDaniel, 2018). Using Tesco’s corporate culture, managers may have a tremendous impact on their employees.

Organizational politics 

Employee behaviour can be influenced by the politics of the workplace. Politics, in general, is tied to an interpersonal relationships and behaviours of the workforce. The exercise of power has an influence on the behaviour of employees. Considering their position of power and riches, many of Tesco’s upper-level managers make an effort to interact with their employees (Somani, 2021). In addition, they aid in fostering better interdepartmental coordination. Relationships with co-workers may have an impact on the conduct and performance of employees. Having managers talk to their staff about problems they’re having helps managers to provide solutions to such problems. Team members and individuals benefit from human contact with co-workers and superiors. They have had the capacity to raise their level of achievement. Management has the power and authority to make employees improve their performance in whatever way they see fit. Political intrigue in the workplace has the potential to have a significant influence on the behaviour and productivity of workers (Sonoda, Onozuka and Hagihara, 2018). When workers engage in name-calling and non-cooperation, productivity suffers and the company’s image suffers. Power has a direct effect on both the person and the organization’s ability to execute (Tasselli, Kilduff and Landis, 2018). Ineffective use of authority diminishes a company’s reputation and culture, whereas effective usage enhances employee motivation.

M1 “Influence of the organizational culture, politics and power on individual and team behaviour and performance”

Personal and group behaviour and performance in the workplace are strongly influenced by factors such as corporate culture, economics, and power. In the organisation, there are four basic types of cultures that are based on roles, tasks, status, and people inside the organization’s borders. Tesco’s mission is to be a mirror of the society it serves, and this is reflected in everything it does. It teaches students how to conduct themselves in the workplace in a manner that is suitable (Da Veiga et al., 2020). Their mission is to assist their workers in achieving their personal and professional objectives. It keeps up its countrywide performance and has a good working connection with its personnel (Bleiker et al., 2019). In great measure, their success may be attributed to their dedication to their culture. It is the purpose of the organisation to use its resources in the most efficient and effective way possible to produce high-quality work. Thus, it not only enhances internal communication, but it also gives information on current market trends and customer preferences.

It is possible that a lack of trust between members of a team or unit is a result of organisational politics. To achieve the group's objectives, everyone must maintain their eyes on the prize and remain on task. It is important to address a number of downsides, including a shift in focus from organisational to individual interests, which may have a negative impact on overall performance of the team. The team's leaders and managers must make use of the resources provided by the chosen organisation in order to accomplish these objectives. Leaders and managers utilise their positions of power to ensure that employees and teams are productive, efficient, and behave themselves appropriately in order to develop the organisation (Dhir and Shukla, 2018). When it comes to making decisions, only supervisors and managers have the power to do so. There are several benefits to using a company's strength in a positive way: it encourages its employees, increases the company's sales, and improves its public image. People in the organisation should be encouraged to balance their individual power and influence with the group's. While a result, organisations may enforce their standards and guarantee that their employees adhere to those principles as they carry out their given tasks (Klimas et al., 2021).


P2. “Evaluating content and process theories of motivation and motivational techniques”.

People’s and teams’ levels of motivation may well be defined in a number of ways. There have also been two sorts of ideas-based motivation in the past.

Content theories:

Hierarchy of needs: “Maslow.”

“Maslow’s hierarchy of needs” was devised by Abraham Maslow in 1963 and has been frequently utilised since. He came up with the concept based on his own personal experiences. In order for a company to promote its employees, the following five requirements must be met: As a result, Maslow placed a value on these five characteristics of labour in relation to one another. Having a strong sense of self-worth and a strong feeling of self-worth are all essential to a person’s overall well-being” (Sulphey, 2019). If these expectations are not met, employees will have to go far beyond their customary tasks. Workers at the firm in issue might profit from this.

“Alderfer- Erg theory”:

The Erg theory was proposed by Clayton Alderfer. Those who are satisfied with their basic needs are more likely to work, according to Maslow. This is consistent with his hypothesis. The requests then were divided into three categories depending on the details of what they requested for, which he used to further streamline the process. Employees who fail to achieve their high-level requirements are twice as likely as anybody else to try twice as hard on their lower-level demands, according to his theory (Sallos et al., 2019). For a specific organisation, the first step is to identify these objectives and then split them into three categories.

McClelland’s theory:

It all started with David McClelland’s book, “The Achieving Society.” Employees are said to be driven to work hard by three basic factors, according to this theory, regardless of gender or age (Klimas et al., 2021). These three forms of motivation include, but are not limited to, achievement, relationship, and power. What drives workers, who they want to be connected with, and how much influence each person desires is critical to an organization’s success. Understanding the primary determinants of employee motivation might be useful to a company that takes this strategy.

“The Herzberg theory”:

According to this theory, job satisfaction or job discontent is a function of two independent factors. It’s crucial to maintain a high level of hygiene and motivation. Tesco may be motivating its employees to perform at their best by providing them with a clean work environment. Workers are more likely to be engaged and like their professions when their workplace is neat and orderly (Sulphey, 2019). A clean working environment is essential for a company’s personnel to be more engaged and to produce more.

Process theories

“Skinner’s reinforcement theory”: 

According to “Skinner’s theory of reinforcement,” workers’ behaviour is impacted by their surroundings. Many people feel that individuals who work hard and efficiently have a higher chance of prospering in the future (Sallos et al., 2019). If employees feel that their efforts and devotion have gone unnoticed by their employer, they may get disheartened at work. As a consequence, M&S must take into consideration the time and energy they put in to keep their workforce engaged.

“Vroom’s expectancy theory”:

Workers may desire to increase their income while minimising their suffering, according to the Vroom expectations model (Pattnaik and Jena, 2020). As a result, some employees are seeking ways to make more money while doing less labour. Using this principle to motivate its employees, the previously mentioned corporation may foster the belief that hard work is directly linked to success (Nuckcheddy, 2018). Employees at a corporation will believe that putting in the time and effort will pay off.

M2 “Impact of application of the behavioural motivational theories, concepts and models on individual’s behaviour in organization”

There are two types of organisational motivation such as intrinsic and extrinsic. Intrinsic motivation refers to the individual's desire to work, whereas extrinsic motivation refers to the individual's responsibility to work. This article discusses the importance of motivational ideas in the workplace, which play a significant influence in energising workers. According to certain views, Tesco's employment of behavioural motivational theories and strategies might influence employee behaviour. Many shop employees have taken it upon themselves to meet their own psychological needs because of this (Bleiker et al., 2019). By taking on challenges and adapting to a changing business scene, Tesco employees have mastered Herzberg's needs theory and are more likely to be happy in their jobs. For example, with a 35% increase in the sustainable pay package, more employees put in more effort. Behavioural motivational theories also play an essential role in keeping employees motivated and satisfied at work. Employee morale suffers as a result, which in turn has an effect on how they behave at work. People are the centre of a workplace, according to Vroom and Adam's equity ideas (Wagner and Hollenbeck, 2020). Staff at Tesco should be assessed and rewarded for their degree of skill, as suggested in these concepts. Workers should be rewarded for their hard work, and this may be done by paying them or by conducting assessments. Motivating ideas may help managers improve their judgement and concentrate on their work. Employee motivation and morale may be boosted by offering financial rewards and other forms of positive reinforcement.


P3. “Effective team as opposed to an ineffective team”.

Teamwork is important to the achievement of any business. To put it another way, it’s a collection of people who work together to achieve a common objective. There are three types of teams: functional, cross-functional, and virtual. In contrast to a team, a group refers to a collective of many people working toward a common purpose (Yang et al., 2018). Leading a group is the responsibility of someone. A team, on the other hand, is directed by a group of people. The members of the team don’t have to rely on each other since they are self-sufficient by nature.

The Belbin model:

The Belbin approach, which has now been tried and tested and shown to work, may be used to establish teams. Technology studies how individuals’ actions affect the efficiency of groups. In the context of a team, there are behavioural patterns that explain individual tasks (Bleiker et al., 2019).

Grow a plant (PL)

The primary goal is to find and rectify any flaws in the team’s crisis response procedures.

Examiner of Resources (RI)

“Examiner of Resources” (RI) is entrusted with acquiring information on new ideas, technology, and service provided by the outside world and building communication channels that benefit the team as a whole.

Coordination Director (CO)

Making use of employee aid, identifying team weaknesses and strengths, and making the most effective use of all individual abilities is the ultimate aim in order to ensure that everyone’s efforts are aligned with those of the company (Da Veiga et al., 2020).

Shaper (SH)

SH uses a collection of patterns to analyse team conflicts and community activity outcomes in order to focus on creating priorities and objectives.

ME (Monitoring Evaluator)

After analysing issues and contributing their own thoughts, the members of the team may arrive at an informed choice (Dhir and Shukla, 2018).

TW (Team Worker) 

TW’s mission is to foster a feeling of community among its members, to provide assistance to those in need, and to increase the number of ways in which everyone may participate.

The Implementer (IMP)

IMP is responsible for implementing agreed-upon objectives, as well as translating ideas and opinions into functioning methods.


CFOs are tasked with keeping the company’s employees as free from mistakes as possible, examining tasks that need a greater degree of attention than usual, and instilling a sense of urgency within the company.


Lastly, the data is put into the business by an expert in the field of technology.

Soft skills

Soft skills are necessary for effective collaboration and cooperation. The ability to work well in a team is dependent on the ability to communicate effectively. If an employee has great interpersonal skills, they could be able to succeed in the job (Klimas et al., 2021). In addition, these skills aid in the formation of a cohesive team between management and employees. By sharing their ideas with one another, Tesco’s teams are able to come up with new solutions. As a result, something good happens.

Communication skills

A team’s capacity to communicate effectively in several languages is also critical. The efficiency with which an employee interacts with his or her superiors is essential to his or her work output (Wagner and Hollenbeck, 2020). Employees and managers at Tesco are able to easily communicate and share ideas. When you have these skills, you can help each other with any project and fulfil a deadline.

Hard skills

Hard talents can only be acquired via experience and education. Management at Tesco Sainsbury’s has a broad variety of hard skills include the ability to grasp a number of languages, competency with a certain technology, or knowledge in a specific sector (Ristianti, Putrajaya and Fathurrochman, 2020).

Conflict within a team

Finding the right solution might be more difficult for functional teams because of the higher levels of conflict that exist within them. Workplace groups are often formed to foster new ideas and foster a culture of open dialogue. Individual disappointments and demands may play a part in producing emotional instability among employees when there are more valid arguments (Musinguzi et al., 2018). The capacity to quickly solve problems and achieve progress is critical to the success of any team.

Disagreement among the teams

Conflict amongst team members is a new issue that arises as a result of a collaborative organisation in addition to the current internal team concerns. Instead, then working together to achieve the company’s long-term goals, teams may see one another as competitors for the company’s attention, incentives, and triumphs (Anlesinya and Amponsah-Tawiah, 2020). It is up to corporate leaders to find a strategy to encourage cooperation while also fostering teamwork among their employees. It’s difficult to have inter-team disagreements while employees are engaged on vital job duties and assignments.

Resolving issues

As the name suggests, “conflict resolution” is about finding a solution to an issue by working with a broad group of individuals. There might be a disagreement based on psychology, economics, or economics. When the issue is discussed openly, it may be resolved (Carvalho et al., 2019).

M3 “Analysis of team improvement theories to help in the advancement of group participation”

For the first time in his ground-breaking work, analyst Bruce Tuckman posited five distinct developmental stages: “Forming,” “Storming,” “Norming,” “Performing,” and “Adjourning.” According to this theory, it is difficult to know how fast a new team will come together and perform at its peak. Getting to know the co-workers and integrating into the workplace culture and surroundings is a responsibility that each member of the group must accept according to Musinguzi et al. (2018)

The Importance of Tuckman’s Model:

The model demonstrates how a group's refinement and ability to create grows in the same manner as firms' structure is based on initiative style. Using Tuckman's model, we can see how networks form and evolve. It improves people’s preparedness for bulk work and allows them to reach their utmost capability. It enables them to be ready according to Pattnaik and Jena (2020)

There are five stages of progress identified by Tuckman.

The first stage of group development is forming. It is a great chance for the group to get to know one other and establish friendships throughout the presentation in the meanwhile, the primary emphasis is on completing the tasks as outlined in the objectives, timeline, rules, and guidelines. The group’s usefulness increases with time as colleagues form relationships and the structure of the group improves. During this period, there is a significant degree of dependence on the leader for guidance (Ristianti, Putrajaya and Fathurrochman, 2020).

As a group matures, it moves on to the storming stage. The members of the group are well aware of the project’s relevance and value. This stage is characterised by a lack of agreement in group talks, a more specific explanation of the group's aim, and any shortcomings that may exist. Jones (2019) describes this process as "Norming," which is used to demonstrate a group's agreement in discourse. Big choices are made and everyone comes to understand the worth in each other as Salas, Reyes and McDaniel put it in the words of Salas and Reyes (2018).

As a result of this stage, every member of the team is ready to function independently and as a cohesive one. Here, there is a common goal, emphasis on the gathering’s goals, and the contradictions inside the group become comfortable, making this the stage where all gatherings concentrate their efforts.

Adjournal is important for the local community, but it isn’t for the board and growth of the organisation as a whole. As soon as the mission has been developed to its full potential, the group is divided into subgroups for operational purposes (Carvalho et al., 2019).

With so many people working at Tesco, it’s critical that everyone has a strong sense of camaraderie and trust between themselves, as well as with their co-workers. As a result, the Tuckman theory may be quite valuable to a business like this when it comes to fostering teamwork and improving the relationships between employees.


P4. “Concepts of philosophies of organisational behaviour”.

The path-goal theory

Using the path-goal paradigm, a leader’s attitudes and behaviour may be clearly shown to the employees and to the organisation. As a result, employee well-being, contentment, and enthusiasm will all grow (Ristianti, Putrajaya and Fathurrochman, 2020). Each and every one of them will see an increase in output. Tesco’s operations are driven by a range of principles, depending on the company’s position, the kind of employees it hires, and its customers. Several unique stakeholders at Tesco’s all have differing opinions at different phases in the process. There are numerous democratic influences on the organisation. Understanding the requirements and expectations of people with different views and opinions about their jobs is critical as an employer (Somani, 2021).

Social capital theory

When it comes to business stakeholder involvement and participation, the social capital theory has helped people in a variety of ways. For Tesco, this involves getting a better grasp on the perspectives of their employees, as well as the qualities of relationships, trust, and engagement, as well as the stages of a project lifecycle (Dhir and Shukla, 2018). It is critical for executives to recognise and support their subordinates so order to achieve the company’s ultimate goal. Motivation is one of several factors that might affect a person’s success. Upper management puts a premium on energising their workforce.

Scientific theory of management

To assess an organization’s efficiency, scientific management theory may be a useful tool. It is a major factor in the company’s decision-making process, and it is backed by it and positioned at the top (Musinguzi et al., 2018). This means that scientific approaches may well be put to better use in completing projects. Applied process management and engineering techniques are well-versed in this theory’s implementations. It also improves the overall production of the organisation. In scientific management, the ‘rule of thumb’ is used to evaluate a given piece of work (Bleiker et al., 2019). Sainsbury’s management is using scientific approaches to learn about the daily routines and perceptions of the public. It helps with staff placement and skill and competency alignment.

M4 “Concepts and philosophies of organisational behaviour on the employees in Tesco”.

An organization's most valuable asset, its employees, may be more motivated and more committed to the company's goal via the study of organisational behaviour. Motivating employees may come from both inside and outside, depending on the situation. Employees who are motivated only by their own interests are referred to as having "intrinsic motivation." Extrinsic motivation, on the other hand, comes from outside the individual and pushes them to strive harder in order to achieve greater heights (Ristianti, Putrajaya and Fathurrochman, 2020). Tesco uses a range of organisational behaviour theories and philosophies to impact its employees in a positive manner. Organizational behaviour is founded on two principles: the character of the individuals inside it and the nature of the business itself.

Nature of people: The things that impact an individual’s character include

  • Individual Differences in the Organization: Physically and mentally, each individual is a one-of-a-kind creation. In terms of their ability to learn, adapt, and respond, people's capacities differ greatly from one another. Managers are tasked with maximising the strengths of their teams in order to assist the organisation achieve its goals (Salas, Reyes and McDaniel, 2018). It is possible that staff at Tesco think that excessive talking at work negatively affects productivity, while other workers may have a different view.
  • Motivation: Employees are driven by a variety of elements, including physiological, safety, social, esteem, and the pursuit of one’s own self-actualization (Yang et al., 2018). For the sake of keeping its workers motivated, Tesco takes a holistic approach.
  • A Whole Person: In addition to their professional life, an employee’s personal life has a direct impact on their work performance. In addition to their abilities, workers’ personal lives have an impact on their ability to accomplish their job well (Somani, 2021). To provide an example, working late into the night may cause a person to start thinking over his family, which in turn will damage the quality of his job.


It is necessary to first grasp a few fundamental concepts about human nature in order to comprehend how an organisation function. It’s possible that intellectual activity could have a positive or negative impact on an organization’s behaviour. People appear to have a diverse variety of tastes and passions. To that end, Tesco should make the most of each employee. When two people look at the same scenario, their perspectives may be extremely different. The treatment’s success depends on a variety of factors, including the patient’s medical history, physical problems, and other demographics.


Anlesinya, A. and Amponsah-Tawiah, K., 2020. Towards a responsible talent management model. European Journal of Training and Development.

Bleiker, J., Morgan-Trimmer, S., Knapp, K. and Hopkins, S., 2019. Navigating the maze: Qualitative research methodologies and their philosophical foundations. Radiography25, pp.S4-S8.

Carvalho, A.M., Sampaio, P., Rebentisch, E., Carvalho, J.Á. and Saraiva, P., 2019. Operational excellence, organisational culture and agility: the missing link?. Total Quality Management & Business Excellence30(13-14), pp.1495-1514.

Da Veiga, A., Astakhova, L.V., Botha, A. and Herselman, M., 2020. Defining organisational information security culture—Perspectives from academia and industry. Computers & Security92, p.101713.

Dhir, S. and Shukla, A., 2018. The influence of personal and organisational characteristics on employee engagement and performance. International Journal of Management Concepts and Philosophy11(2), pp.117-131.

Ibrahim, A.U. and Daniel, C.O., 2019. Impact of leadership on organisational performance. International Journal of Business, Management and Social Research6(2), pp.367-374.

Klimas, P., Czakon, W., Kraus, S., Kailer, N. and Maalaoui, A., 2021. Entrepreneurial failure: a synthesis and conceptual framework of its effects. European Management Review18(1), pp.167-182.

Musinguzi, C., Namale, L., Rutebemberwa, E., Dahal, A., Nahirya-Ntege, P. and Kekitiinwa, A., 2018. The relationship between leadership style and health worker motivation, job satisfaction and teamwork in Uganda. Journal of healthcare leadership10, p.21.

Nuckcheddy, A., 2018. The effect of personality on motivation and organisational behaviour. Psychology and Behavioral Science International Journal9(2), pp.1-5.

Pattnaik, L. and Jena, L.K., 2020. Mindfulness, remote engagement and employee morale: conceptual analysis to address the “new normal”. International Journal of Organizational Analysis.

Pattnaik, L. and Jena, L.K., 2020. Mindfulness, remote engagement and employee morale: conceptual analysis to address the “new normal”. International Journal of Organizational Analysis.

Ristianti, D.H., Putrajaya, G. and Fathurrochman, I., 2020. Organizational behavior management through group counseling discussions as a radicalism preventive effort. Jurnal Konseling dan Pendidikan8(1), pp.23-31.

Salas, E., Reyes, D.L. and McDaniel, S.H., 2018. The science of teamwork: Progress, reflections, and the road ahead. American Psychologist73(4), p.593.

Sallos, M.P., Garcia-Perez, A., Bedford, D. and Orlando, B., 2019. Strategy and organisational cybersecurity: a knowledge-problem perspective. Journal of Intellectual Capital.

Somani, P., 2021. Progressing Organisational Behaviour towards a New Normal. Journal of Economics, Finance and Management Studies, pp.1628-1633.

Sonoda, Y., Onozuka, D. and Hagihara, A., 2018. Factors related to teamwork performance and stress of operating room nurses. Journal of nursing management26(1), pp.66-73.

Sulphey, M.M., 2019. The concept of workplace identity, its evolution, antecedents and development. International Journal of Environment, Workplace and Employment5(2), pp.151-168.

Tasselli, S., Kilduff, M. and Landis, B., 2018. Personality change: Implications for organizational behavior. Academy of Management Annals12(2), pp.467-493.

Wagner, J.A. and Hollenbeck, J.R., 2020. Organizational behavior: Securing competitive advantage. Routledge.

Yang, G., Leicht, A.S., Lago, C. and Gómez, M.Á., 2018. Key team physical and technical performance indicators indicative of team quality in the soccer Chinese super league. Research in Sports Medicine26(2), pp.158-167.

Recently Downloaded Case Studies by Customers
Our Exceptional Advantages
Complete your order here
54000+ Project Delivered
Get best price for your work

Ph.D. Writers For Best Assistance

Plagiarism Free

No AI Generated Content

offer valid for limited time only*